Emergency Management 9-1-1 (ePub)
In God We Trust, All Others Must Be Monitored
(Sprache: Englisch)
Now that you have read this book, I hope it has brought you new meaning in becoming a better manager and leader. You must learn to address issues more than once; reinforce them more than twice and you will reap the rewards three times over. You must be...
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Now that you have read this book, I hope it has brought you new meaning in becoming a better manager and leader. You must learn to address issues more than once; reinforce them more than twice and you will reap the rewards three times over. You must be willing to invest the time required to learn the intricacies of your job. Secondly, you must learn to accept and respect the knowledge of others. The person who has the fountain of knowledge must be identified, praised, and nurtured as an invaluable asset for your personal growth and development. You should not be a clock-watcher. However, you must learn to work smarter and not harder. Always be cognizant of others shortcomings and faults. Ask yourself these questions:
(a) What would you have done differently if the same set of circumstances were on your business plate?
(b) Would you have been more successful in handling the situation?
(c) Were you too critical in evaluating the results of the person making the decision?
Evaluating yourself and the circumstances will assist you in formulating a plan of action to address and resolve issues before they occur.
Successful supervisors, managers, and leaders know the importance of treating employees and customers with dignity, honor, and respect. This is a sacred rule in building a team and fostering good human relations. How many people do you know that are more satisfied with their working environment than their pay? This individual will remain with a company because of his or her supervisors great people skills. It is imperative that you consistently display authentic and humanistic concerns for your employees. They are your keys to achieving success, and without them, you will become an army of none. It would be wise to remember that threats do not produce long-term changes but merely generate survivability skills.
(a) What would you have done differently if the same set of circumstances were on your business plate?
(b) Would you have been more successful in handling the situation?
(c) Were you too critical in evaluating the results of the person making the decision?
Evaluating yourself and the circumstances will assist you in formulating a plan of action to address and resolve issues before they occur.
Successful supervisors, managers, and leaders know the importance of treating employees and customers with dignity, honor, and respect. This is a sacred rule in building a team and fostering good human relations. How many people do you know that are more satisfied with their working environment than their pay? This individual will remain with a company because of his or her supervisors great people skills. It is imperative that you consistently display authentic and humanistic concerns for your employees. They are your keys to achieving success, and without them, you will become an army of none. It would be wise to remember that threats do not produce long-term changes but merely generate survivability skills.
Autoren-Porträt von Grady B. Parks
I was born at Grady Memorial Hospital in Atlanta, Georgia, on July 28, 1940. Growing up under segregation and its enforced limitations was very puzzling. It was very difficult to understand what a person’s color had to do with human dignity, work opportunities, and social justice. It was even harder to accept the often meaningless service-oriented jobs offered to employable black teenagers. I am constantly reminded that the pains of segregation could have been more problematic had it not been for my grandparents’ limited societal protection and love. They also provided me with a solid moral foundation to employ throughout my life. Let me assure my readers that all my childhood experiences were not doom and gloom. Blacks raised in Atlanta during this era were fortunate to have black-owned business establishments that provided sources of entertainment, eateries, hotels, nightclubs, drive-in restaurants, movie theaters, a bank, an insurance company, a golf course, and a host of other social outlets to sustain the black community during this Jim Crow era. Regardless of these limitations, most of our communities took pride in themselves, their appearance, their properties, and most were achievement-orientated.
After graduating from Booker T. Washington High School in 1959, it became increasingly clear that I had to make a life-changing decision—go to college or join the military to get my service obligation out of the way in order to take advantage of future opportunities within our black or white communities. Although my grandfather encouraged me to go to Morehouse College after graduation, I decided to test the job market before entering any life-changing options. Needless to say, my jobs were considered good entry levels but did not offer me future growth or advancement opportunities. Several Jewish families I worked for during this time encouraged me to go into the military to escape segregation and acquire the necessary skills for a brighter future since I
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wasn’t interested in attending college at that time.
I can assure you my earlier life script prepared me for other challenging events I experienced in the military and in foreign countries where I lived or visited.
My initial military career was a great awakening because it forced me to take charge of myself. I learned early not to allow others to dictate my personal growth, professional development, and future destinies. One must keep in mind that our military establishment is a microcosm of our society—the military was no better or worse than our civilian counterparts. However, the military’s rapid punishment system under the Uniform Code of Military Justice made sure that civil rights and equal-opportunities violations were addressed and enforced more rapidly than when found in most civilian communities. The military approach to discovered inequities remains an example for our country to emulate in 2011.
During my forty-five active years in the adult workforce, I faced many challenging events, crises, and inappropriate business practices here and abroad. My thirty years in the United States Air Force exposed me to many multicultural experiences while attaining the highest enlisted rank of chief master sergeant. As one might surmise, I held many challenging positions and meaningful duty titles. However, my last two titles as superintendent, assistant for social actions and chief enlisted manager, directorate of personnel, at the largest major air command at that time was the apex of an outstanding military career. My military foundation, type-A personality, personal motivation, and commitment propelled me into some key positions during my subsequent civilian career. My efforts, dedication, and positive results reaped me many rewards, awards, name recognition, can-do reputation, great compensation packages, bonuses, and promotions. In retrospect, many challenges became joyous events as I rose from store manager to training manager, from human resources manager to division manager responsible for eighty-six convenience stores and two large truck stops. Some key
I can assure you my earlier life script prepared me for other challenging events I experienced in the military and in foreign countries where I lived or visited.
My initial military career was a great awakening because it forced me to take charge of myself. I learned early not to allow others to dictate my personal growth, professional development, and future destinies. One must keep in mind that our military establishment is a microcosm of our society—the military was no better or worse than our civilian counterparts. However, the military’s rapid punishment system under the Uniform Code of Military Justice made sure that civil rights and equal-opportunities violations were addressed and enforced more rapidly than when found in most civilian communities. The military approach to discovered inequities remains an example for our country to emulate in 2011.
During my forty-five active years in the adult workforce, I faced many challenging events, crises, and inappropriate business practices here and abroad. My thirty years in the United States Air Force exposed me to many multicultural experiences while attaining the highest enlisted rank of chief master sergeant. As one might surmise, I held many challenging positions and meaningful duty titles. However, my last two titles as superintendent, assistant for social actions and chief enlisted manager, directorate of personnel, at the largest major air command at that time was the apex of an outstanding military career. My military foundation, type-A personality, personal motivation, and commitment propelled me into some key positions during my subsequent civilian career. My efforts, dedication, and positive results reaped me many rewards, awards, name recognition, can-do reputation, great compensation packages, bonuses, and promotions. In retrospect, many challenges became joyous events as I rose from store manager to training manager, from human resources manager to division manager responsible for eighty-six convenience stores and two large truck stops. Some key
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Bibliographische Angaben
- Autor: Grady B. Parks
- 2013, 100 Seiten, Englisch
- Verlag: Xlibris US
- ISBN-10: 1493108514
- ISBN-13: 9781493108510
- Erscheinungsdatum: 01.10.2013
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- Größe: 0.98 MB
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Sprache:
Englisch
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