A group of graduates, well established in their careers, were talking at a reunion and decided to go visit their old university professor, now retired. During their visit, the conversationturned to complaints about stress in their work and lives. Offering his guests hot chocolate, the professor went into the kitchen and returned with a large pot of hot chocolate and an assortment of cups-porcelain, glass, crystal, some plain looking, some expensive, some exquisite — telling them to help themselves to the hot chocolate. When they all had a cup of hot chocolate in hand, theprofessor said:“Notice that all the nice looking; expensive cups were taken, leaving behind the plain and cheap ones. While it is normal for you to want only the best for yourselves, that is the source of your problems and stress. The cup that you’re drinking from adds nothing to the quality of the hot chocolate. In most cases it is just more expensive and in some cases even hides what we drink. What all of you really wanted was hot chocolate, not the cup; but you consciously went for the best cups…And then you began eyeing each others cups. Now consider this: Life is the hot chocolate; your job, money and position in society are the cups. They are just tools to hold and contain life. The cup you have does not define, norchange the quality of life you have. Sometimes, by concentrating only on the cup, we fail to enjoy the hot chocolate we have. Live simply. Love generously. Care deeply. Speak kindly. And enjoy your hot chocolate!

The Supervisor, the Champion, and the Promoter: What psychological personality tests reveal about Clinton, Obama, and McCain.

By Emily Yoffe
Posted Wednesday, Feb. 20, 2008, at 6:50 AM ET

It’s time again to apply the Myers-Briggs Type Indicator to our presidential candidates. (I did not include Mike Huckabee in my evaluations, because I couldn’t bring myself to imagine a Huckabee administration.) The MBTI was developed by a mother-daughter team that wanted a practical application for the ideas of personality developed by Jung. By mixing and matching four poles of personal style—extravert and introvert being the best known—the women came up with 16 personality types. Read more about it here. For reference, I used two books co-authored by MBTI consultant Otto Kroeger, Type Talk and Type Talk at Work. And I relied on psychologist David Keirsey’s revision of the 16 personality types. Keirsey sorted these into four overarching categories: Artisans, Guardians, Idealists, and Rationals. (He describes his classifications in the book Please Understand Me II and at this Web site, www.keirsey.com.)

Such personality testing is often derided by academia, but it’s used widely by corporations, the military, and government to understand different leadership styles and the dynamics of working in groups. Finding out your personality type requires answering dozens of questions such as, “Do you find visionaries and theorists a) somewhat annoying [or] b) rather fascinating?” and “When finishing a job, do you like to a) tie up all the loose ends [or] b) move on to something else)?” Figuring the candidates wouldn’t fill out their own questionnaires, I studied their biographies and came to my own conclusions.

Hillary Clinton is a Guardian, and her specific type is an ESTJ, what Keirsey calls “the Supervisor.” Supervisors are, Keirsey says, steadfast, cautious, methodical. They are the reliable, detail-oriented people without whom organizations and society fall apart—which is something ESTJs won’t hesitate to point out. “[T]heir first instinct is to take charge and tell others what to do,” says Keirsey. They are “devoted public servants, seeing their role in government … in almost sacred terms of self-sacrifice and service to others.” This service is an obligation, not given “freely and joyously.” As columnist Richard Cohen observed about Hillary, “Whether she meant to or not, she has presented herself as a model of caution, of experience hard-earned and not enjoyed. …”

Keirsey says Guardians’ “self-esteem is greatest when they present themselves as dependable, trustworthy or accountable in shouldering their responsibilities.” In other words, an ESTJ wants everyone to know she’s “ready to be president on Day 1.” According to Please Understand Me II (all the quotes are from the books), about half of our presidents, from George Washington to George H.W. Bush, have been Guardians, with Harry Truman being an ESTJ like Hillary (she loves to quote Truman’s “The buck stops here.”).

Guardian leaders are not the big thinkers or the bold doers (although they can take bold action if they carefully conclude that’s what the circumstance requires). They have, says Keirsey, “a stabilizing and consolidating effect.” In a New Yorker profile of Hillary, George Packer wrote that her now-infamous remark that it took a president to realize Martin Luther King’s dream reflected Hillary’s belief that “the Presidency is more about pushing difficult legislation through a fractious Congress than it is about transforming society.”

ESTJs are most comfortable in the world of the specific. Keirsey says they will listen politely to “theoretical or fanciful” conversation—what an ESTJ surely thinks of as a certain other candidate’s gasbaggery—then “shift to more concrete things to talk about, more solid and sensible topics” using their ability to call up at will “an enormous fund of facts.” (Ever heard a Hillary speech?)

It is this ESTJ-ness that may explain the failure of Hillary’s health-care initiative as first lady. ESTJs like nothing better than digging deep into the specifics of a system and batting out proposals with trusted staff, then presenting the perfect fait accompli to a grateful public. As Kroeger points out, ESTJs can be stunned when the plans fail: “Having packaged the argument so neatly and precisely, how could anyone possibly disagree?” Keirsey says this blindness comes from the concrete-thinking ESTJ’s pronounced weakness at the abstract arts of strategy and diplomacy. Hillary neither foresaw the attacks by competing interests nor had the people skills to win over her opponents.

Referring to ESTJs, Kroeger says, “[O]f all the sixteen types this is the most conventionally masculine.” The New York Times‘ Maureen Dowd pointed out that actor Jack Nicholson called Hillary “the best man for the job,” and Hillary said on David Letterman, “In my White House, we’ll know who wears the pantsuits.” But Hillary also revealed the struggle of the ESTJ woman when she told Packer, “[T]he world is only beginning to recognize that women should be permitted the same range of leadership styles that we permit men.”

The Guardians’ steadfast posture also applies to their marriages. Keirsey writes that they are “extremely loyal to their mates and feel obliged to stand by them in times of trouble and help them straighten up and fly right. As a result, Guardians more easily than any other temperament can be hooked into becoming the rescuer of troubled mates.” (Bill Clinton is an ESFP, what Keirsey calls “the Performer”—”thriving on the excitement of being on-stage.” ESFPs are also “inclined to be impulsive and self-indulgent, which makes them vulnerable to seduction.”)

The ESTJ can, to her detriment, says Keirsey, see the world as inhabited by good people and bad people. Think of the “vast right-wing conspiracy” or how Hillary touts her “battle scars.” In The New Yorker, a former friend said of her, “Hillary needs enemies.”

Kroeger writes that ESTJs “do not cope well when things don’t go as planned.” They have a “short fuse when anything suggests they are losing control. The ESTJ can become loud, rigid, domineering, and can induce a great deal of stress within anyone nearby.” If Truman was “Give ‘Em Hell Harry,” then the current ESTJ seeking the highest office could end up nicknamed “Go to Hell Hillary.”

Barack Obama—no one will be surprised to learn—is an Idealist. His specific type is an ENFP, what Keirsey calls “the Champion.” ENFPs, says Keirsey, are “filled with conviction that they can easily motivate those around them.” Champions work to “kindle, to rouse, to encourage, even to inspire those close to them with their enthusiasm.” Idealists “usually have a tongue of silver” and are “gifted in seeing the possibilities” of institutions and people. Here’s Obama on leadership: “[W]e need leaders to inspire us. Some are thinking about our constraints, and others are thinking about limitless possibility.”

This ability to move people through imagery and rhetoric carries a danger for the ENFP, says Keirsey—a belief in “word magic.” “Word magic refers to the ancient idea that words have the ability to make things happen—saying makes it so.” This is the basis of the critique of Obama by his less-soaring opponents. Hillary complains that people ask her to “give us one of those great rhetorical flourishes and then, you know, get everybody all whooped up.” (As if she could.) Says John McCain, “To encourage a country with only rhetoric is not a promise of hope. It is a platitude.”

Keirsey says Idealist leaders should be called catalysts because “[t]he individual who encounters such a leader is likely to be motivated, animated, even inspired to do his or her very best work.” The New Yorker’s Packer writes, “Obama offers himself as a catalyst by which disenchanted Americans can overcome two decades of vicious partisanship. …”

Idealists are deeply introspective. According to Keirsey, their “self-confidence rests on their authenticity,” which makes them “highly aware of themselves as objects of moral scrutiny.” Idealists, such as Thomas Paine, Mohandas Gandhi, and Martin Luther King Jr., tend to be leaders of movements, not office-holders. If Obama is elected, not only would he be the first black president, but according to Keirsey, he’d be the first Idealist president. (Kroeger speculates that Lincoln may have been an Idealist.) Idealists are rare in any executive position. In a survey Kroeger did of the personality types who make it to top management, less than 1 percent were ENFPs—while almost 30 percent were Hillary’s type, the ESTJ. But the 16 types are not evenly distributed in the population and ENFPs themselves are rare—Keirsey estimates only about 2 percent of people are ENFPs. Kroeger says the ENFP can be an effective boss. “At their best they bring a refreshing alternative style to top management and decision making.”

Keirsey says that the Idealist is the unusual leader who is “comfortable working in a climate where everyone has a vote.” In a Vanity Fair profile, Todd Purdum quotes a Harvard Law School classmate of Obama’s describing his collaborative style as editor of the Law Review. Obama was “someone who wanted the group decisions to reflect the group’s intent, not Barack’s intent.” (This classmate added, “I actually would have been happier for him to say sometimes, ‘This is how we’re doing this, and shut up!’ “) Wanting inclusiveness has been a hallmark of Obama’s career and his campaign. Purdum noted that in the Illinois Legislature, “Obama made friendships across the aisle” and used his people skills to get some difficult legislation passed. In a speech, Obama described this ability: “If you start off with an agreeable manner, you might be able to … recruit some independents into the fold, recruit even some Republicans into the fold.”

As leaders, Keirsey says, the Idealists possess a “diplomatic intelligence.” They “seek common ground,” want to “forge unity,” arrive at “universal truths,” and are “trusting.” Given these qualities, it should be no surprise that Obama says that as president, he would quickly sit down with our enemies. He told Paris Match, “I want to have direct talks with countries like Iran and Syria because I don’t believe we can stabilize the region unless not just our friends but also our enemies are involved in these discussions.”

Plans such as this have resulted in Hillary Clinton, Rudy Giuliani, and others accusing the possible next commander in chief of naiveté. Keirsey says the Idealist has to be careful not to make errors in judgment by projecting “their own attributes onto others.” Because they tend to have a positive outlook, they can be “surprised when people or events do not turn out as anticipated.”

The ENFP can have a problem with “restlessness,” says Kroeger. “As a task or responsibility drags on and its mantle becomes increasingly routine, the ENFP can become more pensive, moody, and even rigid.” Obama himself referred in a debate to his disorganization and dislike of paperwork—and his self-knowledge that “I need to have good people in place who can make sure that systems run.” But as Purdum writes, it is Obama’s “restlessness” that prompted him “to take a chance, to aim higher—when others told him to wait his turn.”

John McCain is an Artisan, and his specific type is an ESTP, what Keirsey calls the Promoter. The ESTP is, according to Keirsey, “practical, optimistic, cynical, and focused on the here and now.” If the ESTP portrait gives you a feeling of déjà vu, it’s because George W. Bush is an ESTP, too. They are a common presidential type: Both Roosevelts, JFK, and LBJ were ESTPs. “Artisans need to be potent, to be felt as a strong presence and they want to affect the course of events,” writes Keirsey. They hunger to “have a piece of the action,” “to make something happen” whether “on the battlefield” or “in the political arena.” So many politicians are Artisans because “politics allows not only for maneuvering, excitement, and risk—but for powerful social impact.”

In a Newsweek profile of McCain, Republican Sen. Susan Collins of Maine said, “He’s a real player in the Senate. He has tremendous impact.” As McCain said to Esquire, “I get attacked everyday because I’m working with Ted Kennedy. How can I work with Kennedy? Because I want to get something done.”

“Artisans also make everyone else look like amateurs when it comes to improvising survival tactics,” writes Keirsey. Their wily ability to make do in dire circumstances makes them “successful scroungers as prisoners of war.” Newsweek describes how “McCain survived in prison camp by sheer cussedness.”

Artisans “are not threatened by the possibility of failure in themselves or others, so they are likely to take risks and encourage others to do the same.” That is how a man whose election prospects were dim only a few months ago can say to the Washington Post of the campaign, “Actually, it’s been very invigorating, it really has been.”

Promoters have strong people skills, but it is not the warm sense of connection one gets from an Idealist like Obama. “Promoters are so engaging … that they might seem to possess an unusual amount of empathy, when in fact this is not the case,” writes Keirsey. “Rather, they are uncanny at reading people’s faces and observing their body language.” Or as the Wall Street Journal recently wrote, “When Mr. McCain took the stage in Sun City, the applause was polite. When he finished, he got a standing ovation. … [H]is ability to sense and ride the emotional flow of an audience is astonishing.”

Grand theories are not for the ESTP. “No high-flown speculation for the Artisan, no deep meaning or introspection. [They] focus on what actually happens in the real world, on what works, on what pays off, and not on whose toes get stepped on.” This is how you get labeled a “maverick” and “Sen. Hothead.” This is why the Wall Street Journal writes, “Mr. McCain’s great political strength has also been his main weakness, which is that his political convictions are more personal than ideological.”

Keirsey says Artisans “are the world’s great risk-takers. They delight in putting themselves in jeopardy, taking chances, facing hazards.” (Does this sound familiar? See: Iraq.) When times call for careful planning, or consistent, long-term management, you don’t call on the ESTP. Keirsey writes that they “may be careless about details” or “they can be unprepared at times when preparation is called for, and can spring the unexpected on colleagues.” “They are like firemen who, having nothing to do set fires so that they can put them out.”

BPAG 4-1 (Seminar in Public Administration)

1. Divide the Class in four (4) groups. Each group must create a plan for holding a youth leadership camp. Venue must have an open ground for activities and must either be located in Rizal, Laguna, Cavite  or Bulacan (one venue for each group). There are more or less 200 participants. Create a budget that will not require each to shell out more than 1,500.00 PHP for a three day two night leadership camp. Camp will be held on March 15-17, 2008. Try to be creative, resourceful and please don’t bind me in your plans, try to create options. The plan should be available on Thursday, February 14, 2008.
2. Comment on at least ten (ten) articles/post on this blog, no later than Valentines Day of 2008.

 BPS 4-2 (Foreign Policy of Major Powers)

1. Compare the foreign policy programs of Hillary Clinton, Barack Obama and John McCain. Try to make a conclusion on who has the best foreign policy, a policy which has the best interest for humankind and not just for USA. No more than 1,500 words. To be posted on the article on this blog titled HILLARY, OBAMA or McCAIN. No later than Thursday, February 14, 2008.
2. Comment on at least ten (ten) articles/post on this blog, except for the ten you have made remarks on, no later than Valentines Day of 2008.

 BPAG 3-1, BPS 3-2, BPAG 3-3 (Political Dynamics)

1. If you were the strategist for Hillary Clinton or Barack Obama (choose only one), what advice would you give him/her to finally clinch the Democrat Party nomination and the election in November. No more than 1,500 words. To be posted in the comment section of this blog titled HILLARY, OBAMA or McCAIN no later than February 14, 2008.
2. Comment on at least ten (ten) articles/post on this blog, except for the ten you have made remarks on, no later than Valentines Day of 2008.

 ABPH 1-1 /MN 2-2D (Politics and Government with Philippine Constitution)

1. If you were allowed to vote in the 2008 American Presidential elections, would you vote for Hillary Clinton, Barack Obama or John McCain. Keep explanations short and simple. To be posted on the article on this blog titled HILLARY, OBAMA or McCAIN. No later than Thursday, February 14, 2008
2. Comment on at least ten (ten) articles/post on this blog, except for the ten you have made remarks on, no later than Valentines Day of 2008.

Goodluck and hope to see you all soon! I’m now in India, enjoying the sunny weather, the spicy foods, beautiful view and friendly Indians. 

Dahil hindi ordinaryong tao si Jan sa buhay ko, ipinasya kong sa kauna-unahang pagkakataon ay pahirapan ang sarili ko at sumulat sa wikang Filipino, at ang paksa syempre ay walang iba kundi si Jan-Argy Y. Tolentino. Kung isusulat ko kasi ito sa Ingles ay baka wala nang dating kay Jan dahil lahat na nang naibigay kong sulat sa kanya ay nasusulat sa Ingles. Isa pa, ito ay pagpapatunay kung gaano ko siya kamahal dahil napakahirap para sa akin ang magsulat sa Tagalog.

Taong 1993, Hunyo ko nakilala si Jan. Sa apat na sulok ng mainit na silid-aralan sa PUP, sa gitna nang maiingay at makukulit na estudyante madali kong napansin si Jan. Matalino kaya! Actually, oops, sa totoo lang pala, bonus lang yun. Palakaibigan at napakabait na tao ni Jan.

Ano kaya ang buhay ko kung hindi ko nakilala o naging kaibigan si Jan?

Syempre hindi mabubuo yung grupo na tinatawag naming Power Rangers. Ito yung barkada namin nung college pa kami. Ito rin ang pamagat ng isa sa mga kauna-unahan at paborito kong “obra” – “The Power Rangers”. Sabi ko dun, si Jan, na binansagan naming Red 1, siya ang “utak” ng grupo. Taong 1999 ko sinulat yun at gusto kong balikan, may parte dun na sinulat ko “If Red 1 will be extra careful in handling his relationships, he will bag the “most eligble bachelor” title. May pagka Nostra Damus pala ako. Magtatapos na ang taong 2007 , o di ba, siya nga ang Most Eligible Bachelor!

Kung hindi ko nakilala si Jan, hindi siguro ako naging KALIPI. Mas malamang nakikibaka ako sa lungsod o kaya nama’y nagtatago sa kanayunan.

Kung hindi ko naging kaibigan si Jan, wala sigurong mag-aabot sa akin ng 300 pesos dahil sa nalaman na buntis na ako, at wala na kong dapat sabihin pa. Matalino talaga si Jan, alam nyang wala akong pambili ng Clusivol-OB!

Kung wala si Jan, lalo sigurong napakadilim ng pinagdaanan ko dati. Pero dahil andun si Jan ng panahong iyon, sapat na para maramdaman kong mabuting tao pa rin ako dahil hindi niya ako iniwanan.

Sa unang pagkakataon, gusto kong malaman ni Jan na siya ang nagturo sa akin ng humility o kababaang-loob. Kung bakit, dapat alam na iyon ng lahat ng mga nakakakilala sa kanya.

Kung wala si Jan sa buhay ko, hindi ko siguro masyadong maiintindihan ang kahulugan ng isang “free spirit.”

Marami pa, marami pang hindi ko nalaman, hindi ko naintindihan, hindi ko naramdaman, marami pang pwedeng idagdag, kung hindi ko naging kaibigan si Jan.

Pero sabi nga, mapaglaro ang buhay. Swerte ko dahil naging matalik ko siyang kaibigan, at kung totoo ngang mapaglaro ang buhay, si Jan ang naging pinaka-”game” kong kalaro.

Maligayang-maligayang kaarawan sa iyo! Hindi ko alam kung ano ka sa buhay ng iba. Siguro, higit pa sa mga halimbawang sinulat ko rito. At dahil doon, natutuwa ako, dahil madami pala kaming pinagpala!!

(Grabe, ang hirap nito)

written on 30 December 2007, Jan’s birthday

(Thank you so much Gette!!! All for a friend! mwah!)

You’re relatively new to the workforce and you’re eager to make a positive impression on your boss. That’s a great attitude to have, but it isn’t enough.

The truth is that when you enter the professional world, you bring some personal habits that may or may not please the boss. And it’s likely that you lack the proper perspective to know the difference.The office environment functions according to well-established and preordained routines. It relies on patterns, systems, cycles, and procedures for it to run efficiently. Such an atmosphere engenders various habits in everyone — a fact that’s as easy to forget as it is imperative to remember. As you meander about the office, trying to get a footing, it would be wise to remember that good habits generally require an effort to develop, whereas bad habits germinate in their absence.

Before it all becomes too familiar to you, learn the kinds of habits bosses hate so you can avoid developing them in the first place.

You don’t show initiative

No boss wants the burden of having to chronically tell you what to do. It’s time-consuming, exhausting and he’ll lose confidence in your abilities. It’s a manner that is lazy and it’s one of those habits bosses hate. Don’t wait to be told what to do, particularly during downtime. Your boss would rather see that you’ve taken the initiative to alphabetize a filing cabinet than surf the web when things are slow.When you give the impression that you’re unmotivated, you send a clear message of disinterest to your boss. Your boss probably has a lot invested in his job, so one of the last things he wants to see or hear from you is a lack of regard toward, or affection for, your job.

You show too much initiative

On the other hand, you should also be concerned with showing too much initiative. It doesn’t matter if it stems from excessive ambition, motivation, energy, or even a basic desire to please, it’s one of many habits bosses hate. Be careful not to overdo tasks and assignments; it’s generally unnecessary. Instead of giving the impression that you’re hard-working and creative, it has the potential for seeming inefficient: Why bother adding colors and graphs to a research assignment when that time would have been better spent getting on with other work?

An additional danger of showing too much initiative is in showing disrespect toward the office hierarchy. When you go above and beyond the call of duty, there’s a chance that you’ll step on some toes.

You make excuses

This is one of the most annoying habits bosses hate. If you give him an excuse, it means that you overlooked some responsibility and are now offering a defense on your own behalf for that oversight. “I didn’t get the research done because I had a flat tire and by the time I got home it was really late.”

Whether or not that statement is true, what your boss hears is: “It’s not my fault; a flat tire absolved me of responsibility.” Your boss will be less focused on what you actually said and more on what you imply.
Ultimately, you should know the difference between an excuse and an explanation. By definition, the former seeks exemption from blame, while the latter seeks clarity from confusion. The unnecessary details that typically subsidize an excuse only create more confusion; they do not address the fundamental point, which is your mistake. And when you address your mistake — by acknowledging it and by taking steps to correct it — it’s the only thing your boss cares about and it’s the only thing you should expect him to care about.Finally, resist the urge to embellish on an excuse or to flat out fabricate one. It may seem like the solution for getting you out of a jam, but you will have created another issue for which to be accountable.

You complain

Moaning, b*tching and whining are all reasonable synonyms for complaining. And no one, especially your boss, has any interest in hearing them; it’s just one of those habits bosses hate.Just because your boss has worked there a while and earns more money, doesn’t mean that he’s any happier about some aspects of the job, such as staying late. He has a life too, and he knows which office situations are unpleasant without getting a reminder from you. It is in your best interest to avoid such phrases as: “God this sucks” or “I was supposed to meet someone an hour ago.”Before you open your mouth, know the difference between a complaint and a critique. Complaints are personal and anyone can complain. Critiques require an effort because they tend to be constructive, meaning they aim to correct something. If the comment about to leave your mouth does not feature a proposed solution, if it’s so banal it could not even support a solution (“It’s only three o’clock? This is the longest day ever!”), save it for happy hour, your girlfriend or your blog.

You ask too many questions

Naturally, it’s not a bad thing to ask questions, especially when you’re trying to clarify tasks before taking them on. In fact, asking questions should be encouraged. Asking too many questions, especially too many stupid questions, is among the habits bosses hate and can quickly become aggravating. To begin, they are a fundamental waste of the boss’ time and an emblem of inefficiency. They also reflect very poorly on you, your intelligence and on the perceptions others will develop about you. A manager will think twice before assigning you an important job, remembering how the last time you practically needed someone to hold your hand all the way through.

The bottom line is that bosses value employees who are resourceful enough to figure some things out on their own.

Without exception, there’s a motif running through these habits bosses hate: These habits tend to devour space and time in the life of your boss that aren’t yours to occupy. By squandering his time you have delayed him elsewhere — and he’ll likely remember the reason why.You’ll find that some people, even longtime veterans of the workforce, continue to exhibit the kinds of habits bosses hate. Don’t be surprised if those are the same people who also complain about the company’s glass ceilings, how they fail to encourage their employees and how rarely they give raises.

You show accountability

Your boss has more to do than ensure that your work gets done accurately and on time; he has his own work to do and he has a boss who holds him accountable to that work as well as the work you do. When you deliver on, or before, deadlines and produce results, you contribute to the smooth, efficient workings of the office without drawing negative attention to yourself.Accountability also means that you take responsibility for your failures as much as you would for your successes. To that end, this touches on one of the habits bosses hate — making excuses. A boss understands that some situations are beyond anyone’s control, but the difference is made in how you react to those situations. Accountable people don’t offer excuses — period. Rather, they do what needs to be done — and that’s why accountability is one of the habits bosses love.

You’re prepared

A maxim attributed to Roman dramatist Seneca the Younger suggests that luck or success is the outcome of preparation meeting opportunity. This sentiment can be found among an assortment of other quotes and proverbial sayings, giving it the credence of centuries.What does it mean, and how is it applicable? Any time that you’re scheduled to participate in a meeting, whether it’s as big as a conference or as small as a one-on-one with your boss, you should enter the situation armed to the teeth with as much pertinent information as you can find. By “pertinent” we mean relevant to that particular meeting, to your position in the company and to the industry as a whole. Habits bosses love come in many shapes and forms, but when he doesn’t have to hold your hand and explain new concepts or strategies to you, because you stay abreast of your position and industry, he’ll make you his star employee.Bosses appreciate employees who are prepared for a variety of reasons: it shows dedication, self-motivation and confidence — three factors that happen to play a huge role in getting you promoted.

You work smart

There are only so many hours in the workday, and your boss shouldn’t expect anything more out of you than to make the most of those hours. Efficiency is one of the many, and most important, habits bosses love. You would benefit greatly if you learn to maximize your time. You can learn this skill with a course in time management, where you will learn to comprehend the working difference between efficiency and effectiveness. Part of that difference is in taking the time to do those things well that require time, as opposed to simply ”getting them done.”

Working late does not necessarily give your boss the impression that you’re working hard. In fact, the more common perception is that you’re working with some degree of inefficiency. If you need extra time to get work done, you’ll make a better impression if you come to work early.

You stay current

Staying current — in news, technologies and skill sets — is always beneficial, but it is all the more urgent in today’s fast-paced business climate. Sign up for e-mail alerts and newsletters pertinent to your industry and keep an eye out for classes you can take to keep your skill set current. While a few professions require annual competency exams, the majority do not, and anyone can quickly become out-dated due to rapidly progressing technologies.Staying current is one of the habits bosses love because it shows him that you’re motivated, intelligent, interested, and self-confident. If you can suggest new and emerging ideas to apply to your current profession, you help keep your employer on the cutting edge, you make your boss look like a genius for hiring you, and you come out looking phenomenal in the process.

You make them look good

This is something of a catch-all category, one that can be achieved on some level by adopting all of the previously listed habits bosses love and striving to eliminate the hated ones. But it doesn’t end there. In trying to make the boss look good, there is a huge potential to be perceived as a kiss-ass — a perception that won’t help you at any stage in the course of your career. In short, no one likes a suck-up, and no one has liked them since first meeting the teacher’s pet in grammar school. Bosses are not bound to find this behavior appealing because of the way it reflects on them, and for this same reason, they’re not likely to reward it.Therefore, learn to resist the urge to trumpet your successes. Rather, take satisfaction in the knowledge that these successes are scoring you points with the higher-ups, and that you’ll be rewarded accordingly.

There’s no denying that these features on workplace habits advocate a degree of conformity within the workplace. But it is far less about blind, mechanical conformity and more about learning to successfully adapt to the situation around you — a trait that, once developed, has applications that go well beyond the workplace.

What do I do after a break-up…

 I travel abroad…

I meet with friends that I havent seen for a long time…

Videoke!…

walk! walk! walk!…

think of nasty things about my ex (hehehe, pure thoughts no action)…

eat…

drink (water, beer, alcohol, et. al)…

threesome (whatever that is)…

FYI, I heard that January is the break up month, maybe *!@holes wants their gifts first before breaking up. So what’s your breakup behavior? What do you do to get over a nasty breakup?

• a shoulder to cry on
• a voice of reason
• damage control (in case you get the urge to contact your ex)
• the bright side

Tips for assembling the perfect Boo-Hoo Crew

• Include only those friends who are loving and supportive.
• Exclude any so-called friends who might say things like “I told you so,” brag about their own relationship, or ask if they can call your ex (in fact, dump these “friends” immediately!).
• Do not include any mutual friends who might report back to your ex on your progress (and/or dish about your setbacks).

The Boo-Hoo Crew code of honor

Don’t: Call, email, text or visit your ex in a moment of weakness

Do: Ask friends for help

Don’t: Second-guess your decision

Do: See your breakup for what it really is

Don’t: Badmouth your ex

Do: Become a breakup rock star

One pound of anything, when it is completely converted into energy, in keeping with Einstein’s mathematical equation E=mc²,will produce 11,400 million kilowatt-hours of energy. Great solution to our energy problem (and global warming as well) from a great man…