Archive for November 2005

Chiropractic Treatment for Your Dog

Today’s veterinary chiropractic treatment has borrowed from the
human chiropractic profession. Veterinary chiropractors are trained to
have a detailed understanding of the structure and function of every
bone, muscle, nerve, ligament, and tendon in the body and how they
interact and move in relation to each other. To realign the bones, the
chiropractic practitioner performs adjustments, in which the bones are realigned either manually or using a small impacting device called an activator.

Chiropractic adjustment is particularly helpful when a dog has an
injury or other musculoskeletal problem that causes her to move
abnormally. Perhaps your dog has had an injury and has been limping. Or
maybe she has hip dysplasia or arthritis, and she is stiff or favors
one leg over the other. These chronic abnormalities in movement can
result in an uneven tension of muscles and misalignment of the skeletal
system. Chiropractic adjustment realigns the bones, helps relax the
muscles, and returns balance to the musculoskeletal system.

Dog Health & Nutrition, by M. Christine Zink, DVM, PhD, can help your canine friend enjoy a longer and healthier life.


 November 3, 2005
A Liberating Goodbye
Cutting Cords 

In every relationship, people are constantly exchanging energy that can
become a chord connecting two people. This energetic cord forms just
below the breastbone and can remain long after a relationship has
ended. This unbroken cord may leave an open channel between you and
another person, through which emotions and energy can continue to flow.
If you are unaware that the cord exists, it is easy to feel the other
person’s emotions and mistakenly think that they are yours. Besides the
fact that this can limit the amount of closure you can experience in a
relationship, letting this cord remain intact can leave you with a
continued sense of sadness while creating feelings of lethargy as your
own energy is sapped from you. Cutting the cord can help you separate
yourself from old baggage, unnecessary attachments, and release you
from connections that are no longer serving you.

Finding and cutting unwanted cords is a simple, gentle process that
is best done alone and when you are relaxed. It is important that you
are strong in your intention to release the cord between you and
someone else. To begin, breathe deeply and perform a simple centering
meditation. When you are ready, visualize or sense the chords that are
connecting you to other people. Run your fingers through the cords to
separate them until you find the cord you wish to sever. There is no
need to worry, because the cord you need to sever will feel just right.
When you have found it, determine where the cut should be made and then
visualize the cord being cleanly cut. If you need assistance, Archangel
Michael can be called upon to help you with his sword. Afterwards, if
you feel that cutting the cord has left spaces in your energy field,
then visualize those spaces being filled with healing sunlight.

There may be times where cutting a cord can help free a relative or
loved one to reach new stages of growth. You’re not severing a
relationship, but you are severing the cords that are no longer serving
you both. At other times, a cord may simply refuse to be cut because it
is still serving a higher purpose. It is also important to remember
that cutting a cord with someone is not a replacement for doing your
emotional work with people. It can, however, be an enactment of that
work upon its completion. In any case, cutting a relationship cord
should always be viewed as a positive and nurturing act. By cutting the
cords that no longer need to be there, you are setting yourself and
others free from the ties that bind

Tips for Training Your Boss to Be a Better Manager




by Arlene S. Hirsch

Work can be miserable when you and your boss don’t get along. At times,
quitting may seem to be the only option.

When she was a working journalist, Jill Geisler decided she didn’t want to
work for someone she remembers as a "gloriously imperfect" boss. "Picture
Anthony Quinn, Vince Lombardi, and Hawkeye Pierce all rolled into one man," she
says. "Volatile. Demanding. Larger than life."

Ms. Geisler, now a group leader in St. Petersburg, Fla., for the Poynter
Institute, a training center for journalists, sought advice from a mentor, who
counseled her to get to know her boss before making a rash career decision. Now
she’s glad she did.

She and the man she didn’t want to work for are good friends who laugh about
their rocky start 15 years ago. Despite differing styles, they both valued
high-quality journalism and community service. Once Ms. Geisler had earned her
supervisor’s trust and respect, she could question and challenge his decisions
and even nag him about his idiosyncrasies.

One reason the relationship succeeded is that Ms. Geisler took responsibility
for making it work. Her candor became the foundation for a close and fruitful
professional partnership.

If you work for an imperfect boss, what are you prepared to do about it?
These suggestions from consultants and employment experts can help you to
improve your relationship with a new or long-time supervisor:

1. Learn how to deliver news.

Determine how your boss likes to receive information, says Patti Hathaway, an
organizational-change consultant in Westerville, Ohio, and a co-author of
"Managing Upward: Strategies for Succeeding With Your Boss" (Crisp Publications,
1992). Figure out if you should write memos or send e-mails, schedule a meeting
or make a phone call.

"Your style may be different than theirs," says Ms. Hathaway. "If you want to
influence that relationship, you’ll need to adapt to their preferences."

For instance, does your boss prefer details or just the bottom line?
Competition or cooperation? Often, we present ideas as we would like them to be
presented to us, when, in fact, the key to managing someone is to try and meet
their needs, not ours.

When a new chief executive officer arrived at a well-known retailer, he
established an open-door policy so he could get to know his new employees
better. Three days into his new job, the CEO received an unannounced visit from
a marketing manager who had bad news to deliver. Many employees were sub-par,
including the entire customer-service team, several sales representatives and
many administrators, the manager said.

Open-door policy notwithstanding, the new CEO didn’t appreciate receiving
what he viewed as arrogant, inaccurate and overly judgmental pronouncements.
From that day forward, the marketing manager’s dealings with the CEO
relationship were strained, and they soon parted ways.

"There’s an art to presenting issues to the boss. Employees who hone that
skill stand a better chance of obtaining positive results," says Ms. Geisler,
who now trains managers. "Frame your advice positively. Avoid loaded words and
phrases. When you say: ‘Everyone knows we have a problem with…’ your manager
may hear it as a personal accusation instead of an idea for a solution."

2. Learn your boss’s likes and dislikes.

Your boss’s imperfections offer great opportunities for you to grow, says Ms.
Geisler. Start by studying your supervisor and learning his or her values,
priorities, strengths, weaknesses, and expertise.

The key to understanding and managing your relationship is knowing what makes
your boss "tick," says Ms. Hathaway. What are his or her pet peeves? Can you
tell when your boss is angry or satisfied?

She suggests observing what someone who gets along well with your boss does
that makes them so successful. If you are too close to the relationship to be
objective, observing someone else can help you learn what’s effective.

It’s important to clarify a boss’s goals and expectations, says Johanna
Rothman, CEO of Jrothman Consulting Inc., an information-technology firm in
Arlington, Mass. "Help them become familiar with the role you play, and how your
activities can contribute to their goals and accomplishments," she says.


3. Don’t expect your boss to take responsibility for your relationship.

Employees often mistakenly assume that the boss-subordinate relationship is a
one-way street, instead of understanding they’re responsible for forging an
effective working relationship.

It may help to remember that your boss is an ordinary person who doesn’t have
all the answers and needs help, says Michael H. Smith, an organizational
psychologist in Oakland, Calif. "Accept your responsibility. Instead of
expecting your boss to be the perfect parent who understands and responds to all
of your needs, recognize that bosses are ordinary people in a tough job, and do
your best to help them do that job better," he says.

Ms. Geisler says she strived to do her part to improve her working
relationship with her former supervisor. "Make no mistake about it," she says.
"That communication was something I saw as my responsibility. I worked at
balancing our strengths and styles all the time."

4. Help your manager to be successful.

It’s important to help your boss do a good job because your success is linked
to his or hers, says Ms. Rothman.

Figure out what your boss needs to be successful and then try to provide it.
"Take the initiative to provide feedback," says Mr. Smith. "Many bosses are
isolated from their employees, and don’t get enough feedback or genuine insight
about an employee’s needs and goals."

Don’t assume your boss won’t appreciate your taking the initiative to educate
him or her. An information-systems executive for a global manufacturing firm in
southern Illinois reports having had six bosses in seven years, and he’s helped
train them all. Due to the high turnover in the role, he knows more about the
position than they do. All have appreciated his helpful suggestions.

Helping them learn what is necessary to be effective is in his best interest,
he says. "It’s my job to train them the way I want them to be trained," he says.
"I need my boss to be successful. If my boss isn’t successful, the whole
department suffers. Right out of the gate, they have to sound confident and
competent. I don’t want them stumbling and hurting me."

Since his bosses are usually nontechnical managers, the IS executive assumes
they’ll need technical coaching. But he’s careful not to overstep his
boundaries. "I assume the new manager knows how to manage people or they
wouldn’t have gotten the job in the first place," he says. "But I also assume
that they want to succeed in their new position and that it’s my responsibility
to help them be successful."

His advice is nonthreatening because he doesn’t have a hidden agenda: He
isn’t interested in moving up the ladder or taking their jobs. He just wants to
go on doing his effectively. "We’re on the same team," he said. "And we both
have the same goals. We both want them to be successful."

Ms. Rothman concurs with his views. "Educate them; don’t make them feel
ignorant. Don’t make them feel like you’re judging them. A new boss in any
culture needs to understand ‘what everyone knows’ – you can get a lot of mileage
out of that. It helps create a bond of trust and influence."

5. Don’t rush things.

As with any good relationship, it takes time to build trust. Susan Bixler,
president and founder of The Professional Image, a
corporate-leadership-consulting firm in Atlanta, encourages employees she
coaches to move slowly and use maturity and good judgment when dealing with

"With so much downsizing and reorganization in the workplace, the traditional
boss-employee bond has deteriorated," she says. "The length of time and
opportunity to develop an effective working relationship is steadily shrinking."

Diplomacy can be the better part of valor. People who take the initiative to
be a part of the solution usually garner more influence and support from their
bosses than perpetual naysayers.

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