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Article Check - Narcissism in the Boardroom
Make Your Business Sound Professional spises himself for being thus dependent. He hates people the same way a drug addict hates his pusher. He wishes to "put them in their place", humiliate them, demonstrate to them how inadequate and imperfect they are in comparison to his regal self and how little he craves or needs them.Whether you are a fortune five hundred company, boarding school, college, small business or home office, it is important to sound professional. With advances in telecommunication systems over the past few years VoIP phone systems are capable of providing high quality service at low affordable prices.No more per minute charges for domestic calls. Purchasing a commercial grade VoIP plan, whether it’s small business / home office, or a large corporate system, will make your business sound more professional. VoIP phone systems offer far more features then analog phones at a fraction of the cost. Take advantage of advanced features not offered from analog phone systems. Feature include: Advanced Voicemail Caller ID Call Waiting Call Waiting Caller ID 3-Way Calling Portability Area Code Selection Call Transfer Caller ID block Repeat Dialing Ring Lists Find Me, Follow Me Call Forwarding Distinctive Rings Multi Line Extensions Music on Hold Multi Purpose Mail Boxes Message Notification Web and E-mail Delivery Auto-Attendant After Hours Greetings And much more…Businesses with high volume long distance calling should take advantage of VoIP phone plans and save on their calls. Almost all VoIP plans include nationwide domestic long distance calling free. VoIP phones also have extremely low international rates and are an easy way to avoid the high per minute charges from your long distance carrier.VoIP phone systems provide the same high quality connections as traditional analog phones. Rather then using phone lines to transmit the call, voice data is broken up into packets and traveled over the Internet; similar to an e-mail.Why overpay for your companies telecom system. Receive better features and a more technologically advanced phone system for less then your current bill.To receive a quote for your companies VoIP systems or to learn more about VoIP solutions call (800) 640 – 2599, or visit Hiptel.com. The narcissist regards himself as one would an expensive present, a gift to his company, to his family, to his neighbours, to his colleagues, to his country. This firm conviction of his inflated importance makes him feel entitled to special treatment, special favors, special outcomes, concessions, subservience, immediate gratification, obsequiousness, and lenience. It also makes him feel immune to mortal laws and somehow divinely protected and insulated from the inevitable consequences of his deeds and misdeeds. The self-destructive narcissist plays the role of the "bad guy" (or "bad girl"). But even Understanding And Coping With Difficult Managers The perpetrators of the recent spate of financial frauds in the USA acted with callous disregard for both their employees and shareholders - not to mention other stakeholders. Psychologists have often remote-diagnosed them as "malignant, pathological narcissists".I have conducted countless management workshops in my professional life for various clients and the question that continuously is asked during the workshop is, "how do I manage my manager"? I hear such comments as, "my manager should attend this workshop" or, "my manager requires this workshop badly".Unfortunately, the participants who are saying these comments are not alone in their frustration. Based on my calculations, previous experiences and reading data based networks, approximately twenty eight per cent of all working Canadians believe that they work for a good manager; thirty eight per cent say they would fire their manager if they could; four per cent would have their manager assessed by a psychologist and thirty per cent would send their manager to management training.No doubt, many people are a victim of circumstance and wind up working for a manager who is weak and ineffective. We don’t often choose the manager we work for and we do not have to fall victim to their short comings. It is important to realize that we cannot control or change our manager but, we can control and change the way we interact with them.It is true that some managers are just plain bad people. They have no respect for others nor do they respect their professional environment or the company they work for. These managers are miserable and their values evil; as a result, they don’t respect themselves. Although these types of managers are few and far between, you may work for a manager like this. Should this be the case, there is virtually nothing that you can do about it. Accept the fact that this is the situation and make a decision to stay or leave.On the hand, most difficult managers are not aware of the fact that they are difficult. They actually think they are good managers setting good examples of leadership. Understanding why and how your manager has gone off track may help you choose the best strategy for working with him or her.Here Are Seven Reasons Why Managers Are Difficult:Micro managementSome managers have been embarrassed by someone’s poor performance in the past and they are determined not to let this happen again. As a result, they are involved in every detail and decision that takes place in the business unit usually confusing results with activities. This is compounded when the manager’s boss exp Narcissists are driven by the need to uphold and maintain a false self - a concocted, grandiose, and demanding psychological construct typical of the narcissistic personality disorder. The false self is projected to the world in order to garner "narcissistic supply" - adulation, admiration, or even notoriety and infamy. Any kind of attention is usually deemed by narcissists to be preferable to obscurity. The false self is suffused with fantasies of perfection, grandeur, brilliance, infallibility, immunity, significance, omnipotence, omnipresence, and omniscience. To be a narcissist is to be convinced of a great, inevitable personal destiny. The narcissist is preoccupied with ideal love, the construction of brilliant, revolutionary scientific theories, the composition or authoring or painting of the greatest work of art, the founding of a new school of thought, the attainment of fabulous wealth, the reshaping of a nation or a conglomerate, and so on. The narcissist never sets realistic goals to himself. He is forever preoccupied with fantasies of uniqueness, record breaking, or breathtaking achievements. His verbosity reflects this propensity. Reality is, naturally, quite different and this gives rise to a "grandiosity gap". The demands of the false self are never satisfied by the narcissist's accomplishments, standing, wealth, clout, sexual prowess, or knowledge. The narcissist's grandiosity and sense of entitlement are equally incommensurate with his achievements. To bridge the grandiosity gap, the malignant (pathological) narcissist resorts to shortcuts. These very often lead to fraud. The narcissist cares only about appearances. What matters to him are the facade of wealth and its attendant social status and narcissistic supply. Witness the travestied extravagance of Tyco's Denis Kozlowski. Media attention only exacerbates the narcissist's addiction and makes it incumbent on him to go to ever-wilder extremes to secure uninterrupted supply from this source. The narcissist lacks empathy - the ability to put himself in other people's shoes. He does not recognize boundaries - personal, corporate, or legal. Everything and everyone are to him mere instruments, extensions, objects unconditionally and uncomplainingly available in his pursuit of narcissistic gratification. This makes the narcissist perniciously exploitative. He uses, abuses, devalues, and discards even his nearest and dearest in the most chilling manner. The narcissist is utility- driven, obsessed with his overwhelming need to reduce his anxiety and regulate his labile sense of self-worth by securing a constant supply of his drug - attention. American executives acted without compunction when they raided their employees' pension funds - as did Robert Maxwell a generation earlier in Britain. The narcissist is convinced of his superiority - cerebral or physical. To his mind, he is a Gulliver hamstrung by a horde of narrow-minded and envious Lilliputians. The dotcom "new economy" was infested with "visionaries" with a contemptuous attitude towards the mundane: profits, business cycles, conservative economists, doubtful journalists, and cautious analysts. Yet, deep inside, the narcissist is painfully aware of his addiction to others - their attention, admiration, applause, and affirmation. He despises himself for being thus dependent. He hates people the same way a drug addict hates his pusher. He wishes to "put them in their place", humiliate them, demonstrate to them how inadequate and imperfect they are in comparison to his regal self and how little he craves or needs them. The narcissist regards himself as one would an expensive present, a gift to his company, to his family, to his neighbours, to his colleagues, to his country. This firm conviction of his inflated importance makes him feel entitled to special treatment, special favors, special outcomes, concessions, subservience, immediate gratification, obsequiousness, and lenience. It also makes him feel immune to mortal laws and somehow divinely protected and insulated from the inevitable consequences of his deeds and misdeeds. The self-destructive narcissist plays the role of the "bad guy" (or "bad girl"). But even Reducing Wire EDM Costs personal destiny. The narcissist is preoccupied with ideal love, the construction of brilliant, revolutionary scientific theories, the composition or authoring or painting of the greatest work of art, the founding of a new school of thought, the attainment of fabulous wealth, the reshaping of a nation or a conglomerate, and so on. The narcissist never sets realistic goals to himself. He is forever preoccupied with fantasies of uniqueness, record breaking, or breathtaking achievements. His verbosity reflects this propensity.Wire EDM technology plays an important part in the competitive manufacturing sector. A strategic investment in wire EDM machinery and technology can greatly enhance the accuracies and surface finishes, reducing cycle times.Many mold makers are opting for this more advanced application. Most of them are manufacturing parts, which cannot be made in low-cost labor countries. The twin wire technology assists greatly in manufacturing these intricate parts and proves to be of great help in reducing the operating cost and increasing autonomy. The twin wire technology enables the user to roughly cut the work piece with a larger diameter wire and then automatically switch to the smaller diameter wire. The twin wire technology is highly recommended for making intricate parts.Similarly, with the use of the advanced filtration process, operating cost can be reduced significantly. The use of an integrated filter capacity and new filter designs reduces the downtime of the wire EDM and enables it to run longer, unattended. This improvisation is very important for high-speed cutting generators that are capable of manufacturing more parts per hour.The latest development is the five-axis wire EDM, which is also called the turn and burn technology. It has opened up many new avenues for designing complex 3-D mold components.The latest wire EDM s are capable of accomplishing the limits desired in speed, accuracy and finish, thus reducing the scope for further improvisation. Currently mold makers are focusing on finding better ways to make their existing equipment more efficient. Most of them are opting to run one machine in a three-shift workday, instead of running three machines on a one-shift working day. Simultaneously, with the integration of robotic tools and work changers that allow an unattended, lights-out operation of the additional two shifts, a significant increase in fixed overheads is achieved. Reality is, naturally, quite different and this gives rise to a "grandiosity gap". The demands of the false self are never satisfied by the narcissist's accomplishments, standing, wealth, clout, sexual prowess, or knowledge. The narcissist's grandiosity and sense of entitlement are equally incommensurate with his achievements. To bridge the grandiosity gap, the malignant (pathological) narcissist resorts to shortcuts. These very often lead to fraud. The narcissist cares only about appearances. What matters to him are the facade of wealth and its attendant social status and narcissistic supply. Witness the travestied extravagance of Tyco's Denis Kozlowski. Media attention only exacerbates the narcissist's addiction and makes it incumbent on him to go to ever-wilder extremes to secure uninterrupted supply from this source. The narcissist lacks empathy - the ability to put himself in other people's shoes. He does not recognize boundaries - personal, corporate, or legal. Everything and everyone are to him mere instruments, extensions, objects unconditionally and uncomplainingly available in his pursuit of narcissistic gratification. This makes the narcissist perniciously exploitative. He uses, abuses, devalues, and discards even his nearest and dearest in the most chilling manner. The narcissist is utility- driven, obsessed with his overwhelming need to reduce his anxiety and regulate his labile sense of self-worth by securing a constant supply of his drug - attention. American executives acted without compunction when they raided their employees' pension funds - as did Robert Maxwell a generation earlier in Britain. The narcissist is convinced of his superiority - cerebral or physical. To his mind, he is a Gulliver hamstrung by a horde of narrow-minded and envious Lilliputians. The dotcom "new economy" was infested with "visionaries" with a contemptuous attitude towards the mundane: profits, business cycles, conservative economists, doubtful journalists, and cautious analysts. Yet, deep inside, the narcissist is painfully aware of his addiction to others - their attention, admiration, applause, and affirmation. He despises himself for being thus dependent. He hates people the same way a drug addict hates his pusher. He wishes to "put them in their place", humiliate them, demonstrate to them how inadequate and imperfect they are in comparison to his regal self and how little he craves or needs them. The narcissist regards himself as one would an expensive present, a gift to his company, to his family, to his neighbours, to his colleagues, to his country. This firm conviction of his inflated importance makes him feel entitled to special treatment, special favors, special outcomes, concessions, subservience, immediate gratification, obsequiousness, and lenience. It also makes him feel immune to mortal laws and somehow divinely protected and insulated from the inevitable consequences of his deeds and misdeeds. The self-destructive narcissist plays the role of the "bad guy" (or "bad girl"). But even The Art of Project Quality Planning alignant (pathological) narcissist resorts to shortcuts. These very often lead to fraud.Every project should have a quality plan. In reality, very few do. The two main reasons people don’t produce a project quality plan are: It’s too complicated and they are overwhelmed by the jargon of quality in relation to compliance with standards, metrics and a range of acronyms. So let’s break this down into more simple terms to get a better understanding of how to run a plan.First off, what is quality? This definition will vary in every organization depending on their goals and mission. Quality has been defined by J.M. Juran simply as “fit for use”. H. James Harrington states “Quality is meeting or exceeding customer expectations at a cost that represents a value to them”. Generally speaking we could all agree that the definition is to make sure whatever is delivered is within the quality expectations of the organization.If the quality of your goods and services are below acceptable quality standards you are on the fast track to closing shop. When your organization under performs there are consequences. Keeping an eye on quality will prevent any serious fatal mistakes. A project quality plan will help you know what you need to measure, what the acceptable outcomes are, and how to accomplish all of this.A project quality plan is how and when "Quality Events" and "Quality Materials" are applied to a project. How the "Quality Materials" are applied to a project. They are the activities undertaken using "Quality Materials" to validate the quality of the project. The artifacts used within an organization to assist a Project Manager improve quality in the project e.g. Templates, Standards, Checklists. These materials are used in "Quality Events". Technical project quality is usually judged by asking three questions: Does the system comply with corporate standards for: user interface, documentation, naming standards etc.? Is the technology stable? Is the system well engineered so that it is robust and maintainable? By asking these questions you will get a better idea of where the quality of your program is. A project quality plan needs to includes a number of elements. You must identify what needs to go through a quality check? Typically what needs to be checked are the deliverables. Any significant deliverable from a project should have some form of quality check carried out. A requi The narcissist cares only about appearances. What matters to him are the facade of wealth and its attendant social status and narcissistic supply. Witness the travestied extravagance of Tyco's Denis Kozlowski. Media attention only exacerbates the narcissist's addiction and makes it incumbent on him to go to ever-wilder extremes to secure uninterrupted supply from this source. The narcissist lacks empathy - the ability to put himself in other people's shoes. He does not recognize boundaries - personal, corporate, or legal. Everything and everyone are to him mere instruments, extensions, objects unconditionally and uncomplainingly available in his pursuit of narcissistic gratification. This makes the narcissist perniciously exploitative. He uses, abuses, devalues, and discards even his nearest and dearest in the most chilling manner. The narcissist is utility- driven, obsessed with his overwhelming need to reduce his anxiety and regulate his labile sense of self-worth by securing a constant supply of his drug - attention. American executives acted without compunction when they raided their employees' pension funds - as did Robert Maxwell a generation earlier in Britain. The narcissist is convinced of his superiority - cerebral or physical. To his mind, he is a Gulliver hamstrung by a horde of narrow-minded and envious Lilliputians. The dotcom "new economy" was infested with "visionaries" with a contemptuous attitude towards the mundane: profits, business cycles, conservative economists, doubtful journalists, and cautious analysts. Yet, deep inside, the narcissist is painfully aware of his addiction to others - their attention, admiration, applause, and affirmation. He despises himself for being thus dependent. He hates people the same way a drug addict hates his pusher. He wishes to "put them in their place", humiliate them, demonstrate to them how inadequate and imperfect they are in comparison to his regal self and how little he craves or needs them. The narcissist regards himself as one would an expensive present, a gift to his company, to his family, to his neighbours, to his colleagues, to his country. This firm conviction of his inflated importance makes him feel entitled to special treatment, special favors, special outcomes, concessions, subservience, immediate gratification, obsequiousness, and lenience. It also makes him feel immune to mortal laws and somehow divinely protected and insulated from the inevitable consequences of his deeds and misdeeds. The self-destructive narcissist plays the role of the "bad guy" (or "bad girl"). But even Oh No--Were They Trying To Be FUNNY? t and dearest in the most chilling manner. The narcissist is utility- driven, obsessed with his overwhelming need to reduce his anxiety and regulate his labile sense of self-worth by securing a constant supply of his drug - attention. American executives acted without compunction when they raided their employees' pension funds - as did Robert Maxwell a generation earlier in Britain.The person you're interviewing with just made a joke. You think, are they trying to trick me into breaking my cool exterior-only so they can shout "AH HA-THEY were UNPROFESSIONAL" as soon as I walk out the door? Are they testing to see if I'll kiss up enough to laugh at everything they say?Especially if it just wasn't funny.The fact is that in most cases (the exceptions being where the humor is off color or offensive), the interviewer is simply trying to see what you're personality is like. They're trying to establish rapport with you. They ARE trying to break you down a little bit because no matter how qualified you are for a job, nobody wants to work with anyone who is as dull as white paint.So what should you do? You don't have to respond with a knee-slapping guffaw at everything they say, but if it's funny, then it's fine to laugh. It will probably help you and them relax. If it's not particularly funny, you can put on a nice smile (I don't like the phrase "polite smile" because that can look to patronizing). How would you respond if your friend or spouse said something that was vaguely amusing but not hysterical? The interviewer-just like all other normal human beings-would like to be acknowledged for the attempt. If something funnier is said later in the interview, it is perfectly fine to laugh at that. The point being that you want to appear relaxed and fun to work with.Think of it this way-imagine how Julia Roberts or Brad Pitt conduct themselves in an interview. They're not laughing like hyenas on the interview couch, but manage to appear friendly and personable. People that you wouldn't mind chatting with on a Monday morning or going on a 4 day business trip with.The exception to this rule is in the case of off-color humor that causes you to blush. Yes, everyone in the working world should know better by now-and no, not all of them do. In this case you don't need to look like you go along with what they are saying, or that you are enjoying the joke. You can give them a sense of your level of discomfort by averting your eyes to the floor, or by taking charge of the interview and quickly changing the subject. They'll get the point. You should make a note to notice their reaction. Do they appear embarrassed at the gaffe, or do they look pleased with themselves that they made you uncomfo The narcissist is convinced of his superiority - cerebral or physical. To his mind, he is a Gulliver hamstrung by a horde of narrow-minded and envious Lilliputians. The dotcom "new economy" was infested with "visionaries" with a contemptuous attitude towards the mundane: profits, business cycles, conservative economists, doubtful journalists, and cautious analysts. Yet, deep inside, the narcissist is painfully aware of his addiction to others - their attention, admiration, applause, and affirmation. He despises himself for being thus dependent. He hates people the same way a drug addict hates his pusher. He wishes to "put them in their place", humiliate them, demonstrate to them how inadequate and imperfect they are in comparison to his regal self and how little he craves or needs them. The narcissist regards himself as one would an expensive present, a gift to his company, to his family, to his neighbours, to his colleagues, to his country. This firm conviction of his inflated importance makes him feel entitled to special treatment, special favors, special outcomes, concessions, subservience, immediate gratification, obsequiousness, and lenience. It also makes him feel immune to mortal laws and somehow divinely protected and insulated from the inevitable consequences of his deeds and misdeeds. The self-destructive narcissist plays the role of the "bad guy" (or "bad girl"). But even Business Plan Outline & Checklist spises himself for being thus dependent. He hates people the same way a drug addict hates his pusher. He wishes to "put them in their place", humiliate them, demonstrate to them how inadequate and imperfect they are in comparison to his regal self and how little he craves or needs them.Who needs a Business Plan?Every business needs one. It's not just for start-ups or new product launches or business expansion initiatives.Why? And what should be in one?Documenting a Business Plan is an extremely useful process to focus management and owners on their business concept, strategies, and operating plans. It forces consensus and decision making that might otherwise be neglected. It requires issues to be resolved and the decisions to be reflected in financial projections.A well-documented business plan will help you communicate the most important elements of your strategy and plans to the people who need to know them. Including you.Already in business for years and never needed a business plan? It's still a good idea for all the same reasons. And now is a good time.Ready to exit your business? Even better. A solid business plan will be the most important document in supporting the valuation of your business.The greatest value of a business plan, however, is likely to be in the process – involving your management team in a thorough examination of your business – its purpose, its strategies and its plans to ensure success. When completed, all the key players will be more knowledgeable of the issues, the opportunities, the risks, and the alternative paths considered, before committing to the final plan.Following is a suggested guideline of the layout and content for developing an effective Business Plan. It is a consolidation of best practices, based on our consulting and management experience with many different clients under a variety of circumstances.COVER PAGE: Includes title, date, purpose, prepared by whom, confidentiality statement, issued to whom, and a document control number.PURPOSE: Objectives of the Business Plan – attract financing, key executives, customers, or strategic partners? Document strategy and action plan for all participants? Set financial objectives and timetable?CONTENTS:1. Executive Summary (Max. 2 pages, written last as a stand-alone document, may be offered for review prior to full disclosure of the business plan, convinces reader to go further, or not.)• Business Concept, Plan and Objectives • Current status relative to the market opportunity • Key success factors, risks, expected results • Fina The narcissist regards himself as one would an expensive present, a gift to his company, to his family, to his neighbours, to his colleagues, to his country. This firm conviction of his inflated importance makes him feel entitled to special treatment, special favors, special outcomes, concessions, subservience, immediate gratification, obsequiousness, and lenience. It also makes him feel immune to mortal laws and somehow divinely protected and insulated from the inevitable consequences of his deeds and misdeeds. The self-destructive narcissist plays the role of the "bad guy" (or "bad girl"). But even this is within the traditional social roles cartoonishly exaggerated by the narcissist to attract attention. Men are likely to emphasise intellect, power, aggression, money, or social status. Narcissistic women are likely to emphasise body, looks, charm, sexuality, feminine "traits", homemaking, children and childrearing. Punishing the wayward narcissist is a veritable catch-22. A jail term is useless as a deterrent if it only serves to focus attention on the narcissist. Being infamous is second best to being famous - and far preferable to being ignored. The only way to effectively punish a narcissist is to withhold narcissistic supply from him and thus to prevent him from becoming a notorious celebrity. Given a sufficient amount of media exposure, book contracts, talk shows, lectures, and public attention - the narcissist may even consider the whole grisly affair to be emotionally rewarding. To the narcissist, freedom, wealth, social status, family, vocation - are all means to an end. And the end is attention. If he can secure attention by being the big bad wolf - the narcissist unhesitatingly transforms himself into one. Lord Archer, for instance, seems to be positively basking in the media circus provoked by his prison diaries. The narcissist does not victimise, plunder, terrorise and abuse others in a cold, calculating manner. He does so offhandedly, as a manifestation of his genuine character. To be truly "guilty" one needs to intend, to deliberate, to contemplate one's choices and then to choose one's acts. The narcissist does none of these. Thus, punishment breeds in him surprise, hurt and seething anger. The narcissist is stunned by society's insistence that he should be held accountable for his deeds and penalized accordingly. He feels wronged, baffled, injured, the victim of bias, discrimination and injustice. He rebels and rages. Depending upon the pervasiveness of his magical thinking, the narcissist may feel besieged by overwhelming powers, forces cosmic and intrinsically ominous. He may develop compulsive rites to fend off this "bad", unwarranted, persecutory influences. The narcissist, very much the infantile outcome of stunted personal development, engages in magical thinking. He feels omnipotent, that there is nothing he couldn't do or achieve if only he sets his mind to it. He feels omniscient - he rarely admits to ignorance and regards his intuitions and intellect as founts of objective data. Thus, narcissists are haughtily convinced that introspection is a more important and more efficient (not to mention easier to accomplish) method of obtaining knowledge than the systematic study of outside sources of information in accordance with strict and tedious curricula. Narcissists are "inspired" and they despise hamstrung technocrats. To some extent, they feel omnipresent because they are either famous or about to become famous or because their product is selling or is being manufactured globally. Deeply immersed in their delusions of grandeur, they firmly believe that their acts have - or will have - a great influence not only on their firm, but on their country, or even on Mankind. Having mastered the manipulation of their human environment - they are convinced that they will always "get away with it". They develop hubris and a false sense of immunity. Narcissistic immunity is the (erroneous) feeling, harboured by the narcissist, that he is impervious to the consequences of his actions, that he will never be effected by the results of his own decisions, opinions, beliefs, deeds and misdeeds
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