- Many teenage girls sleep with guys because they are trying to find love, to find self-worth. But the catch is that the more guys they sleep with, the less self-worth they had.
Many girls think that if they really care about guys, s’εx will bring them closer together. Indeed, sεx creates a bond. However, 80 percent of the time, the physical int!macy of first sεxμal relationship won’t last more than six months.
Couples who want what is best for their relationship or future marriage will have the patience to wait.
Most of the time, when a girl gives away her virg!nity, she assumes the relationship will last forever. But study of more than 10,000 women shows that when a girl loses her virg!nity at that age at 14, she’ll probably have about thirteen more lifetime sεxμal partners.
Teen s’εx frequently causes tension within families because of the dishonesty that usually accompanies the hidden int!macies. Relationships with friends are often strained, and when things turn sour, the gossip and social problems often become unbearable. Continue reading A MUST READ: 16 LESSONS I LEARNT FROM LOSING MY VIRGINITY
Sometimes you find yourself in a rather difficult situation, where you have people older and more experienced than you, reporting to you.
Or perhaps you have been asked to lead a project and there are team members who are senior to you.
Maybe you feel awkward and intimidated.
How can you effectively lead and manage people who know more than you, or are senior to you?
Why should they take direction from you?
How can you tell them what to do?
What is leadership and management?
Well let’s consider what we are doing here. The definition of management is achieving things through other people.
There are many theories and models of leadership, and leadership styles, including John Adair’s Action Centred Leadership, which focuses on Achieving the Task, Developing the Team and Developing Individuals.
So your task here is three fold;-
- Achieve the task; -Ensure the team’s task, project or workload is completed on time, within budget. So you are managing the resources at your disposal.
Develop the team-make sure the team work together to achieve the task. Establish performance standards, monitor performance, give feedback, facilitate communications, encourage the team to deliver objectives.
Develop the people -assist and support individual team members, develop their skills, provide training if required, encourage them to reach their potential.
Think about their reasons
In the situation where you have older people as direct reports it is worth considering why that situation has arisen.
Perhaps there is a formal hierarchy, and they are not suitably qualified to move up to the position you hold. For example you are a qualified Solicitor, Accountant, Nurse, or Buyer, and this person is your secretary or assistant.
They will have come to terms with that long before you came on the scene-your job is not open to them.
Maybe they have chosen to stay in their position and not tried for promotion. Or perhaps they have caring responsibilities and value the fact that their job level does not require them to work late, take work home, work weekends, and travel.
Again, they have made a choice and they should have come to terms with that.
Get them on your team
If you can get them on your side, willing to work together with you and give you the benefit of their experience, then this can be a fantastic advantage for you. People will often be pleased to ask to help, and become invaluable if you involve them in plans and decision making.
So make it obvious that you are aware of their valuable skill and experience, you bring other skills and experience, and together you make a great team.
You will have to use your judgement about the line between welcoming their input and stamping your authority on the task and team.
What if they wanted your job?
The problematic situation arises when they have applied for the position that you hold and were unsuccessful. They may not be well disposed to you, and unwilling to cooperate fully with you.
In this case all your interpersonal skills will be called into play. You should behave professionally at all times, treat everyone with respect, and prove your ability to perform better than them.
After all you were selected because the management thought you were better than internal candidates. Now you need to demonstrate that.
The danger here is that a vindictive person may withhold information, or even provide misinformation. Consider carefully the facts they provide, and keep your wits about you!!
In all cases, concentrate on the three elements of your task, and behave in a professional way.
The best way to deflect any potential conflict is to lead the team to a great result!
Managing a project
In the same way, if you are called on to manage an interdepartmental project, all the points mentioned above are valid. There will be a reason why you have put in as team leader – perhaps the management want to test you, see how you perform.
Maybe the senior people are too busy on more critical tasks to oversee this project, and can only spare the time to contribute.
Regarding the principles of Action Centred Leadership – Achieving the Task, Developing the Team and Developing Individuals – you still need to ensure the task is achieved, but probably do not need to focus so much on developing individuals, focusing rather on developing the team to ensure the resources at your ds=disposal are used most effectively.
Most companies have formal processes in place that serve to depersonalise matters of authority and discipline.
For example there should be a staff manual in every department that lays down the rules and regulations. You didn’t make them, your job is to implement them. So although you don’t want to be a “jobs worth”, sometimes you can use the manual to deflect and depersonalise difficult situations.
There should also be job specifications that clearly indicate who is responsible for what. These can be referred to if points need to be clarified and reinforced.
There should be a performance management process in place that offers an opportunity to discuss and evaluate performance in a professional, depersonalised manner.
So although these situations are a test of your mettle and interpersonal skills, they do not necessarily have to be difficult or produce conflict.
This is the stuff of management and leadership.
It is about having the vision, communicating it clearly to the team and showing leadership.
How can companies re-invigorate their Corporate Social Responsibility Policy and ensure it is relevant today?
We consider some example of Corporate Social Responsibility at work in the community, and examples of initiatives your company could get involved in.
CSR can bring benefits in terms of reputation building, which can influence customer perceptions, customer relationships and the attractiveness of a company to potential high flying employees.
It may even help companies to access capital. It almost certainly serves to hone their competitiveness.
Company executives can benefit from working with the disadvantaged sectors of the community, helping them to keep in touch with their market, and focus their communication skills.
Getting involved with the community
In an evolution of CSR strategy, forward thinking companies are increasingly helping to support poorer communities in areas that could one day become rewarding markets for them.
Some companies are now refocusing their CSR strategy, to make their business work in a way that benefits society as well as delivering profit. In the early days of CSR policy, companies would perhaps fund a school or a sports hall, but not get involved directly with the community.
Now they might dispense advice and support, or even funding to the budding entrepreneurs in the community, perhaps making desk space available in their offices, or recycling IT equipment to them, or offering business and marketing advice and mentoring.
So the focus has evolved from corporate donations to charitable organisations, to a hands-on practical sustainable approach, with involvement in specific tangible projects, with the objective of helping disadvantaged communities to build a better future for themselves.
This in turn helps to establish a positive market presence, more consumers, and in particular loyal consumers, as the members of the communities become financially independent.
Examples of CSR initiatives
SAB Miller, the brewing giant, are helping some of the 700,000 small retailers selling their product in Latin America to become more competent business owners. Although not an economic decision, it is not entirely altruistic. Over the long term it will benefit the company if they have a team of distributors who have robust businesses, and pay them back financially as well as being perceived as humanitarian. It is a long term plan though, slow burning, and will require strong leadership and commitment from the Board to see it through.
Coca- Cola have launched projects to help dispense lifesaving drugs to villages in remote parts of Africa.
Other types of CSR initiatives include;-
Environmental issues such as reducing carbon footprint, or ethical waste management.
Donating directly to charities or supporting them with staff time or resources.
Some companies donate a percentage of their profits directly to charities.
Fair trade is a well-known example of CSR, as is organic.
Ethical labour policies, particularly in developing countries.
Some companies allow staff to take extra time off for volunteer work.
Others encourage numeracy and literacy schemes with local schools.
Customers may be offered the opportunity to make a charitable contribution at the checkout, in store or online.
The business case for a company writing a CSR policy is very strong, and the company does not have to be a multinational to participate.
Small companies and even “one man bands” can make an effective contribution to the planet with a little forward thinking and commitment.