This thread has become pathetic. It's obvious that NG and his cronies have taken up shop here trying to discredit the good work that was done by the now-gone Tx CE. That's their MO. As soon as someone leaves, create lies about them and discredit their work. The only reason he or his clan have bothered to come on this board is to do exactly the above. Wake up and smell the coffee, NG. You're the joke.
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Yes and most certainly, everyone is motivated for one reason or another. Those that gained life from under the manure pile tend to be the better achievers as they have had to shovel manure most of their lives to even begin to see the light of day. The light may have shown faintly while they were young but the true beauty of daylight did not appear until they became adults and wiped away the manure from their eyes. Those that never confronted the manure pile tend to be wimps, complainers and downright nasty folks. Many of them reside at Phadia, unfortunately.
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This thread has become pathetic. It's obvious that NG and his cronies have taken up shop here trying to discredit the good work that was done by the now-gone Tx CE. That's their MO. As soon as someone leaves, create lies about them and discredit their work. The only reason he or his clan have bothered to come on this board is to do exactly the above. Wake up and smell the coffee, NG. You're the joke.
Dead-on. I'm sure he monitors this site nightly to make sure no one trashes his precious reputation.
Be careful of he'll get his "infamous" mob after you. We all know who those bad boys are.
I wish the mob would publish another bogus iCAP so I could make fun of them some more.
What was up with the belt guy? Where is the class he promised? Absolutely fascinating how his mind works (or doesn't) depending on how you look at it.
The Tx CE is an awesome doctor and I'm sure she found a happy home (away from phadia).
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Dead-on. I'm sure he monitors this site nightly to make sure no one trashes his precious reputation.
Be careful of he'll get his "infamous" mob after you. We all know who those bad boys are.
I wish the mob would publish another bogus iCAP so I could make fun of them some more.
What was up with the belt guy? Where is the class he promised? Absolutely fascinating how his mind works (or doesn't) depending on how you look at it.
The Tx CE is an awesome doctor and I'm sure she found a happy home (away from phadia).
Ok Ann, thanks, we get it...you think you're awesome
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This thread has become pathetic. It's obvious that NG and his cronies have taken up shop here trying to discredit the good work that was done by the now-gone Tx CE. That's their MO. As soon as someone leaves, create lies about them and discredit their work. The only reason he or his clan have bothered to come on this board is to do exactly the above. Wake up and smell the coffee, NG. You're the joke.
Enough said.
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So now the CEs are engaged in the same level of discussion that occupy Lab Sales and the CSCs's time. Is this a crisis of leadership in a fairly small outfit or what?
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So now the CEs are engaged in the same level of discussion that occupy Lab Sales and the CSCs's time. Is this a crisis of leadership in a fairly small outfit or what?
From a customer perspective, the person upheld the dignity of her profession.
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So now the CEs are engaged in the same level of discussion that occupy Lab Sales and the CSCs's time. Is this a crisis of leadership in a fairly small outfit or what?
2 CE's down, top performers in top performing districts (within 2 months of eachother).
Reason = outlined in other posts (something about strategy?). That is the big picture. Now, there are also several sideline plots in the mix as well.
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From a customer perspective, the person upheld the dignity of her profession.
Thank you. True to her profession.
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So now the CEs are engaged in the same level of discussion that occupy Lab Sales and the CSCs's time. Is this a crisis of leadership in a fairly small outfit or what?
You hit the nail on the head! It has nothing to do with "what". There is never any leadership when a small outfit is involved. Small outfits are a distraction and makes the brain and eyes wander into areas unfathomable to most human imaginations. Contrarily, most alien brains weather the small outfit storm and can function normally. Saw a pink small outfit once and could not think afterwards . . . . . lost my job because of a lack of fixation skills on the job. Could only fixate on that small outfit.
You are correct in identifying the culprit here . . . . . . the small outfit, and those in pink tend to present the most crisis in leadership. Frankly no leadership can be found when the small outfit presents itself.
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This thread has become pathetic. It's obvious that NG and his cronies have taken up shop here trying to discredit the good work that was done by the now-gone Tx CE. That's their MO. As soon as someone leaves, create lies about them and discredit their work. The only reason he or his clan have bothered to come on this board is to do exactly the above. Wake up and smell the coffee, NG. You're the joke.
Wish it were that simple to wake up and smell the coffee these days! I remember when the smell of Folgers dark roast permeated the house early in the morning. Don't smell it quite as often now since my wife bought us a Keurig single brew. Now all one smells is her naked body laying next to me. Bought her some Trader Joe's cologne hoping that she would use it liberally all over her carcass but she refuses. She thinks she smells just fine. If you ask my opinion she smells and looks like a musk ox.
Those of us who remember the good 'ol days would love to be able to wake up and smell the coffee again!
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2 CE's down, top performers in top performing districts (within 2 months of eachother).
Reason = outlined in other posts (something about strategy?). That is the big picture. Now, there are also several sideline plots in the mix as well.
I see. In any case, I have to give them credit for upholding their principles. I am sure TN or whoever is clever enough to be obfuscating issues will have loads of fun working on that prior sentence. Have at it, boy (s).
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Funny above. At least, TN's (or alter ego) latest obsession was with "small pink outfits" (?)and not the usual ones. As for DK's post, WTF, get a divorce if that is how you feel about your wife. They must have no idea (or care) that the medical community does follow this board. Who could do business with them? Deceit no substance.
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I would suggest all see the somewhat "new" site for clinical affairs. Below was posted on that thread from R & D medimmune.
Here is an abbreviated post, (it is lengthy), but well worth your read.
It seems to be a syndrome in the US workforce now. See the article below:
Ten signs you work in a fear-based workplace
Tyrannical, brown-nosers rising again — and it could hurt your company
By Liz Ryan
Business Week
updated 7/13/2010 8:30:27 AM ET 2010-07-13T12:30:27
The U.S. financial crisis has caused fear in the boardroom, and that unease trickles down to every worker. The principal signs of a fear-soaked senior leadership are a preoccupation with looking out for No. 1, a clampdown on consensus-building conversations, and the shunning or ousting of anyone so bold or naive as to tell the truth about what he or she believes. We've seen the fear epidemic hit dozens of major firms over the past few years, and it isn't pretty. When a leadership team's attention turns from "How can we do the right thing for our customers and employees?" to "How can we keep our stature, our jobs, and the status quo intact, at any cost?" then fear officially rules the roost.
Here are 10 signs of a fear-based workplace. If you're the person in charge of a shop, pay attention:
1. Appearances are everything. When employees are preoccupied with staying in the office later in the evening than the boss does, fear is king. When people worry less about the quality of their work than about how they're perceived by managers higher up the chain, you've got fear.
2. Everyone is talking about who's rising and who's falling. When a daily focus of office conversation is the discussion of whose stock is rising and whose is falling in the company's internal stock index, you've got a fear infestation. A preoccupation with status and political capital is a sure sign that stakeholders' best interests have taken a back seat to me-first, fear-based behaviors.
3. Distrust reigns. Would this be your knife in my back? When your employees have to stop and ask themselves, "Is it safe to tell Marybeth my idea?" you have a fear problem in your organization. Workplaces where people steal one another's intellectual capital are places where trust is subordinate to fear (if trust exists at all). If your business is one where backstabbers thrive, ditto. In a healthier shop, people would be comfortable rising up in protest against a backstabbing colleague, and the paradigm "I win when you lose" would be quickly nipped in the bud.
4. Numbers rule. Sensible performance goals help people understand what's important. An obsession with metrics, daily, weekly, and hourly, and a world view that says an employee is the sum of his numeric goals, are signs of a fear-based culture. Why? A healthy organization builds performance goals into its leadership framework, but the metrics don't equal the framework. When management views people as complex, creative, multifaceted value producers and considers metrics as just one element of a well-rounded leadership program, you can beat the fear back to a tolerable level.
5. And rules number in the thousands. Maybe the most stereotypical yet valid sign of a fear-based workplace is an overdependence on policies in place of smart hiring and common sense. These organizations fear their own employees' instinctive reactions to everyday circumstances (the need to book a business trip, order a stapler, or schedule a vacation day), so they install lengthy, tedious policies to keep employees from thinking independently. A need to tout the trust and openness in the organization constantly can be another red flag. As my friend Marla says, "The more an employer drones on and on in the handbook and other employee materials about trust, the less trusting they are."
6. Management considers lateral communication suspect. My brother worked for a major electronics manufacturer. One day, stopping in the office just before taking off to visit a remote location, he ran into some guys who had just returned from the same facility. "Let's compare notes," said my brother, and five or six team members went into a conference room to confer. Within seconds, a manager burst into the room and demanded, "Who authorized this meeting? None of you guys is at a level to authorize a meeting." Evidently sharing ideas that could benefit the company is only a good thing in this organization if you carry a certain title and salary grade. How idiotic is that? Organizations that don't allow employees to brainstorm with one another are places where fear has made inroads.
7. Information is hoarded. Closely related to the question "Can employees in my company chat freely?" is the question "How do people find out how things work around here?" If the sole answer is, "Ask your manager," you've got some creepy-crawly fear bugs on your hands. Cultures that allow people to hoard what they know to consolidate their power are cultures where fear has smashed trust under its heel. Likewise, if employees learn about a company layoff through the grapevine or in the newspaper vs. a frank sitdown with their managers and their teams, something is rotten in Denmark, and fear is a silent partner in your management roster.
8. Brown-nosers rule. When the people who get rewarded and promoted are the least-knowledgeable but most-fawning ones in the org chart, fear has come to town. Fear-based senior leaders surround themselves with yes-men and yes-women because it's more pleasant to hear the "right" answer than the truth.
9. 'The Office' evokes sad chuckles, rather than laughs. My friend Amelia writes, "As hard as the writers for 'The Office' try to make Steve Carell's character look like the world's most bumbling, officious egotist, my actual boss is worse." When cartoonish fiction looks more appealing than everyday existence to your employees, fear may play a major part. Fear shuts down our ability to think creatively, collaborate, and bring passion to the job. When getting through the day requires a focus on keeping one's head down, taking no risks, and sucking up to anyone in management, your organization's soul has left the picture.
10. Management leads by fear. When senior leaders make virtually all decisions in secret, dole out information in unhelpful drips, and base hiring on sheeplike compliance rather than energy and talent, and the PA system all but blares "Be glad to have a job, stop whining, and get back to work," your company's fear problem is off the charts. I saw an example of this myself the other day when I stopped at a national retailer to look at earrings. A sales associate mentioned to his co-worker, "Crazy thing, I broke something in my car's engine, and my mechanic says it'll be $1,400 to get it fixed." In a flash, the supervisor of the department swooped into the conversation with the message, "Lucky you've got a job, aren't you then! A lot of people are unemployed, and we've got a list of people who'd love to have your job. That's your thought for the afternoon: Lucky Me!" and off she went. When leadership is based on keeping people in the dark and keeping them off-balance, no one benefits except the tier of managers near the top who justify their existence by devising ways to solidify their stature.
Chief executives know in their hearts that smart people, set loose to solve big problems, are responsible for every success and innovation industry has ever seen. Fear-trampled employees don't do a thing for your business. Still, management by fear is a hard habit to break, because fear-whipped underlings don't squawk. Meanwhile, your competitors may be hiring your best talent away and stealing market share while you make it easy for them to do so. Those meek, submissive, broken-down employees might blossom in your rival's trust-based culture. Do you really want to find out?
Copyright © 2011 Bloomberg L.P.All rights reserved.
Here is an abbreviated post, (it is lengthy), but well worth your read.
It seems to be a syndrome in the US workforce now. See the article below:
Ten signs you work in a fear-based workplace
Tyrannical, brown-nosers rising again — and it could hurt your company
By Liz Ryan
Business Week
updated 7/13/2010 8:30:27 AM ET 2010-07-13T12:30:27
The U.S. financial crisis has caused fear in the boardroom, and that unease trickles down to every worker. The principal signs of a fear-soaked senior leadership are a preoccupation with looking out for No. 1, a clampdown on consensus-building conversations, and the shunning or ousting of anyone so bold or naive as to tell the truth about what he or she believes. We've seen the fear epidemic hit dozens of major firms over the past few years, and it isn't pretty. When a leadership team's attention turns from "How can we do the right thing for our customers and employees?" to "How can we keep our stature, our jobs, and the status quo intact, at any cost?" then fear officially rules the roost.
Here are 10 signs of a fear-based workplace. If you're the person in charge of a shop, pay attention:
1. Appearances are everything. When employees are preoccupied with staying in the office later in the evening than the boss does, fear is king. When people worry less about the quality of their work than about how they're perceived by managers higher up the chain, you've got fear.
2. Everyone is talking about who's rising and who's falling. When a daily focus of office conversation is the discussion of whose stock is rising and whose is falling in the company's internal stock index, you've got a fear infestation. A preoccupation with status and political capital is a sure sign that stakeholders' best interests have taken a back seat to me-first, fear-based behaviors.
3. Distrust reigns. Would this be your knife in my back? When your employees have to stop and ask themselves, "Is it safe to tell Marybeth my idea?" you have a fear problem in your organization. Workplaces where people steal one another's intellectual capital are places where trust is subordinate to fear (if trust exists at all). If your business is one where backstabbers thrive, ditto. In a healthier shop, people would be comfortable rising up in protest against a backstabbing colleague, and the paradigm "I win when you lose" would be quickly nipped in the bud.
4. Numbers rule. Sensible performance goals help people understand what's important. An obsession with metrics, daily, weekly, and hourly, and a world view that says an employee is the sum of his numeric goals, are signs of a fear-based culture. Why? A healthy organization builds performance goals into its leadership framework, but the metrics don't equal the framework. When management views people as complex, creative, multifaceted value producers and considers metrics as just one element of a well-rounded leadership program, you can beat the fear back to a tolerable level.
5. And rules number in the thousands. Maybe the most stereotypical yet valid sign of a fear-based workplace is an overdependence on policies in place of smart hiring and common sense. These organizations fear their own employees' instinctive reactions to everyday circumstances (the need to book a business trip, order a stapler, or schedule a vacation day), so they install lengthy, tedious policies to keep employees from thinking independently. A need to tout the trust and openness in the organization constantly can be another red flag. As my friend Marla says, "The more an employer drones on and on in the handbook and other employee materials about trust, the less trusting they are."
6. Management considers lateral communication suspect. My brother worked for a major electronics manufacturer. One day, stopping in the office just before taking off to visit a remote location, he ran into some guys who had just returned from the same facility. "Let's compare notes," said my brother, and five or six team members went into a conference room to confer. Within seconds, a manager burst into the room and demanded, "Who authorized this meeting? None of you guys is at a level to authorize a meeting." Evidently sharing ideas that could benefit the company is only a good thing in this organization if you carry a certain title and salary grade. How idiotic is that? Organizations that don't allow employees to brainstorm with one another are places where fear has made inroads.
7. Information is hoarded. Closely related to the question "Can employees in my company chat freely?" is the question "How do people find out how things work around here?" If the sole answer is, "Ask your manager," you've got some creepy-crawly fear bugs on your hands. Cultures that allow people to hoard what they know to consolidate their power are cultures where fear has smashed trust under its heel. Likewise, if employees learn about a company layoff through the grapevine or in the newspaper vs. a frank sitdown with their managers and their teams, something is rotten in Denmark, and fear is a silent partner in your management roster.
8. Brown-nosers rule. When the people who get rewarded and promoted are the least-knowledgeable but most-fawning ones in the org chart, fear has come to town. Fear-based senior leaders surround themselves with yes-men and yes-women because it's more pleasant to hear the "right" answer than the truth.
9. 'The Office' evokes sad chuckles, rather than laughs. My friend Amelia writes, "As hard as the writers for 'The Office' try to make Steve Carell's character look like the world's most bumbling, officious egotist, my actual boss is worse." When cartoonish fiction looks more appealing than everyday existence to your employees, fear may play a major part. Fear shuts down our ability to think creatively, collaborate, and bring passion to the job. When getting through the day requires a focus on keeping one's head down, taking no risks, and sucking up to anyone in management, your organization's soul has left the picture.
10. Management leads by fear. When senior leaders make virtually all decisions in secret, dole out information in unhelpful drips, and base hiring on sheeplike compliance rather than energy and talent, and the PA system all but blares "Be glad to have a job, stop whining, and get back to work," your company's fear problem is off the charts. I saw an example of this myself the other day when I stopped at a national retailer to look at earrings. A sales associate mentioned to his co-worker, "Crazy thing, I broke something in my car's engine, and my mechanic says it'll be $1,400 to get it fixed." In a flash, the supervisor of the department swooped into the conversation with the message, "Lucky you've got a job, aren't you then! A lot of people are unemployed, and we've got a list of people who'd love to have your job. That's your thought for the afternoon: Lucky Me!" and off she went. When leadership is based on keeping people in the dark and keeping them off-balance, no one benefits except the tier of managers near the top who justify their existence by devising ways to solidify their stature.
Chief executives know in their hearts that smart people, set loose to solve big problems, are responsible for every success and innovation industry has ever seen. Fear-trampled employees don't do a thing for your business. Still, management by fear is a hard habit to break, because fear-whipped underlings don't squawk. Meanwhile, your competitors may be hiring your best talent away and stealing market share while you make it easy for them to do so. Those meek, submissive, broken-down employees might blossom in your rival's trust-based culture. Do you really want to find out?
Copyright © 2011 Bloomberg L.P.All rights reserved.
Anonymous
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Thank you thank you thank you.
fear is fadia.
fear is fadia.
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Thank you thank you thank you.
fear is fadia.
Welcome. Phadia (or whatever their name is these days) has much to fear. In the changing, diverse business marketplace, of course.
I have always enjoyed the TV reality show known as survivor. I love their motto: outwit, outplay and outlast.
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It is extremely important that, male, female and herm must have a motto. Without a motto one is a nothing and cannot contibute to society nor the world for that matter. Mottos come in all shapes and sizes . . . . . . some small, some big and some barely distinguishable. Some are yellow, some are brown, many are off-white and somewhere in between. Have you checked your motto lately to make sure it hasn't become stale, whithered away or otherwise useless? Some crook to the left, some to the right and many just do their thing just being cool in the middle. Whatever yours might be just make sure you cherish it for the world would be lost if you didn't have one, or if you were to lose it due to a natural disaster or pure carelessness.
Always love and support your motto as it's all you've got! Never let it outwit you, outplay you or outlast you. No, no as your motto is only as good as you are. Once you are gone, so goes your motto!
Always love and support your motto as it's all you've got! Never let it outwit you, outplay you or outlast you. No, no as your motto is only as good as you are. Once you are gone, so goes your motto!
Anonymous
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So, is this the alter ego I'm talking to? This may be one of my favorite riddles of all time. Actually, very clever. First truth I've heard from your camp.
Just remember, good things always come in small packages.
If I didn't know better, one would thing you are a tad bit intimidated.
You will have your radio silence now. Treasure it. I would encourage you to read the article (even if lengthy) I posted. Always, have faith in the people you believe in. They will make geniuses of you. Do you have faith/vows? Any relationship, once started, then broken, will not be repaired. Continue forth and may you prosper. No mottos from my camp, and please do riddles from yours either. Good night.
Just remember, good things always come in small packages.
If I didn't know better, one would thing you are a tad bit intimidated.
You will have your radio silence now. Treasure it. I would encourage you to read the article (even if lengthy) I posted. Always, have faith in the people you believe in. They will make geniuses of you. Do you have faith/vows? Any relationship, once started, then broken, will not be repaired. Continue forth and may you prosper. No mottos from my camp, and please do riddles from yours either. Good night.
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"Any relationship, once started, then broken, will not be repaired."
Untrue, and who gave you the keys to the "broken and repairs" department anyway? The keys to that department are the sole responsibility of HR and the US President . . . . . and no one else.They are the only ones with the necessary super glue that can fix a broken relationship, once started or not! The relationship does not have to be started to be fixed. It can start as a figment of ones imagination and still be broken . . . . . . . and the proper super glue will repair it. That is why HR and "the president" carry two types of super glue . . . . . . . one for those relationships started, and one for unstarted relationships.
Now, please return the "broken & repairs" department keys to HR or "the president"! And don't make an extra set your yourself in the meantime!
Untrue, and who gave you the keys to the "broken and repairs" department anyway? The keys to that department are the sole responsibility of HR and the US President . . . . . and no one else.They are the only ones with the necessary super glue that can fix a broken relationship, once started or not! The relationship does not have to be started to be fixed. It can start as a figment of ones imagination and still be broken . . . . . . . and the proper super glue will repair it. That is why HR and "the president" carry two types of super glue . . . . . . . one for those relationships started, and one for unstarted relationships.
Now, please return the "broken & repairs" department keys to HR or "the president"! And don't make an extra set your yourself in the meantime!