Everything Matters

When you do good deeds (30) - Temporary Promotions are Not Foreplay – No one ever said the majority was right - People with the same Title - An Underlying Problem with Downsizing - The POS-sition - Luck is a Combination - Investments versus Expenses - Negatives are Specific - Confusing the Message with the Messenger - Supervisors should always follow policies - It’s not who you know

Supervision 39
Overview 40
Evaluations 41
Chip Theory   43
Doing What is Necessary 49
People Only Question Things 51
Those Who Challenge 53
Walk and Talk 55
Looking Brilliant 57
Think Politically 59
Scratch a Supervisor – Find an Employee 61
Break Ideas 63

People are Judged (48)- Two eyes, two ears, one mouth (56) - What have you done for me lately? (58) - Facing difficulties - Take the High Road - Stress points - The Laundry List - The Bully - How Much is enough - Sources of Support - The Ripple Effect - Finding your own bike to ride - The Feeling of Constantly Giving - Know your own demons - Working from a Draft - Time Ally - Time Enemy - Are You Having Fun? - The Worst Days - Personnel issues are never gone - Beware of the First Person Who Tries to be Your Friend - The Employee’s Trap - Distraction - Popularity versus Respect - The Reason for Foresight - The Fairness Doctrine - Everyone wants to respect his boss! - A real decision is never Black or White - Praises, not Raises - Dream Stealers – Justification – Procrastination - Respect is an ever-shifting variable - It All Comes Out When you are out - Taking a Day Off at Work - Suit Day - The Hand Shake - You can never go back - Same Problems, Different Faces - Never Complain about your Salary - They always focus on the one weakness - Complaining can be a form of Boasting - There is a time to do what is easy first – Disagreements - Pass on all of the credit - The Truth is in the Details - Who’s Hiding Now? - You never know who you affect

Personnel 83
Overview   84
Hiring what is needed 85
Never Hire Someone   91
One’s Hire One’s   93
The Devil You Know 95
Who to Follow? 97
It’s Only Business    103
When those who hired you are gone 105
Break Ideas    107

Why did you get the position? - A Different Way to Look at Candidates - Evidence of a Supervisor Who Lost - Evidence that a Supervisor was a Winner - Dress to Fill - Dress to Interview - Words to listen for - Another behavior to listen for - Never Hire of Promote a Friend - Knowing who can be promoted - Interviews Have Two Sides - When Does an Interview Start? - When does the Interview End? - A Few Years of Excellence - If in doubt, hire the brightest - The problem with an early start - No one wants the caboose gone

Communications 115
Overview 116
Vocabulary   117
Body Language   123
First Impressions 125
It’s a cover up 127
What time is it    129
Meetings 131
The Spectrums 145
Break Ideas 154

Save a Tree – Gain Respect (124) – Filling the Circle (153) - Keeping Current – Opposites Attract - Round Pegs - How People Judge others - Keeping Current - The Problem with email – Important Footnote on the word: “Yes.” - Out the Door – Humor as a measure of success – When is a joke not a joke – The meeting pulled on the supervisor - Same Space

Staff Development 159
Overview  160
Staff Development   161
Caboose Effect   169
The Fastest Way to Learn   171
Good at Many Things Master of One  173
Break Ideas 174

What are the benefits of the workshop? (172) – You never know who you affect – A consigliore – The feeling of constantly giving – Reduced to a pronoun - standards of Living Rarely Change

Getting Started  177
Seven to live by 178
Do it once do it right 179
Everything Matters – ongoing



*Everything Matters* is the book for supervisors too busy to read a book.	Table of Contents Overview – Introduction 1 How did you get this book 5 Everything Matters 7 Organizations 11 Overview 12 Arrows Up Arrows Down 13 An Organizations Personality 15 Leaders/Managers 17 Whose Who in the Zoo 19 Idealist Steer us Pluralist Lead us 21 Position levels - odds – evens – staff 23 Fixing the problem – not the blame 25 Reasons for Grievances 27 Nine Day Wonders 29 Critical Mass 31 Break Ideas 33	*Dr. Hollis Palmer*
	When you do good deeds (30) - Temporary Promotions are Not Foreplay – No one ever said the majority was right - People with the same Title - An Underlying Problem with Downsizing - The POS-sition - Luck is a Combination - Investments versus Expenses - Negatives are Specific - Confusing the Message with the Messenger - Supervisors should always follow policies - It’s not who you know Supervision 39 Overview 40 Evaluations 41 Chip Theory 43 Doing What is Necessary 49 People Only Question Things 51 Those Who Challenge 53 Walk and Talk 55 Looking Brilliant 57 Think Politically 59 Scratch a Supervisor – Find an Employee 61 Break Ideas 63 People are Judged (48)- Two eyes, two ears, one mouth (56) - What have you done for me lately? (58) - Facing difficulties - Take the High Road - Stress points - The Laundry List - The Bully - How Much is enough - Sources of Support - The Ripple Effect - Finding your own bike to ride - The Feeling of Constantly Giving - Know your own demons - Working from a Draft - Time Ally - Time Enemy - Are You Having Fun? - The Worst Days - Personnel issues are never gone - Beware of the First Person Who Tries to be Your Friend - The Employee’s Trap - Distraction - Popularity versus Respect - The Reason for Foresight - The Fairness Doctrine - Everyone wants to respect his boss! - A real decision is never Black or White - Praises, not Raises - Dream Stealers – Justification – Procrastination - Respect is an ever-shifting variable - It All Comes Out When you are out - Taking a Day Off at Work - Suit Day - The Hand Shake - You can never go back - Same Problems, Different Faces - Never Complain about your Salary - They always focus on the one weakness - Complaining can be a form of Boasting - There is a time to do what is easy first – Disagreements - Pass on all of the credit - The Truth is in the Details - Who’s Hiding Now? - You never know who you affect Personnel 83 Overview 84 Hiring what is needed 85 Never Hire Someone 91 One’s Hire One’s 93 The Devil You Know 95 Who to Follow? 97 It’s Only Business 103 When those who hired you are gone 105 Break Ideas 107 Why did you get the position? - A Different Way to Look at Candidates - Evidence of a Supervisor Who Lost - Evidence that a Supervisor was a Winner - Dress to Fill - Dress to Interview - Words to listen for - Another behavior to listen for - Never Hire of Promote a Friend - Knowing who can be promoted - Interviews Have Two Sides - When Does an Interview Start? - When does the Interview End? - A Few Years of Excellence - If in doubt, hire the brightest - The problem with an early start - No one wants the caboose gone Communications 115 Overview 116 Vocabulary 117 Body Language 123 First Impressions 125 It’s a cover up 127 What time is it 129 Meetings 131 The Spectrums 145 Break Ideas 154 Save a Tree – Gain Respect (124) – Filling the Circle (153) - Keeping Current – Opposites Attract - Round Pegs - How People Judge others - Keeping Current - The Problem with email – Important Footnote on the word: “Yes.” - Out the Door – Humor as a measure of success – When is a joke not a joke – The meeting pulled on the supervisor - Same Space Staff Development 159 Overview 160 Staff Development 161 Caboose Effect 169 The Fastest Way to Learn 171 Good at Many Things Master of One 173 Break Ideas 174 What are the benefits of the workshop? (172) – You never know who you affect – A consigliore – The feeling of constantly giving – Reduced to a pronoun - standards of Living Rarely Change Getting Started 177 Seven to live by 178 Do it once do it right 179 Everything Matters – ongoing