Victim/ Perpetrator: As victim, I experience being at the effect of what I experience, e.g. you have made me feel bad or it's your fault. I am not comfortable or at ease with my experience and am not willing to acknowledge my discomfort. The victim usually shrinks away from the experience. As perpetrator, I am uncomfortable with my

A Part Of The Public Proxy Servers
Proxy servers are, such as browsers, a way of connection between an internet user and internet resources that he is accessing. These proxy servers gather and in the same time they save files that are often requested by a great part of the internet users in a special database called cache. That is why, using a proxy server might lead to the increase of your internet connection speed because it is possible that the information you are searching over the internet to be already a part of the cache of the proxy server. In some case proxy servers might deliver information immediately. The performance increase might be very high and more than that through proxy servers some restrictions for certain users might be imposed.Along with the public proxy servers there are some so called anonymous proxy servers that hide users IP address saving the users from vulnerabilities.The anonymous proxy servers hide users IP address and prevent unauthorized access to their computer through the internet. These anonymous proxy servers will not provide anyone with your IP address and do hide the information about you and your net browsing. More than that, anony

In part one of this article I will define the differences between making decisions as a victim or as an accountable leader. In part two of this article I will define what it takes to act as an accountable executive leader and offer some solutions operating from the accountable stance. Operating from an accountable standpoint offers obvious advantages to any organization. In the past I've had conversations with leaders about accountability and leadership. Most often, they bemoan the lack of accountability in their organizations saying such things as "people don't take ownership" or "they don't act as if it is their project" yet they often don't know what to do differently. Many leaders need their people to be accountable yet they don't know how to encourage the accountability behavior. I'll talk more about this later.

I recently gained some critical insights on accountability while attending a seminar by Keller Williams, the national real estate company. During the seminar we compared accountability to its opposite, victimization. The accountable stance in their model includes:Gaining clarity about an issue and defining the problem

• Applying attention,energy and focus
• Exploring possibilities
• Making plans for change
• Implementing change

Compare this to the victim stance which includes:

• Denial of business reality
• Projection onto others
• Deflection of ideas away from me
• Resignation
• Status Quo

Quite frankly, I never viewed victimization as the opposite of accountability. The model shows the distinction nicely as two different paths to a decision. In the accountable path, reality showed up, the leader became aware of the business reality, decided what to do and then took action. The accountable path is shown above. While not necessarily the easiest path, this approach provides the best long term business results. In the victim decision making path, the leader was confronted with current business reality: the company is losing market share, there is a problem employee who is also a good friend of theirs, they are just barely meeting the sales numbers. Management does not want to confront business reality so they place blame for problems on others. They may say things like, "We just don't have the people to get the job done," or "We didn't have good information." In the end, the leader as victim is left with hoping, waiting and resignation. Maintenance of the status quo is the outcome. Employee initiative and morale may remain low as well. How do we choose one path and not the other? How can we get effectively from one side of the decision making table to the other? As leaders, how can we get more of our people to act more often from the stance of accountability and not as victims? These are questions that leaders are looking to answer to improve both individual and organizational performance.

These questions are especially critical for a new leader who is on-boarding. For me, increased understanding comes from the work of Drs. Noel Larson and Jim Maddock and their victim/perpetrator model. The denial of reality occurs in two typical ways: as the victim who experiences reality and shrinks from it or as the perpetrator who has a similar uncomfortable experience or feelings and lashes out, attacks, blames or ridicules other.

Victim/ Perpetrator: As victim, I experience being at the effect of what I experience, e.g. you have made me feel bad or it's your fault. I am not comfortable or at ease with my experience and am not willing to acknowledge my discomfort. The victim usually shrinks away from the experience. As perpetrator, I am uncomfortable with my o

Is Word Links The Next Advertising Trend
The advertising industry is one that has stood the test of time. In more recent years, website advertising is yet another form of advertising that has become quite popular and necessary in this world where the internet rules. Advertising is no longer monopolized by print magazines, the broadcast industry, billboards and the media. However, it is important to first know the different modes of advertising from which you may choose. Some variations of website advertising are the pixel ad or word links.In 2005, a student by the name of Alex Tew had the idea to sell some advertising spaces on his website to help finance his studies. Before long, all of his site dots were sold out. This was the beginning of the pixel advertising method. Copycats sprouted and while some remain successful, others have since folded. Although it is safe to say that Mr. Tew is happily counting his millions, it is too early to predict the life cycle of pixel ads.The word links, or word cloud websites are the latest online trend. It is an evolved version of the pixel sites. These websites are a webpage filled with words linking to different URL’s all over

the accountability behavior. I'll talk more about this later.

I recently gained some critical insights on accountability while attending a seminar by Keller Williams, the national real estate company. During the seminar we compared accountability to its opposite, victimization. The accountable stance in their model includes:Gaining clarity about an issue and defining the problem

• Applying attention,energy and focus
• Exploring possibilities
• Making plans for change
• Implementing change

Compare this to the victim stance which includes:

• Denial of business reality
• Projection onto others
• Deflection of ideas away from me
• Resignation
• Status Quo

Quite frankly, I never viewed victimization as the opposite of accountability. The model shows the distinction nicely as two different paths to a decision. In the accountable path, reality showed up, the leader became aware of the business reality, decided what to do and then took action. The accountable path is shown above. While not necessarily the easiest path, this approach provides the best long term business results. In the victim decision making path, the leader was confronted with current business reality: the company is losing market share, there is a problem employee who is also a good friend of theirs, they are just barely meeting the sales numbers. Management does not want to confront business reality so they place blame for problems on others. They may say things like, "We just don't have the people to get the job done," or "We didn't have good information." In the end, the leader as victim is left with hoping, waiting and resignation. Maintenance of the status quo is the outcome. Employee initiative and morale may remain low as well. How do we choose one path and not the other? How can we get effectively from one side of the decision making table to the other? As leaders, how can we get more of our people to act more often from the stance of accountability and not as victims? These are questions that leaders are looking to answer to improve both individual and organizational performance.

These questions are especially critical for a new leader who is on-boarding. For me, increased understanding comes from the work of Drs. Noel Larson and Jim Maddock and their victim/perpetrator model. The denial of reality occurs in two typical ways: as the victim who experiences reality and shrinks from it or as the perpetrator who has a similar uncomfortable experience or feelings and lashes out, attacks, blames or ridicules other.

Victim/ Perpetrator: As victim, I experience being at the effect of what I experience, e.g. you have made me feel bad or it's your fault. I am not comfortable or at ease with my experience and am not willing to acknowledge my discomfort. The victim usually shrinks away from the experience. As perpetrator, I am uncomfortable with my

Accounting - A Practical Definition
What is accounting?A simple definition is the recording of financial or money transactions. Not all transactions need to be recorded. Mostly, only business transactions are recorded, personal transactions are rarely recorded by individuals.For example, you purchase a book for $10. You give the book seller $10; you receive the book & a receipt for $10. More often than not you throw the receipt away; you only want to read the book. The book seller however is operating a business so the transaction will be recorded.The book seller will record the $10 as a cash sale and at the end of the day will total all of the book cash sales. That is easy, count the money in the till less the float amount at the start of the day and you have the total sales for the day. The book seller now has a problem, how many books were sold, what books were sold and was there a profit for the day?Does it matter? It does if the book seller wishes to continue the business. This is where the accounting system or process begins to be a little more complicated.The book seller now has to figure out a few things. How many books were sold is

esignation

Status Quo

Quite frankly, I never viewed victimization as the opposite of accountability. The model shows the distinction nicely as two different paths to a decision. In the accountable path, reality showed up, the leader became aware of the business reality, decided what to do and then took action. The accountable path is shown above. While not necessarily the easiest path, this approach provides the best long term business results. In the victim decision making path, the leader was confronted with current business reality: the company is losing market share, there is a problem employee who is also a good friend of theirs, they are just barely meeting the sales numbers. Management does not want to confront business reality so they place blame for problems on others. They may say things like, "We just don't have the people to get the job done," or "We didn't have good information." In the end, the leader as victim is left with hoping, waiting and resignation. Maintenance of the status quo is the outcome. Employee initiative and morale may remain low as well. How do we choose one path and not the other? How can we get effectively from one side of the decision making table to the other? As leaders, how can we get more of our people to act more often from the stance of accountability and not as victims? These are questions that leaders are looking to answer to improve both individual and organizational performance.

These questions are especially critical for a new leader who is on-boarding. For me, increased understanding comes from the work of Drs. Noel Larson and Jim Maddock and their victim/perpetrator model. The denial of reality occurs in two typical ways: as the victim who experiences reality and shrinks from it or as the perpetrator who has a similar uncomfortable experience or feelings and lashes out, attacks, blames or ridicules other.

Victim/ Perpetrator: As victim, I experience being at the effect of what I experience, e.g. you have made me feel bad or it's your fault. I am not comfortable or at ease with my experience and am not willing to acknowledge my discomfort. The victim usually shrinks away from the experience. As perpetrator, I am uncomfortable with my

A Sane, Satisfying Working Life: How You Lost It And How To Get It Back
Corporate ‘life’ is a nasty oxymoron.Jam-packed days, endless demands to do more with less, impossible goals, rally the troops, jump on a plane. Miss your kid’s birthday.You know these painful facts all too well. An existence? Yes. A path to a paycheck? Certainly. But, a life? A well-balanced, appropriately challenged life? No way.Is it any wonder that you are filled with dreams of escape? You’re not alone. Recent Conference Board surveys reveal that:• 40% of employees feel disconnected from their employers• Two-thirds of American workers do not feel motivated to drive their employers’ business goals• 25% of employees are just “showing up for a paycheck”These surveys validate the Gallup Employee Engagement Index Poll which finds that a majority, or 54% of workers are “not engaged” with the objectives of their organization. Even worse, 17% of employees are considered actively disengaged -- to the point of undermining what their engaged co-workers accomplish.Why, then, do so many professionals stay in jobs they dislike so intensely?The obvious answer is the pay and the perks. B

ity so they place blame for problems on others. They may say things like, "We just don't have the people to get the job done," or "We didn't have good information." In the end, the leader as victim is left with hoping, waiting and resignation. Maintenance of the status quo is the outcome. Employee initiative and morale may remain low as well. How do we choose one path and not the other? How can we get effectively from one side of the decision making table to the other? As leaders, how can we get more of our people to act more often from the stance of accountability and not as victims? These are questions that leaders are looking to answer to improve both individual and organizational performance.

These questions are especially critical for a new leader who is on-boarding. For me, increased understanding comes from the work of Drs. Noel Larson and Jim Maddock and their victim/perpetrator model. The denial of reality occurs in two typical ways: as the victim who experiences reality and shrinks from it or as the perpetrator who has a similar uncomfortable experience or feelings and lashes out, attacks, blames or ridicules other.

Victim/ Perpetrator: As victim, I experience being at the effect of what I experience, e.g. you have made me feel bad or it's your fault. I am not comfortable or at ease with my experience and am not willing to acknowledge my discomfort. The victim usually shrinks away from the experience. As perpetrator, I am uncomfortable with my

Learning a Foreign Language
Many people love learning languages or would like to learn a language and use their language skills in a job. In today’s global economy the demand for language skills continues to grow as governments, businesses and organisations build relationships with foreign interests.Learning a language is beneficial in employment for two reasons; 1) it offers those in established careers the chance to progress either through gaining promotions or international travel and experience, and 2) it opens doors to new careers and employment opportunities.This article will look at the range of jobs learning a language can offer.International OrganisationsInternational organisations such as the United Nations, World Trade Organisation, the Red Cross, and Amnesty International will always need people with language skills for a range of functions from administrative work to management. Most will need a cross section of language skills plus many speakers in the main international languages such as English, French, Spanish and Arabic.The Foreign ServiceNational governments demand huge numbers of foreign language speakers for their

r who is on-boarding. For me, increased understanding comes from the work of Drs. Noel Larson and Jim Maddock and their victim/perpetrator model. The denial of reality occurs in two typical ways: as the victim who experiences reality and shrinks from it or as the perpetrator who has a similar uncomfortable experience or feelings and lashes out, attacks, blames or ridicules other.

Victim/ Perpetrator: As victim, I experience being at the effect of what I experience, e.g. you have made me feel bad or it's your fault. I am not comfortable or at ease with my experience and am not willing to acknowledge my discomfort. The victim usually shrinks away from the experience. As perpetrator, I am uncomfortable with my own inner experience and lash out at you, attack you and actively work to make you feel at fault for my unpleasant experience.

Energetically, victims and perpetrators both engage in pushing reality away from themselves and projecting onto others what it is they are feeling or thinking. Some typical statements might be, "You did it" or "It's the resources the other guys now have" or "That does not work here." Both victim and perpetrator are victimized by what is happening in their external world. Neither one acts as an accountable leader. A special type of victim comes from another model developed by Dr. Larson This type is known as the victim/over achiever and in my experience is present all over the business world. Most often victim/overachievers show up as the drivers in high tech, fast paced companies. Typically, these people were victims of their circumstances early in life and their modus operandi is now to be the best at all times in all places. Businesses love them and leaders love them, because they always get a lot done and do it well. They rise to the top. It all works great with them until things go badly with a customer, at a particular meeting or in a certain quarter. Then watch out: they become the best perpetrators, aggressive, attacking, making others pay for their lack of accomplishment. They are talented achievers without a solid emotional foundation. Under stress, or the inevitable lack of success, their lack of true leadership and resiliency manifests itself costing both themselves and their organization dearly. The key question to ask is, "What drives our victims and perpetrators to choose the victim position rather than the accountable position?" (If we act as victims we need to know what is driving our current behavior to be able to change to more effective behavior.)

The answer is simple; the solution difficult and complicated. Our willingness to act as victims comes from our underlying anxiety and discomfort with our current reality. We act as victims because we are unable to manage our discomfort and thus retreat to inaction. To be accountable, we frequently need to experience difficult feelings or we may need to engage in what may be the uncomfortable leadership tasks such as budget cutting, difficult performance reviews or redeploying resources. All of us periodically become uncomfortable when confronted with new information or circumstances that require us to do something differently. We are all inevitability confronted with information or circumstances that require us to change. The choice becomes, which decision path do I take?

• The accountable decision making path
• The victim decision making path

The victim path diminishes leadership and detracts from effective organizational performance. When on the victim decision making path I often feel overwhelmed, underappreciated or unacknowledged. I then cover up these bad feelings by doing more, attacking others or blaming others. Just undernea