The american dream blueprint

Elena Flores
WHEN THE VISION OF THE AMERICAN DREAM STANDS FOR LOVE, JUSTICE, INTEGRITY, AND FREEDOM.
IS WHEN MUSIC, ANIMATION, AND MOVIES TAKE DIGITAL TECHNOLOGY TO ADVENTURE. OUR
UNIVERSE BECOMES FULL OF WONDER.
OUR INTEREST GO OUT OF OUR COMFORT ZONE WHERE THE IMPOSSIBLE BECOMES POSSIBLE.
WALKING BY FAITH AND NOT BY SIGHT OUR SPIRIT AND SOULS SET ON FIRE.
SETTING OUT ON A SPIRITUAL JOURNEY WHERE PASSION IS FOUND AND CHANGE IS ABOUT
GROWING. YOU WILL SEEK ANSWERS, YOU WILL RECEIVE SIGNS. YOU WILL HAVE QUESTIONS AND IN
TIME YOU WILL FIND THOSE ANSWERS WILL SEEK YOU AND COME TO YOU. THERE IS ANSWERS FOR
EVERYTHING, LET YOUR HEART BE YOUR GUIDE.
The American Dream Booklet
ELENA.FLORES185@OUTLOOK.COM | 408-849-5797 | SAN JOSE, CA

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TABLE OF CONTENTS
Leaders and Managers Vision.................................................................................................5
Customers and Employees Vision...........................................................................................6
INTRODUCTION......................................................................................................................7
Welcome to The American Dream .......................................................................................................................................7
General Information.....................................................................................................................................................................7
Mission statement.........................................................................................................................................................................7
Program Management Department......................................................................................................................................7
TADILSS (The American Dream, Inc. Leadership Support Services) ..........................................................................7
PROCEDURES .........................................................................................................................8
Attendance & Punctuality........................................................................................................................................................8
Calling in Sick or Late ...................................................................................................................................................................8
Professional Conduct ................................................................................................................................................................8
Dress Code for Corperate Casual.............................................................................................................................................8
Dress Code For The Youth .......................................................................................................................................................... 9
Work Stations (Office and Storage) .......................................................................................................................................9
Phone Calls.....................................................................................................................................................................................10
Email..................................................................................................................................................................................................10
Injury On The Job .........................................................................................................................................................................10
Sexual Harassment......................................................................................................................................................................10
MISSON STATEMENT............................................................................................................11
Culture ........................................................................................................................................................................................11
COUNTY RESOURCES............................................................................................................12
Financial Assistance................................................................................................................................................................12
General Assistance......................................................................................................................................................................12
Cash Assistance For Families With Children – calworks..............................................................................................16
Refugee Cash Assistance Program (RCA)...........................................................................................................................21
Cash Assistance Program For Immigrants (CAPRI)........................................................................................................25
Employment Assistance – CalWorks Employment Services (CWES) program....................................................29
Re-Entry Resource Center.........................................................................................................................................................32
Programs .............................................................................................................................33
LEADERS AND MANAGERS POINTERS ...................................................................................34
Leadership .................................................................................................................................................................................34
You’re Mindset And The Organization Culture................................................................................................................34
Communication........................................................................................................................................................................40
Internal Communication And Organization Awareness..............................................................................................40
Be Assortive...............................................................................................................................................................................44
Addressing Behaviors.................................................................................................................................................................44
Development ............................................................................................................................................................................47
Your Role As A Coach, Mentor, And A Trainer.................................................................................................................47
Action Items..............................................................................................................................................................................49

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Specific Leadsership Actions....................................................................................................................................................49
Documentation........................................................................................................................................................................54
writing Skills, Correspondence, And Notes........................................................................................................................54
Commands.................................................................................................................................................................................56
Assuming Commands.................................................................................................................................................................56
Management ............................................................................................................................................................................63
Dealing With Your Boss.............................................................................................................................................................63
Feedback And Suggestions...................................................................................................................................................66
Final Thoughts...............................................................................................................................................................................66
Self-Analysis Check List..........................................................................................................................................................68
Personal Qualities........................................................................................................................................................................68
Professional Sites.........................................................................................................................................................................71
Schools........................................................................................................................................................................................72
Equipment, services, & opportunities .................................................................................................................................72
Conference Room Setup.......................................................................................................................................................73
Equipment.......................................................................................................................................................................................73
Meeting Setup..........................................................................................................................................................................74
Coffee Requests............................................................................................................................................................................74
Office Supplies..........................................................................................................................................................................75
Gerenal Items................................................................................................................................................................................75
California....................................................................................................................................................................................78
Resources........................................................................................................................................................................................78

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The American Dream, Inc. Leadership Support
Services
A Complex Social Network for Structure in Business
By Approach and Understanding
This booklet holds edits and adjustments to procedures to show a vision of love, adventure,
spirituality, and growth in an environment where change is welcomed. Learning that right is right and
wrong is wrong no matter how right you want to be wrong will never be right and right be wrong.
Have found a way to voice fun strategies for the youth/ adults to gain and stay interested in their
community resources, be provided electronic equipment and job/ volunteer opportunities. Rewarding
them with opportunities to becoming independent and successful and value their achievements.
The goal is to create a new universe in space and in time that would turn negative into a positive
change that connects us all in the circle of life. Involving the music, movies, and all that is digital
spiritually, mentally, and lyrically by integrity, morals, and values.
Having schools and businesses is more flexible to welcoming entertainers into their facilities for other
activities than entertainment. To evolve both the business and the entertainer by involving their
employees and customers in the experience.

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The American Dream, Inc.
Leadership Support
Services
A Complex Social Network for Structure in
Business by Approach and Understanding
Customer Experience:
Let’s help the customers visiting engage in checking in,
read how:
Customers like entering their information themselves.
They do not get inpatient and it falls back on the
customer’s time of arrival by entering the data needed
for each organization unique requirements thru tablets
that are displayed in front of the lobby area. The
receptionist hands them the badge once it prints out on
their side. This way the data entered into the system is
always updated each visit.
Company Directory:
Directory is now in the past; in our future company
directory is social networking, read why.
Social networking innovation creates idea, process, and
results. Make your home directory a social network
where employees interact all the time to improve
customer-based interaction not only to your customers
but also to the customers that are employees. Have each
employee make a profile that displays his or her
knowledge through research and dependability. It is a
great way to keep track for your employees and their
managers. Having those one on ones will be more
rewarding and exciting and spent more productive on the
business need. It will also display announcements of
upcoming events and productivity by networking with in
the business.
Leaders and Managers
Vision
  
Measurement, Analysis, and
Knowledge Management
Understanding:
Reaching out to the other person by
asking how they understood the
direction given
Investigate:
Research what was presented to set
the tone of accountability
Communication:
Having them both work on it
together forcing them to get along, if
an both parties cannot get along
then someone else will get it since
they cannot get along and providing
them with facts that they could not
work together to get the goal.
Involving Everyone:
Seeing who does the less talking
makes me question why? Keep from
showing that I notice ask them
separately their thoughts to see what
are facts or opinions or suspicious, all
ways sound and be involved with the
individuals letting them know we are
a team.
Understanding:

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Product Tracking:
Is there missing data in your tracking of cost and product
usage with in a company?
Everyone should be accountable for himself or herself. The
items they are responsible for when vendors, packages, and
shipments arrive or picked up. That includes having the
vendor sign our table-indicating product received upon
delivery since employees will not be allowed to update
inventory. The coordinator or lead of that team will make
sure to go update production once a month and enter the
feedback that is give on why it may or may not be to
standard. Problems do arrive and updates may need to be
made, this is where communication for direction from your
employees to their management will be better maintained.
Strategic Planning
Understanding Reaching out to the other person
Investigate Research what was presented
OFI Never Show I am
wrong
This one can stay they same (Keeps people on their toes
to see how they react)
Communication Having them both work on it together forcing them to
get along, if an both parties cannot get along then
someone else will get it since they cannot get along and
providing them with facts that they could not work
together to get the goal.
Involving Everyone Seeing who does the less talking makes me question
why? Keep from showing that I notice, ask them
seperatley their thoughts to see what are facts or
opinions or suspecious, all ways sound and be involved
with the individuals letting them know we are a team.
Customers and Employees
Vision
  
Communication:
Direct Communication
Team Work:
Reaching out by coming by and
seeing how they are
Collaboration:
Activities that make work fun by
challenging their knowledge growth
Sharing Projects Based on each
individual skills:
Making to get to know the team,
there likes and dislikes are. Once
evaluation of an individual’s
strengths it is really easy to hand
projects to them based on their
skills
Personality Test:
http://www.humanmetrics.com/cgi-
win/jtypes2.asp

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INTRODUCTION
WELCOME TO THE AMERICAN DREAM
GENERAL INFORMATION
The American Dream, Inc. Program Management Department, one of the support teams that
make up TADILSS (The American Dream, Inc. Leadership Support Services) and build leadership
roles with structure and discipline.
This booklet will assist you in providing the essential services to your daily activities with handy
material in the work place.
The music carries athletics, animation, myth, film/movies, dance, and art.
MISSION STATEMENT
The American Dream, Inc. will meet or exceed their employees and customer’s expectations as
a result of excellence in communication, listening, planning, skills, execution, and service.
PROGRAM MANAGEMENT DEPARTMENT
The American Dream, Inc. employees and customers with activities, materials, and rewards to
build leaders with open minds and being open with their ideas/ thoughts.
TADILSS (THE AMERICAN DREAM, INC. LEADERSHIP SUPPORT SERVICES)
Establishing The American Dream, Inc. through leadership and customer service. TAILSS is one
organization dedicated to their employees and customer service that support their
communities in their town, cities, and states. Providing businesses and non-profits with
volunteers, opportunities, and grant money once a relationship with them is established.

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PROCEDURES
ATTENDANCE & PUNCTUALITY
GENERAL INFORMATION
Attendance and punctuality are extremely important.
This cannot be emphasized enough as a clerk’s job is to be onsite and available to assist at any
time. Always call into your Coordinator as soon as you arrive into work each day.
CALLING IN SICK OR LATE
When calling in sick, be sure to call before 6:30am. Leave your name and home number with
your voice mail message. Let your Coordinator know if there is anything that needs to be done
first thing in the morning and action items that need to be completed.
PROFESSIONAL CONDUCT
GENERAL INFORMATION
Employees are required to maintain a service oriented work ethic including positive and
professional conduct in all areas of The American Dream, Inc. during the workday.
DRESS CODE FOR CORPERATE CASUAL
 Present a neat and clean appearance - Appropriate clothing for business casual
 Shorts/skirts, no shorter than 3 inches above knee
 Shirts long enough to tuck into pants or shorts (no bare midriffs)
 Closed-toed shoes (open toes/sandals are a safety issue)
 Clean, tidy Jeans (no rips/holes/patches)
 T-shirts, solid/patterned (no offensive language/logos/illustrations or fading)
 Hats only on Friday (no offensive language/logos/illustrations)
 Sleeveless shirts are ok, but no spaghetti straps or tank tops allowed
 Special requirements for Receptionists and clerks when covering reception:
 Jeans on Friday only – nice shirt required
 No facial Jewelry (clerks to remove when covering the desk)
 Tattoos should not be visible
 No hats permitted at anytime
 Clerks should wear collared shirts on scheduled reception coverage days
Headphones must not be worn while performing daily tasks. They are only allowed
during breaks or while taking online classes.

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DRESS CODE FOR THE YOUTH
WORK STATIONS (OFFICE AND STORAGE)
Workstations are to be kept neat, tidy, and organized.
Lock your computer when away from your desk. Please log off or lock your computer when you
leave or walk away from your desk during the day and at the end of the day.

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PHONE CALLS
Personal phone calls, including cell phone use, are to be made and/or received during break
and/or lunch periods. No cell phone usage while at the reception desk.
EMAIL
The purpose of email is to provide an avenue of business communication. It should be used in a
professional manner at all times.
It is prohibited to send chain letters, solicitations for money or other non-business related
issues via email to mail groups other than “classifieds.”
Computer email is company property and is not considered the employee’s private or
confidential property.
INJURY ON THE JOB
File a claim form to protect your rights and start the workers’ compensation process. Your
employer must give or mail you a claim form within one working day after learning about your
injury or illness. If your employer doesn’t give you the claim form you can download it from
the forms page of the DWC website or contact the Information and Assistance Unit.
SEXUAL HARASSMENT
Sexual harassment (unwanted sexual advances, making sexual comments, etc.) of any kind is
prohibited.
If you feel this policy is being violated, please contact your Supervisor, Manpower or Human
Resources.

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MISSON STATEMENT
CULTURE
Encourage everyone to live life being PASSIONATE
FACTS not opinion with for tangible & communication when approaching a situation
I am DRIVEN by what is needed & not what other want in their lives
MOTIVATED by helping others to learn new materials for the better
Knowing I do not know everything and always willing to LEARN more
Communication is only accomplished by UNDERSTANDING others by explanation to one
another
DIVERSITY is beautiful only to focus on how we are always CHANGING for the better
Obstacles will always run into your path but MOVE FORWARD only to look back if you need
too.
The goal is always move forward NEVER BACKWARDS and continue moving
Remember the GOAL for a better future is by accepting change
Always BE GRATEFUL for those that have crossed your path in your life.
To be UNSTOPPABLE is based on being UNITED as equals to be ONE
Knowing it is never to late to make things right, just be HONEST & OWN IT

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COUNTY RESOURCES
FINANCIAL ASSISTANCE
GENERAL ASSISTANCE
California law requires that each county have a program to assist its low-income residents who
are not eligible for cash assistance from other State and/or Federal programs. Santa Clara
County’s program is called “General Assistance” or “GA.” The GA Program provides
monthly grants to eligible persons legally residing in the County who have no other means of
support.
Effective January 1st, 2014 GA benefits received are no longer considered loans. These benefits
don't have to be paid back to the County unless: the individual is eligible and approved for
Supplemental Security Income (SSI) for the months he/she received GA and/or there is an over
issuance of GA benefits. GA monies received for the months prior to January 1st, 2014 are still
considered loans and must be paid back to the County
Whether or not a person is eligible to receive GA benefits depends on a number of things,
including employment status, income, residency, property value, and citizenship status. The
eligibility information listed below will give you an idea of whether or not you may be eligible to
receive GA benefits. However, GA regulations are complex and eligibility for the program can
only be fully evaluated by an Eligibility Worker (EW) at the General Assistance office located at
1919 Senter Road, San Jose, 95112.
Basic Eligibility Requirements
Individuals generally must be at least 18 years of age to receive GA. Unmarried minors
(under 18 years of age) are not eligible for GA. Persons under 18 who are married, divorced,
or legally separated are not considered minors and may be eligible. Applicants who are 65
years old or older must be pending SSI or ineligible for SSI and must apply for Social Security
benefits (RSDI) and be ineligible for these benefits.
You must be unemployed, employed with income less than the grant level, or unable to work
because of a physical, mental, or functional disability.
Unemployed persons who are able to work must participate in the County's
Vocational Services Program.
All applicants/recipients must sign an Authorization for reimbursement of interim
assistance form when it is required.
Personal property is limited to $500. Personal property includes bank accounts (checking or
savings), stocks, bonds, cash on hand, and so on.
One motor vehicle, five years old or older with a gross market value of not more than $4,650,
may be exempt.
There is no limit on the value of real property if it is used as your home. If it is NOT used as
your home then 6% of the value is counted as income.

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Income Limits
All income received from any source must be reported and is subtracted from the monthly GA
grant. All GA applicants and recipients must apply for other type(s) of income, which they may
be eligible to receive. Persons who are entitled to other public assistance programs (like
CalWORKs or SSI) are NOT eligible for GA.
Employable Recipients
Persons who are able to work must be available for, and actively seek, full-time employment.
The Vocational Services Division (VSD) will assign employable persons to various activities.
Unemployable Recipients
Persons who claim that they are unable to work must provide medical verification and are
required to cooperate in planning for rehabilitation as appropriate.
GA Payments
Not all persons eligible for GA receive the maximum grant amount. The grant amount may be
lowered if you have other money coming in. Your Eligibility Worker can provide you with the
most accurate information. The following chart shows the grant amounts an eligible person
may receive per month:
Maximum Monthly Benefit Level (Effective 04/01/16)
Living Arrangement GA Grant Amount
One person living alone $ 343
One person living with others
(Rate based on number of persons sharing)
$ 257 - $ 292
Husband and wife living alone $ 460
Husband and wife living with others
(Rate based on number of persons sharing)
$ 345 - $ 391
One person residing in State-licensed Board and Care
home
(Payment to the home is $901 and Payment to the client is
$28)
$ 929

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Vendor Payment for Rent
Verification of housing costs must be provided. The GA rent amount is paid directly to the
landlord. This payment is called a “vendor payment” and is reported to the Internal Revenue
Service (IRS) and the State Franchise Tax Board (FTB) as income to the landlord.
Applying for General Assistance
All applicants for GA must apply at the:
General Assistance Office
1919 Senter Road
San Jose, CA 95112
For more information, call (408) 758-3100 and ask for the supervisor of the day. The Supervisor
will give you more information and answer any questions you may have about the GA Program.
Documents You Will Need To Bring When You Apply
Your Eligibility Worker will tell you exactly which documents you need to bring in to see if you
are eligible for GA. The documents will also be needed for the worker to figure out how much
you’ll be receiving per month. Couples applying for GA must provide a marriage
certificate. The following list contains examples of other kinds of documents you may need to
give your Eligibility Worker.
Proof of Identity
 Picture Identification Card or Driver’s License from the Department of Motor Vehicles
(DMV) or two pieces of identification, which have a signature, and/or physical
description of yourself.
Proof of Residence
 Rent receipts
 Utility bills
 DMV Identification Card or Drivers License
Social Security Number (SSN) for Each Household Member
 Social Security Card
 Proof of application for Social Security number at time of GA application.
Proof of Citizenship, Noncitizen Status, or Immigrant Status
 Birth Certificate

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 Alien Registration Card
Social Security Number
 Social Security Card(s)
 Proof of Application for Social Security Card (For each person you’re applying for).
NOTE: If you do not have a Social Security Card, when you come in for your interview, the
EW will give you a form to take to the local Social Security Office.
Proof of Immigrant Status
 Green Card or Alien Registration Card
Proof of Property
 Bank statements (checking and/or savings accounts)
 Car registration(s)
 Documents that show the value of property
Proof of Income
 Pay stubs
 Award Letters
 Documents that show where the money came from
Proof of Shelter Costs/Expenses
 Housing bills, rent receipts
 Utility bills
 Shared Housing Forms
NOTE: A housing verification form and a W-9 form will be included in your application
packet when you come in to apply for GA. Your Landlord may complete these forms to
establish vendor payments. All vendor payments (up to the maximum allowable
GA grant) are paid directly to the Landlord

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CASH ASSISTANCE FOR FAMILIES WITH CHILDREN – CALWORKS
CalWORKs is a program that helps eligible families becomes self-supporting through temporary
cash aid and assistance in finding and keeping a job (CWES). It is California’s Temporary
Assistance to Needy Families (TANF) Program and provides a number of services, including cash
aid, child care, and job search guidance. When receiving CalWORKs cash aid, the family also
receives Medi-Cal and may be eligible for CalFresh benefits.
Generally, adults can get up to 48 months of cash aid. There are, however, certain
circumstances that, if present, enable the adult to be exempted from this time limit. When cash
aid stops for the adult family members, money may still be available to help support minor
children in the home.
The eligibility information listed below will give you an idea of whether you may be eligible to
receive CalWORKs assistance. However, eligibility for the program can only be fully evaluated
by an Eligibility Worker (EW) at one of our Social Services Agency Intake Offices.
Deprivation – A parent or caretaker relative may be eligible for CalWORKs assistance if he/she
cares for an eligible child who is without parental support because one or both parents are
either absent from the home, disabled, deceased, or unemployed.
Age – Eligibility requirements that relate to age include the following:
• Children are eligible until their 18th birthday. Eighteen-year-olds may continue to be eligible
if they are full-time students, regularly attending high school or the equivalent, and
expected to graduate before their 19th birthday.
• Pregnant or parenting teens (under the age of 18) must live with their parent(s) or other
appropriate relative in order to receive CalWORKs.
• Children age 6 and older must regularly attend school. Proof that children under the age of
six have had age-appropriate immunizations is also required.
• Children age 19 or older are NOT eligible for CalWORKs, but may continue to be eligible for
other programs, such
as http://www.calfresh.ca.gov/CalFresh or https://www.sccgov.org/sites/ssa/debs/hc/Medi-
Cal/Pages/Health-Coverage--Medi-
Cal.aspxhttps://www.sccgov.org/sites/ssa/debs/hc/Medi-Cal/Pages/Health-Coverage--
Medi-Cal.aspxhttp://www.medi-
cal.ca.gov/https://www.sccgov.org/sites/ssa/debs/hc/Medi-Cal/Pages/Health-Coverage--
Medi-Cal.aspxMedi-Cal.
Income Limits and Payment Amounts – The following rules are related to income and how it
is used when figuring out CalWORKs eligibility and payment amounts:
• A family’s gross non-exempt income, minus $90.00 for each employed individual, must fall
below the amount shown on the Minimum Basic Standard of Adequate Care (MBSAC) Chart

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below. (The MBSAC Chart, for example, shows that for a family of
three, MBSAC is $1,292.00. This means that, in order to qualify for CalWORKs, this family’s
gross [before taxes] non-exempt income, minus $90.00 for each employed individual, must
be under $1,292.00.)
• Any money the family currently has available to meet their needs is counted as
income. Income includes but is not limited to: Job earnings, Unemployment Insurance
Benefits, Disability Benefits, Social Security Benefits, and so on. The net income amount
must be less than the amount shown on the Maximum Aid Payable (MAP) Chart for the
family size.
The chart below shows income limits as well as the maximum amount of money a family can
get each month through CalWORKs. The amounts are set by the State. Your Eligibility Worker
will tell you exactly how much money you will get after figuring out how much money you
already have coming in. To figure out what monthly payments to you will be, the Eligibility
Worker will also look at other information such as how much the things you own are worth.
Maximum Aid Payments (MAP) Effective April 1, 2015 and
Minimum Basic Standards for Adequate Care (MBSAC)
Effective July 1, 2016
Number of
Eligible Family
Members in the
Same Home
Maximum Amount
of Aid Payable to
the Unemployable
Maximum Amount
of Aid Payable to the
Employable
MBSAC (adjusted income
must fall below the
applicable amount listed)
1 $ 387 $ 350 $ 636
2 636 569 1,042
3 788 704 1,292
4 936 840 1,533
5 1,065 954 1,750
6 1,197 1,072 1,968
7 1,315 1,178 2,163
8 1,434 1,283 2,354
9 1,549 1,387 2,554
10 1,665 1,490 2,772
Note: Payments are not based on the actual living expenses of the family. If eligible, the
family receives a set amount of money, and it is their responsibility to determine how to meet
their household expenses.

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Property – A CalWORKs family can own up to $2,250 of real and personal property. Real
property includes land, houses, and other buildings. Examples of personal property include
checking and savings accounts. If a family has a parent or caretaker 60 years of age or older,
the property limit is increased to $3,250.
If you own and live in your home, it is not counted as property.
Citizenship – The applicant and his/her family must be United States citizens or have
satisfactory immigration status. The immigration status of all noncitizens is verified with the
Bureau of Citizenship and Immigration Services (BCIS), formerly Immigration and
Naturalization Services (INS). If an immigrant entered this county as a sponsored noncitizen,
the income and resources of the sponsor will be considered in determining CalWORKs
eligibility.
Employment – Once it is determined that you meet the CalWORKs eligibility requirements;
another determination is made based on whether the adults are employable or
unemployable.
• All parents or caretaker relatives must participate in CalWORKs Employment Services
activities unless they are exempt.
• Employment Services participants are assigned to activities meant to lead to a job and
eventual self-sufficiency. Necessary supportive services, such as child care and
transportation, will be provided.
Child Support – All absent parents are responsible for the financial support of their children.
The custodial parent or caretaker relative must provide sufficient information to locate the
absent parent(s) to determine the absent parent’s financial responsibility.
• The absent parent will be contacted by the Local Child Support Agency (LCSA) to pay back all
or part of the CalWORKs money received.
• Child support is counted as income and CalWORKs recipients who receive direct child
support are required to assign their support rights to the County.
Diversion Program
The Diversion Program is available to potentially eligible CalWORKs applicants to help the
family overcome a short-term crisis. It is intended to provide immediate financial assistance
that can help individuals keep or start a job and continue to be self-supporting.
If it is determined by the Eligibility Worker (EW) that a family may be better served by
receiving a one-time Diversion Program payment instead of monthly cash payments, the EW
will discuss this option with the applicant.
Special Needs
Additional benefits are available to CalWORKs recipients for special diets, pregnancy needs,
and Homeless Assistance. The Homeless Assistance payment is a once-in-a-lifetime payment.
Time Limits
CalWORKs parents or caretaker relatives are limited to a total of 48-months of cash
assistance. This also applies to any months (from January 1998 on) in which the parent(s)
received cash aid from any state. There are, however, certain exemptions to the 48-month

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lifetime limit which can be explained by your Eligibility Worker. Once the CalWORKs 48-month
lifetime limit is reached, unless an exemption is authorized, the adult will no longer be eligible
for CalWORKs. However, the children may remain eligible.
Statewide Fingerprint Imaging System (SFIS)
On August 1, 2000, fingerprinting and photo imaging became a requirement for adults
applying for CalFresh benefits and CalWORKs assistance. To receive CalFresh or CalWORKs
benefits, applicants must agree to have their fingerprints and photo images compared with
the images of other welfare recipients in the Statewide Fingerprint Imaging System (SFIS)
database.
This is a statewide eligibility requirement that is meant to prevent fraud by NOT paying cash
aid or NOT authorizing CalFresh for the same person in more than one case. SFIS information
is highly confidential and WILL NOT be shared with other agencies.
Direct Deposit and Electronic Benefit Transfer (EBT)
CalWORKs benefits are provided to eligible persons using one of the following two methods:
• Persons eligible for CalWORKs cash benefits have the option to have benefits “directly
deposited” into their checking or savings account.
• If Direct Deposit is NOT selected, cash benefits are received through a plastic Electronic
Benefit Transfer (EBT) card at automated teller (ATM) and point-of-sale (POS) machines.
Applying for CalWORKs
Click here for a list of Social Services Agency Intake Offices. A CalWORKs Eligibility Worker can
only make a decision on whether or not you are eligible for CalWORKs.
CalWORKs Application Guidelines
Documents You Will Need to Bring When You Apply
Your Eligibility Worker will tell you what documents you need to provide. The documents will
be used to see if you are eligible for CalWORKs, and to figure out what the payments to you
and your family will be. The following list contains examples of the kind of documents you
may need to give your Eligibility Worker.
Proof of Deprivation
• Death Certificate(s)
• Supplemental Security Income (SSI) Award Letter
• Unemployment Insurance Benefits (UIB)—Approval or Denial Letter
Proof of Age
• Birth Certificates
• Naturalization Certificate
• Immigration Card
Proof of Residence
• Rent receipt
Proof of Citizenship, Noncitizen Status, or Immigrant Status

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• Birth Certificate
• Alien Registration Card
• Social Security Card(s)
• Proof of Application for Social Security Card (For each person you’re applying for).
Proof of Immunizations for Children Under the Age of Six
• Immunization (Shots) Record
Proof of Income
• Pay stubs
• Award Letter
• Papers that show where the money came from
Proof of Expenses
• Utility bill
• Rent receipt
Proof of Property
• Bank statements
• Car registration
• Papers that show value of property

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REFUGEE CASH ASSISTANCE PROGRAM (RCA)
Refugee Cash Assistance (RCA) is part of the federal Refugee Resettlement Program (RRP). It
provides financial assistance to people admitted to the United States (U.S.) as refugees. Adult
refugees without minor children and refugee families that do not qualify for CalWORKs may be
eligible to receive RCA benefits during the first 8 months of residency in the United States.
Refugee families with minor children who do not meet RCA requirements, but who meet the
income and property limits of CalWORKs, may be eligible to receive CalWORKs cash assistance.
Both CalWORKs- and RCA-eligible refugees may also meet the requirements for Medi-Cal, Food
Stamps, and other benefits.
The eligibility information listed below will give you an idea of whether or not you may be
eligible to receive Refugee Cash Assistance. However, eligibility for RCA can only be fully
evaluated by an Eligibility Worker at the Assistance Application Center, 1867 Senter Road, San
Jose, California.
Basic California Eligibility Requirements
To be eligible for RCA benefits, refugee families and adult refugees without children must fit
into at least one of the following categories:
Individuals and couples with no minor children
Families that are not CalWORKs eligible (i.e., unemployed less than 30 days and have resided
in the U.S. less than 8 months)
Pregnant women in the first two trimesters of their pregnancy (i.e., six months or less)
Trafficking victims
Persons granted asylum
Eligible refugees may only receive RCA for 8 months. The 8 months start with the refugee’s
date of entry into the United States.
Refugees must be ineligible for CalWORKs before RCA can be considered.
Applicants for RCA must provide documentation of refugee status from the Bureau of
Citizenship and Immigration (BCIS), formerly Immigration and Naturalization Service (INS).
The refugee’s Resettlement Agency and/or Sponsor must be contacted prior to issuing aid to
determine what assistance is being provided.
There are employment and training requirements that must be met and full cooperation is
expected. Nonexempt refugees are referred by Social Services Agency to Central Intake Unit
(CIU). The CIU will place the refugee in special federally-funded projects providing English
language training, vocational training, or job placement services. There are certain refugees,
such as those who are ill, aged, or employed who may be excused from this requirement.

22
Full-time college students of any age are NOT eligible for RCA unless they are placed in a
college program as part of an employability plan approved by CIU.
The income limits for the RCA Program are the same as those for the CalWORKs Program. The
“Applicant Gross Income Eligibility” is based on the number of eligible persons living in the
same home and the amount of their combined income.
An individual’s (or couple’s) gross non-exempt income, minus $90 for each person, must fall
below the amount shown on the Minimum Basic Standard of Adequate Care (MBSAC) Chart
below. (For example, the MBSAC Chart shows that for a refugee couple, MBSAC is $989. This
means that, in order to qualify for RCA, this couple’s gross [before taxes] non-exempt income,
minus $90 for each employed individual, must be under $989.)
Once eligibility is established, clients are allowed certain work expense deductions from their
gross income before computing the amount of cash aid they will receive.
The chart below shows income limits as well as the most money a person eligible for RCA can
get each month. Your Eligibility Worker, based on chart amounts and relevant income-related
information, will decide actual payment amounts.
The property limits for the RCA Program are the same as the CalWORKs Program: The
applicant may have up to $2,000 in real and/or personal property. Real property includes
land, houses, and other buildings. Examples of personal property include checking and
savings accounts.
If the Assistance Unit (i.e., eligible persons in the home) has a person 60 years of age or older,
the property limit is increased to $3,250. If you own and live in your home, it is not counted as
property.
Statewide Fingerprint Imaging System (SFIS)
Maximum Aid Payments (MAP) and
Minimum Basic Standards for Adequate Care (MBSAC) Charts
Effective July 2015
Number of
Eligible Family
Members in the
Same Home
Maximum
Amount of Aid
Payable to the
Unemployable
Maximum
Amount of Aid
Payable to the
Employable
MBSAC (adjusted
income must fall
below the
applicable
amount listed)
1 $387.00 $350.00 $619.00
2 $636.00 $569.00 $1,014.00

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On August 1, 2000, fingerprinting and photo imaging became a requirement for adults applying
for Food Stamp benefits and CalWORKs assistance. To receive Food Stamp or CalWORKs
benefits, applicants must agree to have their fingerprints and photo images compared with the
images of other welfare recipients in the Statewide Fingerprint Imaging System (SFIS) database.
This is a statewide eligibility requirement that is meant to prevent fraud by NOT paying cash aid
or NOT authorizing Food Stamps for the same person in more than one case. SFIS information
is highly confidential and WILL NOT be shared with other agencies.
RCA benefits are provided to eligible persons using one of the following two methods:
• Persons eligible for RCA cash benefits have the option to have benefits “directly deposited”
into their checking or savings account.
• If Direct Deposit is NOT selected, cash benefits are received through a plastic Electronic
Applying for RCA
If you would like to apply for Refugee Cash Assistance (RCA), you may apply at the following
address:
Assistance Application Center
Social Services Agency
1867 Senter Rd.
San Jose, CA 95112
For more information, you may call (408) 758-3800.
Your Eligibility Worker will tell you exactly what documents you need to provide. The
documents will be used to see if you are eligible for RCA and to figure out how much money
you will receive. The following list contains examples of the kind of documents you may need to
give or show your Eligibility Worker.
Proof of Identity
 Driver’s license or Identification (ID) Card issued by the Department of Motor Vehicles
(DMV)

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 Passport
Proof of Age
 DMV Driver’s License or ID card
 Proof of Application for Social Security Card
Proof of Property
 Bank Statements
 Vehicle Registrations
 Papers that show value of property
Proof of Income
 Pay stubs
 Papers that show where the money came from
 Housing bill or rent receipts
 Utility costs
 Shared housing forms

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CASH ASSISTANCE PROGRAM FOR IMMIGRANTS (CAPRI)
CAPI provides cash payments to certain legal noncitizens who are 65 years of age or older; and
to certain legal noncitizens of any age who are blind or disabled. Persons who are blind or
disabled must show proof that they have been denied Supplemental Security Income/State
Supplementary Payment (SSI/SSP) solely because of their immigrant status.
Whether or not you are eligible for CAPI, you may still be eligible for other programs such
as CalFresh, Medi-Cal, and/or In-Home Supportive Services (IHSS).
The eligibility information below will give you an idea of whether you may be eligible for CAPI.
However, eligibility for the program can only be fully evaluated by an Eligibility Worker at
the Social Services Agency Intake Office that administers CAPI. This office is located at 1919
Senter Road, San Jose, 95112.
If you are 65 or older or blind or disabled and have been denied SSI/SSP payments because of
your immigrant status, you may be eligible for CAPI payments if you:
 Have little or no income, and
 Own items valued at less than $2,000 if you are single, or $3,000 if you are married.
The value of the home you live in is NOT counted. Property and income you have outside the
United States is counted, as well as other property (i.e., other than the home you live in) and
income you have in the United States. In addition to meeting the income and property limits,
you must live in California and be in one of the following groups:
 Noncitizens who entered the United States on or before August 21, 1996 who are blind
or disabled and meet the SSI/SSP immigration standards in effect on August 21, 1996.
 Noncitizens who entered the United States on or before August 21, 1996 who are 65
years of age or older and meet the SSI/SSP PRUCOL requirements for residency, but DO
NOT meet the current immigration status requirements.
Note: PRUCOL stands for Permanently Residing Under Color of Law. PRUCOL
requirements apply to certain legal noncitizens that are permanently living in the United
States with the knowledge and permission of the Bureau of Citizenship and Immigration
Services (BCIS). BCIS was formerly Immigration and Naturalization Services (INS).
 Lawful permanent residents (LPRs) who entered the United States on or before August
21, 1996 who are 65 years of age or older, but DO NOT meet the SSI/SSP disability
requirements.
 Certain refugees, asylees, parolees, Americans, conditional entrants, individuals with
deportation withheld, and others who are 65 and older and NOT eligible for SSI/SSP.
 Sponsored legal immigrants who are 65 and older, blind or disabled who entered the
United States on or after August 22, 1996 whose sponsor is deceased, disabled, or
abusive to the immigrant.

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Note: A legal non-citizen, 65 years of age or older may qualify for CAPI based on age. A
disability determination is not usually required. Children under the age of 18 may be
eligible for CAPI if they are blind or disabled and meet the other non-medical eligibility
requirements.
CAPI Payments
Not all persons eligible for CAPI receive the maximum payment amounts. CAPI payments vary
according to income, marital status (single or married), sponsorship status, age, disability,
housing arrangements, and so on.
 CAPI monthly payment amounts for qualified single individuals range from $537.50 to
$922.40*
 CAPI monthly payment levels for qualified married couples range from $561.23 to
$1,148.37* Each
 *Levels may change depending on the State of California's budget.
Payments may be lowered if you have other money coming in. If you have a sponsor,
the income and property of your sponsor may be counted. Your Eligibility Worker can
give you more information about payment amounts and how income and property
affect them.
The following payment amounts do not cover all situations and are subject to periodic
change. The County Social Services Agency will publish the payment changes as soon as
possible after notification by the State.
CAPI Payment Chart (Effective 01/01/17)
Individuals Aged Disabled Blind
Independent Living $885.72 $885.72 $942.23
Non-Medical Board and Care $898.23 $898.23
Independent Living, No Cooking Facilities $972.04 $972.04
Household of Another $644.24 $644.24 $700.76
Disabled Minor Child $790.15
Disabled Minor (Household of Another) $548.67
Couples Aged and/or Disabled (Both CAPI)
Independent Living $1,490.14 (÷ 2 = $745.07 each)
Non-Medical Board and Care $2,296.74 (÷ 2 = $1,148.37 each)
Independent Living, No Cooking Facilities $1,662.77 (÷ 2 = $831.38 each)
Household of Another (HOA) $1,127.75 (÷ 2 = $563.87 each)

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Couples Blind (Both CAPI)
Blind Person with Aged or Disabled Spouse (Both CAPI)
CAPI benefits are provided to eligible persons using one of the following two methods:
 Persons eligible for CAPI cash benefits have the option to have benefits “directly
deposited” into their checking or savings account.
 If Direct Deposit is NOT selected, cash benefits are received through a plastic Electronic
Applying for CAPI
If you would like to apply for CAPI, you may apply at the following address:
Social Services Agency
1919 Senter Road
San Jose, CA 95112
For more information, you may call (408) 758-3100 and ask for the Supervisor of the Day. The
supervisor will give you more information, and answer any questions you may have about CAPI.
Your Eligibility Worker will tell you exactly what documents you need to provide.
The documents will be used to see if you are eligible for CAPI, and to figure out what your
payments will be. The following list contains examples of the kind of documents you may need
to give or show your Eligibility Worker.

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Proof of Identity
 Any documentation that reasonably shows identity such as a Driver’s license,
Identification (ID) Card from the Department of Motor Vehicles (DMV), or Passport.
 A Work or School ID Card
Proof of Residence
 Rent receipt
 Utility bill
 DMV Identification Card or Driver’s License
Proof of Age
 DMV Driver’s License or ID card
Social Security Number (SSN) for Each Household Member
 Proof of Application for Social Security Card
Proof of Property
 Bank statements (checking and/or savings accounts)
 Car registration(s)
 Papers that show value of property
Proof of Income
 Pay stubs
 Papers that show where the money came from
 Housing bill or rent receipt
 Utility bill
 Shared housing forms
Proof of Disability (if application is based on blindness/disability)
 Award Letter
 Letter from doctor listing disability and how long disability will last.
 Other proof

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EMPLOYMENT ASSISTANCE – CALWORKS EMPLOYMENT SERVICES (CWES) PROGRAM
All parents and caretaker relatives who receive CalWORKs cash assistance must participate with
CalWORKs Employment Services (CWES) unless they are exempt. CalWORKs stands for California
Work Opportunity and Responsibility to Kids. It is California’s Temporary Assistance to Needy
Families (TANF) Program and provides temporary cash aid to eligible families with minor
children. CalWORKs also provides assistance in finding and keeping a job through its
Employment Services Division (CWES).
CWES activities include job-related education or training and/or job-search preparation such as
attending a job-preparation workshop, participating in practice job interviews, and going to
actual job interviews. The goal of the CWES Program is to help clients prepare for work and find
a job so that they can become self-sufficient.
In order to be eligible for employment services, you must be a CalWORKs recipient or be
employed and have received CalWORKs cash aid in the last 12 months. Refer to the California
Work Opportunities and Responsibility to Kids (CalWORKs) for eligibility requirements for cash
aid.
CWES Activities
CWES activities vary in length of time and may be limited to 24 months. Below are some of the
activities that clients participate in:
 Orientation/Appraisal – This first activity will explain the CWES program and an
appraisal will be done to examine each client’s skills and abilities.
 Job Club – Prepares a client to be job-ready and actively seek employment. It consists
of one week of classroom instruction (to help clients set goals, write resumes, acquire
job interview skills, and keep a job) followed by additional weeks of structured Job
Search/Networking.
 Self-Initiated Programs – If a client is currently enrolled in a full-time vocational training
or educational program at an approved school and expected to complete the program
prior to using their 48-month time limit, the County may approve this as a self-
sufficiency activity.
 Assessment – This activity is for the client and the County to put together an
Employment Plan to help the client get a job. Assessment staff will look at a client’s

30
abilities, interests, achievement tests, work history, and education. CWES will also
assess for learning disabilities.
 Adult Basic Education Services – If a client has not completed high school, does not
have basic reading or math skills, or does not speak English, he/she may be assigned to
an educational activity such as Adult Basic Education, English as a Second Language
(ESL), or GED classes.
 Work Experience / Community Service – In this activity clients will develop their job
skills by training and working in public or private non-profit organizations or private
companies. Clients will not receive wages but will build up their work history.
 Vocational Training – This activity will teach clients skills to qualify them for a specific
job. Vocational programs are often short-term and may result in a certificate.
 Retention and Advancement Services – Helps clients keep their jobs and/or secure
higher paying positions as they work toward self-sufficiency.
 Sessions to Enhance Professional Skills (STEPS) and Job Enhancement Tools (JET) –
During these workshops clients gain valuable job readiness skills to prepare them for
their next CWES activity.
 Subsidized Employment – Clients receive valuable work experience and receive paid
wages. The wages the employer pays are subsidized.
Supportive Services
CWES will help clients with supportive services in order to allow them to participate in a self-
sufficiency activity. Supportive services include:
 Child Care – If childcare is necessary for a client to get a job or participate in other CWES
activities, child care payments can be made for children under 13 who are in the client’s
CalWORKs case.
 Transportation – The County will pay up to a certain amount for travel to and from the
self-sufficiency activity and travel to and from the childcare location.
 Work or Training Related Expenses – Payments for books, tools and special clothing can
also be made if it is necessary for a client to participate in assigned activities.
 Ancillary Services – Counseling and treatment services are available to clients in the
areas of domestic violence, substance abuse, and mental health. Also included are
vehicle repairs, conviction record expungement, and family stabilization services.

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Mandatory Participation
Participation in the CalWORKs program is mandatory unless a client is exempt. Clients in one-
parent households are required to participate 30 hours per week with no child less than six
years of age or 20 hours per week with a child less than six years old. Clients in two-parent
households must participate 35 hours per week. A client’s cash grant will be lowered if he or
she refuses or fails to meet program requirements without a good reason. If a client is
sanctioned, the participant will need to meet program requirements prior to having their
sanction removed.
Exemption Criteria
Clients may be eligible for an exemption if they:
 Are under 16 years of age or 60 years or older.
 Are 16, 17, or 18 years old and go to school (not college) full time.
 Are pregnant and a doctor states they cannot work or participate in CWES.
 Have a disability that is expected to last at least 30 days that would keep them from
participating in CWES and they are getting or trying to get medical help.
 Are a non-parent relative caring for a child who is a dependent of the court or a child at
risk of placement in foster care.
 Must stay home to take care of another member of the household who is ill or
incapacitated.
 Are a parent or caretaker relative of a child 6 months or younger and are providing care
for that child. A parent who has previously used the 6-month exemption, will only
qualify for a 3 month exemption for subsequent child up to the child turning 3 months
of age.
 Are a parent or caretaker of a child from birth through 23 months of age. This Young
Child Exemption (YCE) is a one-time only exemption.

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RE-ENTRY RESOURCE CENTER
The Reentry Resource Center offers services to formerly incarcerated Santa Clara County
residents, supporting reentry efforts and building a safer community.
Vision
Build safer communities and strengthen families through successful reintegration and reentry
of formerly incarcerated individuals back into Santa Clara County.
Mission
Reduce recidivism by using evidence-based practices in implementing a seamless system of
services, supports, and supervision.
Services
 Alcohol and drug treatment referrals
 Cal Fresh food assistance
 Clothes closet
 Computer literacy lab
 Counseling
 Expungement (record clearance)
 General assistance benefits
 Health referrals
 Healthcare coverage
 Housing assistance/referrals
 Intake and assessment
 Medical clinic
 Mental health referrals
 Peer mentoring
 Resources to the faith communities
 Transitional case management
Referral to community services:
 Education
 Employment
 Family reunification
 Legal services
 Vocational training

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Programs
Probation AB 109 Intake & Assessment
Probation Officers and support staff at the Reentry Resource Center assess clients’ needs,
identify resources, and connect clients to support services. (408) 535-4244
Alternative Custody Programs
 Public Service Program (PSP) - A community service program as an alternative to
incarceration
 Weekend Work Program (WWP) - A court-mandated program for low-risk offenders
(408) 535-4211
 Reentry Corrections Program (RCP) Trauma recovery, behavior modification, case
management & counseling
 Custodial Alternative Supervision Unit (CASU) – Supervision for in-custody individuals
participating in community-based programs. (408) 535-4235
Parole Program
One-stop comprehensive service delivery and intensive case management for parole clients.
Enrollment based on referral by parolee’s Agent of Record. (408) 535-4000
Faith-Based Resource Centers (FBRC)
The Faith-Based Collaborative and Faith-Based Resource Centers (FBRC) are programs of the
Behavioral Health Department developed to offer hope, compassion, forgiveness, trust, and
accountability together with immediate and long-term resources. (408) 535-4274

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LEADERS AND MANAGERS POINTERS
LEADERSHIP
YOU’RE MINDSET AND THE ORGANIZATION CULTURE
One of the absolute realities in the world of leadership is the relationship between the leadership skills of the
boss and the wellbeing and performance of the organization. Related to this is the environment and the
organizational culture. Good solid leaders provide good solid guidance, and insist that their subordinate
leaders do the same. Generally, good leadership results in an organization where people feel good about
themselves, their mission, and the organization, and where backstabbing, poor organizational relationships,
personal attack driven competitiveness, and other foolish behaviors that detract from the mission are at a
minimum. Unfortunately, weak leadership yields just the opposite. It is essential for a leader to establish and
maintain a positive and professional organizational climate.
• IT IS AN HONOR AND A PRIVILEGE TO LEAD OTHERS. The most valuable asset that we
possess is our people. The leader is entrusted to encourage, develop, mentor, and train our
personnel. As we accomplish these tasks through subordinate leaders, our job becomes more
satisfying and fulfilling.
• REMEMBER – LEADERSHIP IS NOT JUST ABOUT YOU. Leadership is not just about your
actions and decisions, but equally as important is the coaching and mentoring you providing to
your subordinate supervisors and managers. Ensure that you provide not only leadership
instructions, but that you ensure that they practice what you preach! Do not permit your
subordinate leaders to pick and choose what they intend to practice – Be decisive and let there
be no room for misunderstanding with respect to your expectations of their leadership
behaviors.
• LEADERSHIP SKILLS ARE PERISHABLE. Leadership Skills and principles must be taught,
practiced, remembered, and reinforced. If they are not, the leader tends to fall back on poor
personal traits, thereby damaging the reputation and effectiveness.
• EVERY EMPLOYEE IS THE MOST IMPORTANT PERSON IN THE WORLD TO SOME OTHER
PERSON. We must never lose sight of the fact that our employees are also sons and daughters,
mothers and fathers, brothers and sisters, and the 7 loved ones of a great many other persons.
They are just like us in terms of the things that make them happy and sad, satisfied and
otherwise, and in wanting the very best for themselves and for their families. Leaders are
continually sensitive of this dimension.
• ALWAYS TREAT EVERY EMPLOYEE THE WAY YOU WOULD WANT YOUR SON OR DAUGHTER
TO BE TREATED. Regardless of the circumstances! This is among the traits that truly illustrates
the leader who genuinely cares about being fair and doing the right things. This sets the
standard that contributes to an organization that really cares about its people, and it is a quality
that everyone can appreciate. While always applicable, it takes on special meaning when a
person is facing discipline or even termination. This does not mean that we fail to take
appropriate action in painful situations; just that we take those actions with the same degree of

35
fairness, compassion, and professionalism that we would want for our loved ones in those same
circumstances.
• YOU CANNOT HAVE A BAD DAY! At least not visibly so. A big part of true managerial maturity
is the ability to not let your personal problems be reflected in your leadership at work. As a
leader, you are always being watched whether you realize it or not. A stable temperament goes
a long way in establishing your command presence.
• ALWAYS MAINTAIN A POSITIVE WINNING ATTITUDE. JUST as a bad attitude is infectious, so
is a good attitude. Your subordinates need to see a leader who is friendly, optimistic, and
positive in all that he or she says or does. We can all reflect on situations where we arrived at
work in a good mood that was quickly changed by a supervisor with a poor attitude.
• GREET EVERYONE WITH A SMILE AND A FRIENDLY SALUTATION. This small gesture means a
great deal to other people. Those who reserve this goodwill only for their superiors are all too
obvious.
• CREATE AN ENVIRONMENT CONSISTENT WITH YOUR MISSION. Do the furnishings and
accoutrements of your facility compliment the environment that you seek to create? We can all
take a lesson from the Navy and it’s ability to create a recruiting office in the middle of the
desert that makes a visitor feel like he or she is in the South Pacific!
• KNOW YOUR PEOPLE. Recognizing that nothing is more important to most of us than our
families, the leader who is familiar with the families of his/her people acknowledges that
reality. It is sometimes a big job, but well worth the effort. Do not restrict this effort to just
select employees. The best leaders know the names of the husbands and wives, the very best
know the names of the dogs and cats! It is also important to know the goals and desires of your
people so that you can help them on their journey. 8
• YOUR PREFERRED MANAGEMENT STYLE MUST NOT BE YOUR ONLY STYLE. Every leader has
a preferable management style. In most instances, we know precisely what this preferred style
is based upon written survey instruments such as the Myers-Briggs. It is critical, however that
you not use your preferred style to the exclusion of other management styles that may be more
appropriate. It may very well be that there will be few instances in your career where your
preferred style is the most appropriate, or possibly none at all! Situational leadership means
just that; an effective leader has the ability to adapt his or her leadership style to the situation
at hand.
• WEAR YOUR FAIRNESS ON YOUR SLEEVE. Go out of your way in everything that you do to be
as fair as humanly possible with your people. Go that extra mile to find out what occurred and
why. Give people the opportunity to state their case, and listen carefully. Withhold judgment
until you have all the facts. If necessary, delay the imposition of discipline to investigate
potential new information, even if it is not likely to change the outcome. A well-deserved

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reputation for fairness is among the highest virtues a person can achieve, and is a key issue in
distinguishing between a manager and a leader.
• LEARN TO HOLD YOUR TONGUE AND NEVER FORGET THAT THERE ARE AT LEAST TWO SIDES
TO EVERY STORY. It is amazing how perspectives change as you talk to different people. To the
extent possible, look at all sides of an issue before making judgments and taking actions. Have
you noticed that things are almost never as they initially appear, and that things always look
different the following morning? Those impulsive remarks that you make when angry or
frustrated will long be remembered by those who heard them. Give some thought to what you
are going to say, and if practical let some time pass, and do some reflecting, before responding
to troublesome information.
• BE A CHEERLEADER FOR YOUR ORGANIZATION. Regardless of your assignment, you should
act as if there is no other place that you would rather be! To do otherwise sends out a very
poor message to the men and women that you lead. Is it unrealistic to expect a leader to show
enthusiasm for an assignment where he or she does not want to be? Absolutely not! A real
leader is a positive force for the organization where assigned. 9
• NO BAD NEWS TO PEOPLE JUST BEFORE THEY GO OFF ON DAYS OFF OR VACATION. Make
every effort to avoid giving people bad news when it is likely to ruin a weekend or vacation.
While bad news often goes with the territory and cannot be avoided, we can often provide it at
a time when it is the least likely to be personally devastating. How many weekends have you
spent worrying about something your boss said to you on Friday that could easily have waited
until Monday?
• PRACTICE INCLUSIVENESS AT EVERY REASONABLE OPPORTUNITY. Just as you would hope to
be able to provide input on the things that affect you, your people would appreciate the same
courtesy. Two absolute realities are that what we do we do better when we have more input
from those affected, and that people are more likely to embrace those things in which they
have some ownership. In the development stages of procedures, strategies, and product
evaluation, seize every opportunity to sincerely solicit input from the people who will be
affected by the outcome.
• BE SINCERE IN THE SOLICITATION OF INPUT FROM YOUR PEOPLE. If you are going to ask
people what they think, it is critical that you truly consider their points of view. Those who
merely go through the motions of soliciting input, but who really do not give much attention to
the feedback, are all too obvious. Go that extra mile in what you say and do to make it clear
that you both consider and appreciate input from your people. Inclusiveness translates into
ownership, better decisions, and better results.
• POPULARITY SHOULD NEVER BE A GOAL. The only appropriate type of popularity is a by-
product of respect, which can only be obtained and sustained by acting professionally, making
the hard calls, and doing the right things. Work hard to avoid the common tendency of new
supervisors and managers to factor employee approval into actions and decisions.

37
• DECEIT AND UNTRUTHFULNESS IS FATAL. The fastest way to destroy your credibility with
your employees is to be dishonest with them. This is a character issue, and character is among
the strongest foundations for any relationship that involves trust and confidence.
• BE CHARITABLE IN YOUR INITIAL ASSESSMENT OF OTHERS. For the most part people have
good intentions and want to do the right things. An improper snap decision that a person is a
problem can be devastating to a well-meaning employee who has been misread by the boss.
• NEVER UNDERESTIMATE THE IMPACT OF YOUR WORDS AND ACTIONS ON SUBORDINATES.
Most of the people who work for you are sensitive to your remarks, actions, and body
language. Events such as the lack of a salutation or a seemingly innocent comment that could
be constructed as criticism are 10 the types of things that cause subordinates to go home at the
end of the day and worry needlessly about work. Never be critical of employees to their
coworkers, the word always gets out and you have unwittingly produced an enemy.
• DO NOT MISTAKENLY CHARACTERIZE ECCENTRIC BEHAVIOR AS A DELIBERATE
MANAGEMENT STYLE. Avoid the tendency to be an apologist for a manager who does or says
strange things and who does not exercise positive people skills. Such behavior is a reflection of
weak or non-existent leadership skills, and should not be seen as a deliberate management
style.
• COMMIT YOURSELF TO REDUCING ORGANIZATIONAL INTRIGUE, POSTURING, AND SNIPING.
There is an absolute negative correlation between organizational effectiveness and
organizational politics. To the extent that people devote energy to internal politics, the amount
of effort devoted to our primary mission is diminished. There are far too many situations where
key people foolishly expend too much energy on political gamesmanship, and where the
backstabbing in the police stations exceeds the violence in the streets!
• NEVER FORGET WHERE YOU CAME FROM AND THE THOUGHTS THAT YOU USED TO HAVE.
Remember when you used to question foolish directives, questionable promotions, weak
training, and weak supervision? Remember also when you used to ask yourself if the boss really
cared and, if so, why certain things were permitted to occur? Are your people asking
themselves these same questions?
• BE STRAIGHT FORWARD AND DIRECT. You are doing something wrong if people have to
“read between the lines” to figure out what you want done or to determine your thoughts on a
particular issue. Say what you mean and mean what you say.
• EFFICIENT MANAGEMENT OF THE STATUS QUO IS NOT LEADERSHIP. In a challenging and
dynamic environment, the efficient management of the status quo is not leadership! The
qualities of energy, initiative, ingenuity, and proactively are essential ingredients in the makeup
of a leader. A person who merely does a good job with respect to dealing with those things that
come his or her way is not practicing leadership.

38
• SILENCE IS NOT GOLDEN FOR LEADERS. Without suggesting that a leader should wade into
every issue where there is disagreement, there are times when firm stands need to be taken.
Do not be one of those shallow individuals who is quick to indicate that a particular issue is not
worth doing battle over, but who in the final analysis never battles for anything where there is a
risk and/or 11 energy involved. A real leader occasionally walks the plank. Additionally, silence
is sometimes construed as consent; do not let this assumption be made if it is not the case.
• KEEP AN OPEN MIND AND BE AN INDEPENDENT THINKER. Without suggesting any disloyalty
to your boss, do not permit his biases, prejudices, or individual disputes to become yours as
well. Do not become lap or attack dog for the boss; a good leader is neither.
• LET PEOPLE KNOW WHERE THEY STAND. Being honest with your people will give them the
opportunity to either modify their behavior or resolve what may be a misimpression on your
part. It is amazing how much can be gained when two people with good intentions chat
honestly. Also, be clear about the severity of your concerns, and do not permit them to think
that a serious problem is a minor issue.
• BE CONSPICUOUS AT OFF-DUTY ACTIVITIES INVOLVING YOUR PEOPLE. Among the qualities
of a true leader is someone whose care and concern for the troops does not stop at the end of
the workday. Without suggesting that you should attend every possible off-duty event, you
should make it a point to be accurately perceived as someone who cares enough to attend
Christmas parties, major athletic events, and related types of after-hours activities. Spend most
of your time visiting with your people and meeting with their families. Keep your drinking to a
minimum and know when to leave. If the function needs to be monitored, use a subordinate
supervisor.
• ADMIT YOUR MISTAKES AND BE QUICK TO APOLOGIZE. When you make a mistake – and we
all do – be quick and sincere in admitting that mistake and apologizing to all who may have
been inconvenienced and/or adversely affected. While it should never be the primary purpose
of an apology, a frequent by-product of this type of candor is a strengthening of your credibility
and respect in the eyes of others.
• AVOID A CHANGE IN YOUR DEMEANOR WHEN TALKING TO SUPERIORS AND
SUBORDINATES. A person whose demeanor changes when talking to someone for whom he
works versus a subordinate is immediately obvious, and troubling. Work to ensure that your
interactions with all persons are pleasant and consistent.
• DO NOT LET MISERY AND IMPULSIVENESS ROLL DOWNHILL UNNECESSARILY. The fact that
you have been dumped on does not mean that you have the right to dump on others. Have a
big set of shoulders and do not permit the impulsiveness and unreasonableness, should it
occur, of someone higher in the organization, to disrupt your organization, and cause you to be
unduly harsh with your people. 12

39
• KEEP THE WELFARE OF YOUR PEOPLE IN MIND. Always! Over the long haul, when just about
everything else has been forgotten, you will be judged more than anything else by your fairness
and how well you treated your people.
• TRUE LEADERS EXHIBIT SUSTAINED TENACITY. True leaders are continuously “leaning
forward” in trying to advance the organization and the best interests of their personnel, as
opposed to merely demonstrating an occasional “burst of brilliance.”
• REMEMBER LIFE’S PRIORITIES. While our mission and objectives are well defined, remember
the human element in dealing with your staff. Be sure to provide support and understanding
when a member of your staff experiences a life tragedy such as a death of a family member,
divorce, loss of a home due to a natural disaster, etc. This support, for all of the right and
human reasons further earns their respect. One act of kindness will be forever remembered
and further enhances your reputation as a true leader.

40
COMMUNICATION
INTERNAL COMMUNICATION AND ORGANIZATION AWARENESS
It is impossible to understate the importance of prompt, clear, and accurate information within an
organization. There is a military saying that is worthy of sharing: “If you can’t communicate, you can’t
command, and any distortions or deletions in what is communicated will result in a serious lack of
effectiveness.” The following paragraphs reflect realities and strategies that are essential for leaders to
understand and practice.
• NOTHING IS MORE IMPORTANT FOR A LEADER THAN TO KNOW AS MUCH AS POSSIBLE
ABOUT WHAT IS OCCURRING IN THE ORGANIZATION. Think about it; just about every major
problem could have been avoided or minimized if the boss had been aware of the situation
sooner rather than later. Even our weaker supervisors will usually take some action when they
become aware of a problem. The real key is taking measures likely to identify problems so they
can be identified and addressed in the early stages.
• INFORMATION DEFIES THE LAW OF GRAVITY AND DOES NOT FLOW DOWNHILL WITHOUT
CONTINUOUS EFFORT. Among the greatest challenges of a leader is to ensure the accurate flow
of information throughout the organization! The information that you pass verbally to others
will invariably become either distorted and/or partially lost as it verbally flows throughout the
organization. Continuously recognize this reality and put things in writing whenever possible.
• DISTORTION WILL OCCUR WITHOUT PREVENTATIVE MEASURES. In just about every instance
when information is passed verbally, it will be distorted. As it passes through multiple people,
the distortion will increase, as will the things that fall through the cracks and will not be passed
on. The only way to ensure accuracy is to deliver the information personally, create a video, or
put it in writing.
• HAVING AN “OPEN DOOR” POLICY IS JUST THE BEGINNING. The real key to candid and
critical input from your people will be influenced primarily by how you treat people, handle
information, and orchestrate your availability. Just as you have things you are likely to discuss
with your boss only when the “time is right” many of your people have things that they will
discuss with you only when the time is right. Get out of that office and move around the
organization as much as you can, so that you create the opportunity for critical dialog with your
people. 14
• BE ACCESSIBLE AND MINGLE WITH YOUR SUBORDINATES. The extent to which people will be
candid and bring things to your attention will be largely influenced by your accessibility. To just
be available if called upon, or to have an “open door” policy, is not enough. There are things
that people will tell you during a casual encounter that you will not learn in any other way.
Consciously plan your accessibility and visibility. Developing the sources necessary to help you
keep your finger on the pulse of your organization requires special efforts.

41
• THE BEST WAY TO DISPEL MYTHS AND RUMORS IS TO PROMPTLY DISSEMINATE THE TRUTH.
The magnitude of the misinformation is directly related to the importance of the issue and the
passage of time before accurate information is disseminated. Realistically, especially in the case
of internal investigations, there are some things that we cannot discuss. However, to the extent
possible, quickly get the truth out.
• DO NOT PERMIT THE CREATION OF AN INFORMATION VOID. Any information void will be
filled, if not by you by someone else. The last thing a leader needs is a void that has been filled
with inaccurate information.
• IT’S NOT WHAT YOU SAY, BUT HOW YOU SAY IT! Truer words were never spoken! Regardless
of intelligence, skills, or wisdom, a person who is weak in communication skills will never be
strong as a leader, especially someone whose very conversation tends to antagonize others. It
is critical for those who aspire to positions of leadership to understand that different people
respond differently to oral communications, and to develop and utilize a wide range of
approaches to convey your message.
• MAKE UNANNOUNCED VISITS AND CHAT WITH YOUR PEOPLE. This includes finding the time
to talk to the “forgotten few” – the custodians, records clerks, and mechanics – to let them
know how important they are to you and to the organization.
• DO NOT BE KNOWN ONLY THROUGH OTHER PEOPLE. Your people need to know you by
virtue of their personal observations and interactions, and not by what they are told by others.
This is especially important during troublesome times when you and the employee’s
organization may have different perspectives and you are getting criticism from various
individuals and organizations.
• KEEP DIALOG OPEN WITH EMPLOYEE ORGANIZATIONS. This can sometimes be tough
because of conflicting roles and priorities, but maintaining mutual respect with the folks who
represent your employees must be a key goal. A union official can yell, scream, and storm out
of the room, but you cannot act in a similar manner. There will often be differences of opinion,
but try to create the type of relationship where you and the union can disagree without being
disagreeable. Strive for a reputation of always being available, and of 15 listening and truly
considering all that is being said. Work with the union and try to “walk in each others shoes” as
issues are considered. Finally, remember that the union official may be a truly challenging
individual, but is still the person selected by the employees to represent their interests.
• DO NOT OVERREACT TO BAD NEWS. The way that you deal with bad news and adverse
information will play a major role in the inclination of your people to keep you informed.
• BE SENSITIVE TO THE CHAIN OF COMMAND. There is a balance involved with respect to
staying on top of things that are occurring. On one hand, you want to know as much as
possible. On the other hand, you want to be careful not to violate the chain of command. When
some information comes your way that really should have gone to a subordinate supervisor,

42
best to gently suggest to the provider that the chain of command is the most appropriate path
for routine matters. However, always let people know that you are always available for some
unique situation where the employee feels it is best to come to you (you can always
diplomatically send them to the chain of command!).
• KNOW WHEN TO BE CLEAR, DIRECT, AND DECISIVE. In much of what we do, our
communications and guidance is often of a conversational nature, and in most instances that is
an appropriate way to lead and provide guidance. However, there are instances when a leader
has to be very clear, direct, and decisive so as to ensure complete understanding and
compliance with direction. These situations typically arise in tactical situations, in situations for
which there is room for misinterpretation, and when there is concern that a subordinate may
not agree with the position of the boss.
• DO NOT USE TEXT MESSAGES OR E-MAILS FOR COMMUNICATIONS THAT SHOULD BE FACE-
TO-FACE. Text messages and e-mails are an invaluable tool in many ways, but they can also be
overused, and used inappropriately. As a rule of thumb, these forms of communications should
not be used if the information is likely to be troubling to the recipient. True leaders have the
courage and courtesy to look someone in the eye and be candid with their concerns, and not
fire cyberspace salvos. If the issue were something that would be troubling for you to receive
via an electronic device, it would most likely be equally as troublesome for your people.
• DO NOT BE TOO QUICK TO RESPOND TO TROUBLING E-MAILS. Promptly responding to
things that trouble us is a very human tendency, and one that you should usually avoid. In
immediately responding to troubling e-mails, we invariably say things we wish we had not said;
think of things we should have described differently, and/or think of things we wish we had
said. Many careers and relationships have been destroyed by a rush to the keyboard! 16 Unless
it is truly an urgent necessity, keep your hands off the keyboard, let some time pass, and reflect
on what you are going to say before you say it.
• DO NOT OVERWHELM YOUR STAFF WITH EXCESSIVE E-MAILS. Just as you are tired of some
people sending you a steady stream of e-mails (many of which you delete without reading!),
your people have the same thoughts. Give some thought to what you forward so you are not
among the reasons it takes them so long to get started at the beginning of the work day, Some
organizations put out a weekly list of topics, thereby enabling employees to know of issues and
have easy access, but not be in information overload.
• DEVELOP UNIQUE SOURCES OF INFORMATION OUTSIDE THE CHAIN OF COMMAND. Work
hard at developing the type of rapport with your personnel where you are likely to be told – out
of a sense of loyalty – of issues that you need to be aware of but which might not come to you
through conventional channels. A cordial relationship with employee organizations can be very
beneficial in this regard. The early warning that something or somebody is starting to go
sideways will often allow for early intervention and positive resolution before reaching more
serious proportions.

43
• DEVELOP DIPLOMATIC DEVIL’S ADVOCATES. One of the strongest demonstrations of loyalty
is the courage and inclination of subordinates to share their true thoughts with the boss when
they think he or she is wrong, or there is a better way to do things. Encourage this type of
loyalty in your subordinates.
• CREATE A SUPPORTIVE AND CANDID ENVIRONMENT FOR YOUR KEY PEOPLE. It is critical that
your key people be able to feel safe and comfortable in their candor, especially in issues where
they may differ with you. Create private opportunities for group discussions, spirited if
necessary, to truly flush out and exchange suggestions, thoughts, and perceptions. Your
sincerity in truly desiring candor, regardless of how personally painful it might be, is essential
and can only be demonstrated by your actions, not just your verbal assurances.
• DO NOT OVER-REACT TO INFORMATION FROM THE BOTTOM OF THE ORGANIZATION. While
soliciting and taking seriously all the information you can obtain, remember that much of it
needs to be inspected and that some people, despite their best intentions, may have concerns
based upon incomplete or inaccurate data. Be particularly careful not to disenfranchise the
supervisors who may have been by passed in the process.
• DO NOT AVOID UNCOMFORTABLE WORK LOCATIONS. Whether due to labor issues,
grievances, personal animosities, or whatever, there will usually be workspaces in our
organizations that are easy to avoid because of personal discomfort and/or the awkward nature
of certain relationships. Be sensitive to 17 this reality and do not fall prey to the avoidance
tendency. The lack of your presence and influence will create the opportunity for someone
else’s presence and influence to dominate a work location, and will detract from your overall
leadership effectiveness. There will always be challenging employees anxious to fill any
influence void that you may permit to develop. Be continually conspicuous throughout your
entire organization.
• DO NOT FALL INTO THE TRAP OF SPENDING MOST OF YOUR TIME ON YOUR FEW PROBLEM
EMPLOYEES. Focus on the 95% who are doing the right things.

44
BE ASSORTIVE
ADDRESSING BEHAVIORS
Among the behaviors, mannerisms, and strategies that the wise manager will exhibit, there is no one thing, or
even several things, that make the difference as to whether a person is truly a leader, or just another
supervisor. The key is a mindset and a wide array of behaviors and actions. The following reflect specific
thoughts and actions that the wise leader will find helpful in dealing with various types of behaviors typically
found in our workplaces.
• RESOLVE ISSUES AS SOON AS POSSIBLE. Do not let problems, especially those that cause
others grief and concern, linger any longer than is absolutely necessary. Remember that
problem that caused you so much grief and took so long to be resolved? Your subordinates
have the same feelings.
• DO NOT BE TOO QUICK TO PLACE THE SOLE BLAME ON THE PEOPLE INVOLVED WHEN
SOMETHING GOES WRONG. Ask yourself the following: 1). Were the systems or procedures
flawed?; 2). Were the right people selected for the job?, 3). Were the people properly trained
and/or given appropriate instructions?; and, 4). Were adequate resources provided for the
task? You will often find that you have some ownership in those things that go wrong.
• LOOK BEYOND POOR PERFORMANCE IN IDENTIFYING THE REASON(S) WHY. In order to
correct or strengthen performance, it is critical to understand the reason(s) for the deficiency,
so that proper actions can be taken. Generally, performance falls into one of the four following
categories: 1). Skilled & Motivated; 2). Not Skilled & Motivated; 3). Skilled & Not Motivated;
and finally, 4). Not Skilled & Not Motivated. An understanding of these categories can be
helpful in developing remedial courses of action.
• DO NOT PERMIT DISHARMONY AMONG YOUR TOP MANAGERS. Feuds and bickering among
your top people create problems for the organization, for their respective subordinates, are
conspicuous to everyone, and reflect poorly upon YOU. The men and women who work for you
have every right to expect that you will develop and maintain a harmonious management team.
• IF IT IS NOT IN WRITING, IT DID NOT OCCUR. This is an absolute! When applying sanctions,
testifying in court or before an arbitrator, or initiating formal personnel procedures, your
statements or testimony are worthless in the absence of a written record of the incident(s) and
behavior(s). Further, you must ensure that the written record was developed in a way
consistent with the law and internal organization guidelines (read and initialed by the
concerned employee, etc.). 19
• DO NOT PERMIT YOUR SUBORDINATE SUPERVISORS AND MANAGERS TO OVERREACT.
Giving them the latitude to grow and develop supervisory and management skills do not
include letting them act foolishly. Learn to strike a balance between the latitude you provide
and the control you exercise over the actions of your subordinates.

45
• DO NOT WEAKEN YOUR STATURE BY EXCESSIVE VERBALIZATION IN ADDRESSING BEHAVIOR
THAT IS CLEARLY WRONG. Unlike new policies or procedures where there is room for
misunderstanding and often a need for much verbalization, a leader only weakens his or her
position by approaching poor behavior and/or misconduct with excessive verbalization and/or
explanation. There is often a tendency, especially with new supervisors, to go overboard in this
area. Weak employees need to understand that you will not tolerate rationalization on clear-
cut issues, such as quality reports, safe driving, appearance, treating people with dignity, care
of equipment, etc.
• NEVER GIVE UP ON THE DEVELOPMENT OF A WEAK SUBORDINATE MANAGER. Avoid the
occasional temptation to essentially “write off” a weak subordinate manager, thereby resigning
yourself, and the rest of the organization, to his or her marginal performance until retirement.
In most instances, such a course of action is a mistake. If you are the leader that you claimed to
be when selected for your present position, you should have the ability to develop and bring
out the best in all of your people.
• CONTROL STRONG-WILLED SUBORDINATES. Do not permit priorities to be disrupted by
strong-willed subordinates who have thoughts about topics, which do not reflect your concerns
or priorities. As a manager, you will find people who are anxious to have you play a role in
turning their molehills into your mountains. Do not let this happen.
• DO NOT PERMIT YOUR STAFF TO EXERCISE POOR BEHAVIOR UNDER THE UMBRELLA OF
YOUR AUTHORITY. The rude and pushy secretary, the arrogant administrative assistant, and
the demanding staffer are reflections of YOU. Regardless of how skilled or otherwise valuable
they may be, this should not be tolerated. Do not permit your subordinates to play out their
personal idiosyncrasies while basking in the reflected glory of your position.
• ENSURE BALANCE IN THE ADMINISTRATION OF DISCIPLINARY ISSUES. Make sure that your
assessments and administrative insights to disciplinary matters are well balanced and reflect
the strengths and accomplishments, as well as the weaknesses and misdeeds, of the concerned
employees. Such a practice will do much to minimize the all too often belief that disciplinary
actions are merely hatchet jobs. More importantly, we owe it to our people to be as fair as we
possibly can. Even though these are confidential personnel matters, the knowledge that you
have gone that “extra mile” to be as fair as possible 20 and to look at all sides of the issue, by
virtue of the people that you talk to and the things you look at, will serve you well in terms of
respect and credibility.
• DO NOT DISCIPLINE EMPLOYEES FOR MINOR ISSUES FOUND IN UNFOUNDED PERSONNEL
INVESTIGATIONS. A common practice in particularly serious personnel investigations is to add
additional formal allegations for acts or omissions which, in the absence of the central serious
allegation(s), would have been handled in a non-disciplinary manner such as counseling and/or
training. In such instances, when the central serious allegation(s) prove to be unfounded, have

46
the courage and common sense to downgrade the peripheral allegations to counseling and/or
training status.
• DO NOT PERMIT INVESTIGATORS TO DRIVE THE ADJUDICATION OF PERSONNEL
INVESTIGATIONS. An internal investigator is just like everyone else in that there is a tendency
to become an advocate for one’s own product, a tendency that can become inappropriately
acute when dealing with a strong-willed personality. Look not only for information, but also for
objectivity with respect to internal investigations, and be quick to ask for additional
investigation when the need for more information or a more balanced perspective might exist.
• A DYSFUNCTIONAL ORGANIZATION BRINGS OUT THE WORST IN SUBORDINATE MANAGERS.
Those who would suggest that an organization with a weak or seldom available leader could
function well with strong subordinate managers have never been in such a situation. Survive,
yes. Effectively, no. When left to their own devices without any central leadership, even the
best of subordinate managers become dysfunctional as cooperation gives way to competition
and good judgment gives way to compromise. While some decisions can be effectively reached
by the group consensus of subordinate managers, there are many decisions that require the
type of insight, objectivity, and command emphasis that can only come from the single ranking
command officer.

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