
Winter Holidays

Bringing Positive Changes in Your Life


Winter, which is about to come, looks like a difficult season due to the cold temperatures that bring with it diseases such as colds, coughs, flu and this year Covid also. To protect yourself adequately, it is necessary to strengthen your immune system.
Here are 5 essential things to do for an efficient immunity.
So, are you ready to face the winter?

L’inverno, che ormai é alle porte, si presenta come una stagione difficile per il freddo che porta con sé malattie come il raffreddore, la tosse, l’influenza e quest’anno ci si mette pure il Covid.
Per proteggersi in modo adeguato è necessario rafforzare il nostro sistema immunitario e condurre uno stile di vita sano.
Ecco 5 fattori essenziali da mettere in pratica per avere un’immunitá efficiente.
Allora, sei pronto/a per affrontare l’inverno?

“She asked me to put her in copy to all emails, even the most trivial ones. Sometimes she would knock on my office door to ask me if I was okay because I had spent a lot of time in the bathroom, when actually only five minutes have passed. She checked when I walked in and when I left my office to see how long I had been way. The pressure she exerted by checking every detail of my work was suffocating, more than exaggerated and above all counterproductive.”
This is just a testimony from an employee who used to work with a micro-manager. What exactly is micromanagement? It is a managerial practice through which the manager exercises exhaustive control of the actions, tasks, functions and responsibilities of the people subordinated to him / her at a hierarchical level.
This type of managers may also ask to see an email before it is sent, and they may want to be informed of all the decisions that employees need to take, because they think that their staff cannot take decisions. A micromanager combines impatience and distrust with absolute control of the tasks assigned to their subordinates.
The situation look like the schemes used by the “Thought Police” to scrupulously monitor every moment of the characters in George Orwell’s “1984” novel. As in that book, the consequences of this practice of strict control on employees are devastating. The boss gains in peace of mind but staff suffer from it and are also less productive. Actually, this system creates bottlenecks that cause a slowdown in all activities. This type of manager wants to earn a good reputation and prevent a supervisor from blaming them that something was wrongly done.

But the worst part falls on the employees. Many times they do not know how to give priority, because the boss constantly changes their priorities based on the urgency that arrives, or because a superior asks him or her or it is the market requiring that. Employees lose creativity and self-esteem. A culture of fear is established, where everything is subject to the orders of the superior. This can lead to sickness absenteeism.
Apart from real psychosomatic diseases that can arise, psychological situations can also develop for which the person feels worthless, becomes smaller and smaller until they doubt their abilities. You begin to ask yourself: “Am I capable of doing it? ”,“ Am I in the wrong job? ”,“ Why do they control me like this, what have I done wrong? ”. And it can also happen that you quit your job, even if you have a good salary. When a situation cannot be changed or accepted, you have to leave it, and, in this case, you leave your job.
It is important to know that people do not quit jobs, they leave bosses.
But why do managers fall into this trap?
If micromanagement spoils the work environment, employees’ health, and it is harmful even to bosses who lose productivity and may lose also staff, why can’t this total and constant control be avoided? The bosses don’t have enough work to do?
Let’s see the possible causes.
First, managers themselves suffer pressure from the environment, be it from their own bosses, shareholders, markets or competition.
Second, incompetence. Either managers feel unsecure because their staff perform an excellent job compared to their own, or the employees are not suitable for that type of job.
The third cause is clear and straightforward: the boss’s obsessive personality making them unable to organize and manage the work.
Whatever the cause is, it is necessary to analyse what is happening in order to put an end to the situation as soon as possible. First, you should go to the human resources of your company. I have worked in human resources for over 10 years and have seen a lot of micromanagement.
As an alternative, you could turn to your superior and ask them to implement one or more techniques, perhaps with the help of a coach. One technique could be that of the traffic light. Together with the boss, you define the admissible and acceptable control limits, that are not to be exceeded. If these limits should be overcome, some signals will be sent to the manager. When the manager receives them, they identify their behaviour and try to control it.
Another strategy is to define the profile of the boss and of each team members, analysing their personal, professional and communication style and characteristics. Once this “x-ray” is completed, the boss shall answer the following questions:
1. What leadership style they use with each employee;
2. What leadership style each employee would need;
3. Which leadership model they would like to use with the each employee.
By doing so, the boss can realize that the type of leadership they are using is in line with that person’s role, but it is not what that employee, due to his or her personality, needs. By adopting this paradigm shift, the boss begins to think not from their own point of view, but from that of the subordinate. While this strategy may sound like science fiction, with time and a willingness to change, success is assured.
Have you ever worked under the supervision of a micro-manager?

During the Second World War, the director of the National Gallery of London, Kenneth Clark, while reading the newspaper found out an article addressed to him. It was a letter from a reader who asked him if he could you reopen the doors of the museum that has been closed because of the German bombing.
Obviously, it would be very dangerous for the artworks but the director is impressed by this request. “It is precisely because of the war that we need to see beautiful things,” thinks the director.
How to do? The National Gallery, like other museums, has emptied their exhibition halls. Then all the artworks were put in an abandoned mine in Wales. This precaution proved to be effective because nine bombs have fallen on the National Gallery building since 1940. Because of that danger, the museum obviously cannot be reopened.

But Londoners need consolation and Kenneth Clark makes an unprecedented decision: he made arrive an artwork secretly every month. This operation is carried out following maximum security criteria, so that the “picture of the month” does not risk anything. Two assistants remain in proximity and at the slightest warning signal they are ready to evacuate the artwork. Every night, the artwork is placed in an underground secured room.
Much to Clark’s amazement, the public shows up at the monthly appointment and this initiative lasts until the end of the war. Paintings by Titian, Velázquez, Renoir, and many more, go back and forth to warm up the soul of Londoners. As the author of the letter says, “it’s risky, but worth!”
Do you agree that artworks are good for the morale?

Durante la seconda guerra mondiale il direttore della National Gallery di Londra, Kenneth Clark, leggendo il giornale, scopre un articolo a lui destinato. Si tratta della lettera di un lettore che gli lancia un appello. “Potrebbe riaprire le porte del museo, chiuse a causa dei bombardamenti tedeschi?”
Certo, sarebbe molto pericoloso per le opere ma il direttore è colpito da questa richiesta. “È proprio a causa della guerra che abbiamo bisogno di vedere delle belle cose”, pensa il direttore.
Come fare? La National Gallery, come gli altri musei, ha svuotato le sale d’esposizione. Ha poi nascosto le sue opere in una miniera abbandonata nel Galles. Questa precauzione si è rivelata efficace perché dal 1940 nove bombe sono cadute sull’edificio della National Gallery. Di fronte al pericolo, il museo non può ovviamente essere riaperto.

Ma i londinesi hanno bisogno di conforto e Kenneth Clark prende una decisione inedita: fa arrivare tutti i mesi un’opera di nascosto. Questa operazione è svolta seguendo dei criteri di massima sicurezza, in modo che il “quadro del mese” non rischi nulla. Due assistenti restano in prossimità e al minimo segnale di allerta sono pronti a evacuarla. Tutte le notti, l’opera viene messa in una stanza sotterranea chiusa con porta di acciaio e con combinazione.
Con grande stupore di Clark, il pubblico si presenta all’appuntamento mensile e questa iniziativa dura fino alla fine della guerra. Dei quadri di Tiziano, Velázquez, Renoir e molti altri pittori, fanno andata e ritorno per scaldare l’animo dei londinesi. Come dice l’autore della lettera, “è rischioso, ma ne vale la pena!”
Cosa ne pensi? Credi anche tu che l’arte faccia bene al morale?
