►
From YouTube: Human Resources
Description
No description was provided for this meeting.
If this is YOUR meeting, an easy way to fix this is to add a description to your video, wherever mtngs.io found it (probably YouTube).
A
B
A
I'm
just
so
happy
to
be
here
this
morning,
concert
was
amazing,
like
I
said
we're
committed
to
the
theme,
so
we're
going
with
it.
The
theme
for
my
presentation
today
is
skin
under
my
umbrella,
so
I've
learned
a
little
bit
about
education
in
my
seven
years,
working
here
now
and
so
I
know
about
glows
and
grows
right.
A
We're
going
to
be
talking
about
FMLA
glows,
which
are
some
recent
accomplishments
that
I
think
are
gonna,
make
you
guys
really
happy
and
then
grows
groves
are
going
to
be
ways
that
we
can
continue
to
work
together
to
curb
leave
abuse
I'm.
Looking
at
my
friend
can
tell
you
I'd
like
to
give
a
shout
out
for
some
recent
situations
is
Jeff
baby
in
the
house.
He's
not,
but
I'll
see
him
later.
So
this
is
a
topic
that
I
think
all
of
you
can
relate
to
we're.
Gonna
start
with
someone
who
did
not.
A
She
was
a
part
of
my
presentation
today,
four
years
ago,
I
started
coming
to
these
conferences
and
it
wouldn't
matter
first
of
all,
elementary
school.
You
guys
are
so
nice
right,
so
I
come
in
and
you
guys
would
have
me
questions
if
you'd
be
like
shucks.
You
talk
to
us
about,
you
know,
I
get
the
elementary
school
boys,
which
I,
love
and
I
feel
so
and
then
he'd
get
paid
for
and
it
wouldn't
matter
what
the
topic
was.
The
biggie
clip.
A
A
We
guys
are
something
about
these
people
every
year
it's
the
same
people
I
know
my
school.
You
know
my
kid,
you
know.
What's
going
on,
I
can't
get
sucked
and
every
year
I'd
come
back
with
these
platitudes.
I
would
say:
well
you
know
Mickey.
We
have
to
try
refer
the
people
to
me,
but,
as
you
guys
know,
we
were
really
constrained
by
negotiated
agreement
language
that
had
been
around
for
25
years
past
practice
that
had
been
around
for
25
years
and
it's
basically
the
FMLA
law
was
passed.
A
There
wasn't
really
a
lot
that
we
could
do.
There
were
little
tips
and
tricks
that
I
could
give.
But
I
said
to
myself:
every
year
I
was
like
look
I'm
dreading,
going
back
to
this
daggone
hotel
conference,
because
when
I
go,
the
e
plate
is
gonna
roll
in
with
her
khakis
and
her
red
polo.
Don't
act
like
you,
don't
know,
and
she's
gonna.
Look
at
me
and
she's
gonna.
Ask
me
what
we're
gonna
do
about
these
people
in
her
building
and
I
felt
like
we
really
needed
to
do
something.
A
I
said
I
cannot
can
hear
authentically
year
after
year
and
get
these
responses
unless
we
to
commit
like
she
commits
right
every
day
right,
you
guys
need
to
give
it
up
for
making
flat
I
said
we
like
she
permits
everyday.
She
goes
to
school,
knowing
she's
gonna
have
an
attendance
problem.
She's
gonna
have
these
absenteeism
issues
and
she
has
kids
who
have
challenges
and
she
goes
in
and
she
figures
out
how
to
get
kids
to
learn,
and
so
I
was
like.
You
know
what
guess
what
we
are?
C
B
A
Is
not
working
right
now,
but
that's
the
basis
of
our
seat
when
the
sunshine
each
time
together,
I
said
I'd
always
be
your
friend
and
I
took
a
note
then
I'll
just
stick
it
out
till
the
end
and
that's
really
a
charge
promise
to
you
is
that
we're
in
it
with
you.
The
situation
is
difficult,
but
we're
gonna
work
it
out.
So
after
25
years
I'm
happy
to
report
with
the
help
of
employee
relations
and
the
commitment
of
my
supervisor,
we
have
made
massive
changes
to
F
Emily.
A
For
this
year,
effective
March
1st,
we
have
a
rolling
calendar,
we
have
service
hours
required.
We
have
a
service
hours
requirement,
which
means
that
all
employees
have
to
work
a
certain
number
of
hours
in
the
12
months
prior
to
their
leave
in
order
to
be
eligible,
and
we
have
concurrent
leave
administration,
which
means
that
Lea
types
are
running
together
and
I'm
gonna
tell
you
what
each
of
those
things
that
means
for
you.
We
shine
together,
guys
the
rolling
calendar
eliminates
that
loophole.
I
know
that
some
of
you
were
aware
of
this.
We
didn't
publicize
it.
A
A
A
Because
of
the
way
we
were
set
up,
we
use
a
fiscal
calendar
that
was
a
negotiated
situation,
and
so,
in
order
to
change
it,
we
have
to
negotiate
it
out.
Well,
the
good
news
is
that
we've
eliminated
that
loophole.
It's
no
longer
possible
right
now
we're
using
a
rolling
calendar.
That's
what's
to
negotiate
if
it
means
that
if
a
teacher
applied
for
FMLA
to
start
on
April
1,
her
12-month
approval
cycle
is
until
the
next
April
April
1st.
A
So
every
employee
in
the
system
is
going
to
have
their
own
unique
approval
cycle
based
on
when
they
took
leave
my
office,
the
ID
LM
office
is
responsible
for
managing
that
12-month
window.
Okay,
so
under
the
former
system,
you
get
two
leads
within
twelve
months.
Now,
that's
not
the
case,
so
it
eliminates
time
out
and
staffing
issues
right
at
the
beginning
of
the
year,
which
is
when
this
is
sort
of
it's
a
critical
time
and
I
know
that
schools
are
feeling
the
impact
for
2019.
A
What
you
should
know
is
that
we're
in
a
little
bit
of
a
transition
period,
we
roll
this
out
on
March
1st.
So
what
that
means
is
anyone
who
commenced
FMLA
leave
before
March
1,
they're
gonna
sunset
out
under
the
whole
system
right,
so
their
leave
will
end
on
June
30th
for
anyone
whose
leave
started
after
March
1st
they're
on
that
new,
12-month
rolling
calendar
cycle
and
we're
managing
that
in
our
office.
So
you
don't
have
to
keep
up
with
any
of
those
deadlines.
A
If
you
have
questions
about
anyone,
you're
going
to
call
Cindy,
Smith
or
Juwan
Hurley,
do
all
of
you
know
that
the
chief
lambert,
retired?
Okay,
if
you
don't
know,
did
she
retired
and
so
Juwan
Hurley,
who
was
the
technician
in
my
office,
has
been
promoted
into
Patricia's
position
so
she's
our
new
lead,
specialist?
Okay.
So
that's
the
first
big
piece
of
news
that
we
have
the
second
and
the
most
significant
I
would
argue
is
that
there
is
now
a
service
hours
requirement
for
FMLA
under.
A
In
every
other
workplace
in
America,
you
had
to
work
1,250
hours
in
the
12
months
prior
to
using
leave
in
order
to
be
eligible
for
leave.
So
if
I
wanted
to
start
on
start
leave
on
April
1
from
March
30th
back
I
would
have
to
have
worked
1,250
hours.
Basically,
the
last
thing
that
you
have
to
commit
a
certain
amount
of
time
to
actual
work
in
order
to
be
eligible
for
leave.
As
you
know,
for
the
last
25
years,
you
did
not
have
that
at
HCBS.
A
So
here's
the
great
news
we
now
have
implemented
that
requirement.
An
employee
who
haven't
worked
1,250
hours
in
the
12
months
prior
is
not
going
to
be
eligible
for
FMLA
period.
Okay,
we
do
have
a
unique
type
that
we've
rolled
out.
There
are
some
employees
who
will
not
be
able
to
meet
that
requirement
just
because
of
their
FTE,
meaning
they
don't
work
a
1.0.
Let's
say
somebody
who's
a
point:
six.
They
will
never
meet
that
1250
hour
threshold.
C
A
Of
fairness,
we've
rolled
out
a
lead,
pipe
called
j-pal
j-pal,
basically
provides
a
lot
of
the
same
benefits
that
someone
would
be
entitled
to
under
FMLA,
but
it's
not
a
femme
LA,
because
FMLA
is
governed
by
a
federal
statute.
So
we're
not
calling
it
FMLA.
This
fiction,
where
we
kind
of
called
all
kinds
of
leaves
FMLA
that's
over
right,
so
it's
called
j-pal
and
there
is
a
service
hours
requirement
for
j-pal
to
employees
not
make
that
1250.
Our.
A
Work,
87
percent
of
their
duty
hours
so
for
some
reason
that
I
can't
tell
you
say:
I've
decided
that
they
wanted
to
do
something
different,
so
their
employees
have
to
work
1,000
hours
right.
So
the
employees
who
cannot
meet
the
FMLA
1250
hours
because
of
their
FCE
for
stay
at
employees.
They
have
to
work
1,000
hours
instead
of
87%
I
present
that
without
further
comment-
and
so
the
great
news
about
that.
A
A
They're
gonna
have
to
make
a
decision
this
year
for
the
first
time
in
the
next
school
year,
they're
not
going
to
be
eligible
for
FMLA
leave,
and
you
know
there
are
people
who
abused
me,
but
that
we
do
have
some
people
who
have
legitimate
illnesses
or
they're
gonna
have
to
make
a
decision
about
whether
they
can
continue
to
work
in
the
positions
that
they
work
in
and
if
they
can't.
The
good
news
is
that
my
office
exists
to
provide
reasonable
accommodations.
We
may
be
able
to
transition
them
into
doing
something
else.
A
We
talk
to
them
about
options,
there's
nothing
inhumane
about
what
we've
done.
There
are
people
who
will
try
to
present
it
to
you
that
way
to
kind
of
make
you
feel
a
little
guilty,
but
we're
taking
care
of
people,
we're
making
sure
that
they're
transitioned
out
if
they
have
to
leave
the
system
that
they're
transitioned
out
in
a
very
humane
way.
Okay,.
A
So
that's
a
really
good
question
intermittent
FMLA
is
our
biggest
challenge
and
that's
gonna
be
in
the
next
sort
of
little
portion
of
the
presentation.
It
does
include
intermittent
FMLA.
The
statute
governs
FMLA
generally,
whether
it's
continuous
or
intermittent,
but
here's
one
thing
that
we
did
negotiate
this
j-pal.
This
alternative
leave
for
people
who
can't
work
the
1,250
hours.
That's
our
leave
program
which
we
got
to
negotiate
the
terms
we
get
to
set
the
terms
because
it's
not
federally
governed.
We
have
put
a
limit
on
the
way
intermittent
leave
can
be
used
under
j-pal.
A
It
can
only
be
used
for
a
schedule
of
ongoing
treatment.
It
can't
be
used
for
your
casual
sort
of
headaches.
These
types
of
illnesses
that
may
be
sporadic
and
again,
you
should
know,
there's
nothing
inhumane
about
that,
because
there
are
other
ways
that
people
can
take
care
of
themselves,
using
accommodations
and
other
things,
but
FMLA
and
j-pal
is
not
going
to
be
that
way.
Okay,
yes,.
A
A
A
Family
planning-
that's
inconvenient
for
us
that
I
cannot
that
we
cannot
govern
people's
family
planning.
Unfortunately,
so
what
happens?
Is
that
they're
either
going
to
be
eligible
for
FMLA
or
they're?
Not
right?
So,
if
you're
not
eligible
for
FMLA,
you
may
have
to
take
a
leave
of
absence
for
a
period
of
time.
There
are
some
benefits
implications
for
that
people
might
have
to
really
kind
of
you
know,
think
about
it
and
think
about
how
to
manage
that
financially
for
themselves.
A
A
They
don't
get
FMLA
because
they're
not
eligible
under
the
law.
What
they
do
get
is
some
there's
a
mechanism.
We
have
called
the
temporary
disability
leave
of
absence.
It's
capped
at
the
number
of
weeks
that
it
takes
a
person
to
recover
from
their
specific
delivery
type
for
a
vaginal
delivery.
That's
gonna
be
six
weeks
for
a
cesarean
section.
That's
gonna
be
eight
weeks
if
there
are
complications
from
the
delivery
and
a
person
is
impaired
or
disabled
for
a
period
of
time.
We
have
a
mechanism
by
which
you
can
deal
with
that.
A
The
good
news
about
my
office
is
that
I
also
deal
with
a
lot
of
the
discrimination
issues
that
come
into
the
system,
so
we're
kind
of
burst
on
both
sides
were
making
sure
that
we're
not
discriminating
against
anyone,
but
that
we're
also
making
people
accountable
for
their
attendance
and
otherwise
complying
with
the
law.
So
we're
not
gonna
leave
anybody
out
there.
You
know
we're
not
gonna
say
have
your
baby
todayI
come
back
tomorrow.
You
know
we're
not
doing
that,
but
no,
they
won't
be
eligible
for
FMLA.
A
A
A
No,
its
actual
time
worked,
so
the
service
hours
requirement
does
not
include
any
leave
at
all
its
service
hours,
its
defined
in
the
statute,
its
hours
put
in
at
work.
There
are
some
other
sort
of
technicalities
that
I
won't
get
into,
but
we
know
that
people
work
from
home
and
we
factored
that
into
the
calculus.
You
have
like
an
algorithm
that
we
put
together
it's
very
complicated,
but
I
just
want
to
tell
you
about
the
last
thing
this
this
I'm
presenting
to
you.
A
With
a
little
caveat,
you
might
recall
that
people
at
a
CPS
employees
can
basically
take
or
prior
to
now
to
basically
take
their
lead
pipes
consecutively
right.
So
you
use
your
paid
leave
and
then
you
get
sick
leave
bank
and
then
you
go
out
on
bank
and
then
after
that,
you'd
be
entitled
to
60
days
of
quote
FMLA,
and
then
you
go
on
a
leave
of
absence.
A
Basically,
we
negotiated
a
provision
that
provides
that
at
sixty
days
of
paid
leave,
you
know
we're
not
gonna
penalize
people
who
have
paid
leave
that
they've
accumulated
and
saved
right.
So
fifty
days
of
paid
leave,
you
can
use
that
on
day,
51,
no
matter
how
much
we
you
have
left
we're
running
FMLA
concurrently
with
that
paid
leave
and
the
net
effect
of
that
is
that
it
shortens
a
person's
overall
time
out.
Okay,
we're
doing
these
things,
in
addition
to
some
other
we're
sort
of
becoming
a
little
bit
more
aggressive
in
managing
leave,
but
I
just.
A
A
Feel
free
to
offer
ok
so
built
list.
If
you
say
we
need
to
get
the
next
song
so
now
we're
going
to
talk
about
curbing
leave
abuse.
This
is
a
great
song
anyway,
I
mean
if
you've
been
gone,
Kelly
Clarkson
right.
Could
we
know
this
yeah
yeah
this
to
be
gone,
so
I
had
a
realization
in
listening
to
this
song.
This
song
accurately
portrays
the
cycle
of
FMLA
abuse
right.
So
we
start
out
friends,
everything's
great
and
get
hired
you're
dedicated
you
come
in
every
day,
we're
so
glad
to
have
you
all.
C
A
But
we
move
to
the
next
verb.
You
put
me
on.
I
fell
for
your
secret
love
song,
but
you
know
what
I
realized.
This
is
a
one-sided
relationship.
I'm
putting
my
clients,
you
you're,
not
putting
it
back
into
me
and
then
I
call
dr.
Smith
right.
You
call
me
and
I
tell
you
what
to
do.
I
say
talk
to
the
person.
I
tell
you
have
them
come
into
my
office,
you
give
them
a
chance.
You
know
what
they
do
with
that
chance
that
they
want.
If
you
leave
they
blow
it.
A
A
Want
to
talk
to
you
quickly
about
managing
leaf
abuse.
Okay,
even
with
the
changes
to
FMLA.
We
know
that
there
are
people
who
are
doing
some
really,
not
nice.
Things
shout
out
the
Kent
area
again,
so
right,
not
the
cheese,
the
person
but
chief
she's,
an
expert,
if
you
guys
have
questions
about
how
to
deal
with
leave,
issues
and
sort
of
being
diligent
and
dogged
in
the
pursuit
of
addressing
it,
call
Kim,
because
I
think
she's
done
it
the
right
way,
and
so
I'd
like
to
give
her
a
public
Kudo.
A
There's
something
specific
that
they're
granted
that
FMLA
for
it's
not
for
any
of
everything
right
when
a
person
who
is
approved
for
intermittent
leave,
which
is
arguably
the
hardest
to
manage
when
they
call
out
you
are
entitled
to
ask
them
why
they're
out
you'd
be
surprised
at
the
things
that
people
tell
you
right,
can
I've
got
a
flat
tire
on
the
side
of
the
road,
so
I'd
like
to
use
FMLA
today,
I
got
you
know
what
I
mean,
and
so
obviously
that's
not
imaginable
a
qualifying
reason.
You
don't
give
them
FMLA
for
that
right.
A
It's
not
just
a
way
to
get
a
carte
blanche,
the
more
leave
it
has
to
be
really
specific.
So
you
should
ask
people
okay,
why
are
you
out
now
what,
if,
what
you
shouldn't
do
just
in
the
interest
of
being
practice,
you
don't
want
to
say:
are
you
out
for
your
FMLA
qualifying
reason,
because
the
answers
gonna
be
yes
every
time
right?
What
you
want
to
say
it's
something
like
Oh.
What
happened.
C
A
Let
them
tell
you
and
if
it's
not
a
family
qualifying,
they
don't
get
believe
that's
lost
time
if
they
don't
have
any
other
time
available
right
time
and
attendance
protocols.
A
person
who
is
approved
for
intermittent
leave
still
has
to
follow
time
and
attendance
protocols
in
your
building.
They
have
to
call
out
timely,
they
can't
just
not
appear,
and
at
12
o'clock
say
you
know
what
I've
decided
I'm
gonna
be
out.
A
Folks
are
coming
to
work
and
you're
entitled
to
know
in
accordance
with
the
language
of
the
negotiated
agreement,
right
which
in
some
cases,
says
how
much
notice
they
have
to
give
you
if
a
person
is
not
following
time
and
attendance
protocol,
it's
progressive
discipline,
just
like
everything
else,
you
can
counsel
for
it.
If
they
continue
to
do
it,
you
move
up
the
chain
pattern
absences.
This
is
another
great
tool,
but
it
really
requires
a
partnership.
We
in
the
leave
management
office
are
not
always
going
to
be
attuned.
C
A
A
person
who
is
using
leave
in
a
pattern
you
are
gonna,
be
your
best
place
to
know
if
a
person's
absences
seem
to
fall
around
holidays
and
weekends,
and
you
know
this
because
it
irritates
you
right.
You're,
like
it's
Friday
she's,
not
coming
you
don't
I
mean
when
you
feel
that
way,
call
me
or
call
the
leaf
specialists
for
the
person
that
you
have
the
concern
about
and
we
then
go
and
sort
of
investigate
it.
We
pull
their
league
records,
we
pull
their
calendar,
we
look
to
see
if
we
see
a
pattern.
A
There
are
steps
that
we
can
take.
If
we
observe
pattern
absence
and
in
fact
we
had
our
first
sort
of
big
case
doing
this
on
this
past
year,
you
have
discretion
when
it
comes
to
approved
leave.
If
you
have
a
person
who
has
an
absenteeism
problem
when
they
come
to
you
and
say
that
they
want
to
use
annual.
So
let's
say
it's
not
a
unit
one
person
right,
but
they
come
to
you
and
say
they
want
to
use
annual.
You
have
the
discretion
to
say
no,
so
that's
a
tool
in
your
kit.
C
A
Don't
want
to
do
one
thing
for
one
type
of
person
or
somebody
that
you
don't
like
you
never
approve
leave
for,
but
if
there's
a
person
who
you
have
bonafide
attendance
concerns
about
someone
who's
always
out,
there
works
not
getting
done
and
they
say
to
you.
I
would
like
to
be
out
to
go
here
or
there
you
have
the
discretion
that
they
know
if
you're.
If
you
have
questions
about
when
to
do
that,
you
should
call
me,
though,
like
if
you're
uncomfortable,
you
can
call
me
and
we
can
walk
you
through
it.
Prompt
discipline.
A
I
would
not
say
that
we
don't
have
any
recourse,
I
would
say
the
suspicious
circumstance
and
based
on
those
circumstances,
you
would
report
it
to
me
or
you
could
record
it
to
Sara
kivett
and
we
would
look
into
it
and
maybe
in
that
instance
its
longtime,
and
it
coincides
with
hello.
Excuse
me:
oh
okay,
it
coincides
with
something
else
that
I'm
going
to
talk
about
really
quickly,
which
is
social
media.
The
other
thing
that
you
want
to
do
is
prompt
discipline
for
lost
time.
A
If
a
person
has
an
occurrence,
Sara
kivett
will
tell
you
that
they
have
to
be
provided
with
the
letter
and
an
opportunity
to
correct
their
behavior
before
you
can
discipline
them
again
right.
So
you
want
to
make
sure
that
if
a
person
has
had
an
occurrence
of
lost
time-
and
it
meets
the
threshold
for
a
letter
for
discipline-
that
you
are
doing
it
quickly
so
that
the
next
time
they're
absent,
you
can
move
up
the
steps.
Okay,
social
media,
I
get
a
bunch
of
questions
about
this.
I
will
tell
you.
A
It
is
not
automatic
that
if
a
person
is
out
sick
or
on
leave-
and
you
see
them
engaging
it
in
activities
on
social
media,
it's
not
automatically
a
violation
they're
not
automatically
engaging
in
fraud.
The
fact
that
a
person
can
lay
around
on
a
cruise
ship
does
not
mean
that
this
is
a
person
who
can
provide
instruction
to
your
kids.
A
A
A
All
right
finally
I
know,
sometimes
you
guys
will
call
me,
and
you
have
sort
of
you're
really
upset
about
a
person
who's
continuously
absent,
because
it
means
that
work
is
not
getting
done
in
your
building.
Please
know
that
lead
management
is
a
little
bit
different
than
managing
staffing.
When
you
talk
to
me,
we
will
try
as
HR,
to
resolve
a
staffing
issue,
but
we
might
have
to
do
something
else
to
deal
with
the
leave
management
issue.
Pursuing
these
leave
management
issues
can
take
a
little
bit
of
time.
A
It's
not
as
simple
as
you
know,
getting
an
indicator
that
somebody's
out
fraudulently
and
then
summoning
them
back
to
work
or
sending
an
abandonment
of
position
letter
if
they're
out
for
a
few
days,
we
do
have
to
take
a
little
bit
of
time,
sometimes
so,
with
that
I'm
gonna
turn
you
over
to
my
colleagues
in
HR.
We're
gonna
have
Melissa
role,
I
think
sue
chittim
might
pop
in
it,
if
you're
necessary,
to
talk
about
subs,
but
thank
you
very
much
and
enjoy
the
rest
of
your
day.
B
C
C
B
Good
morning,
everyone,
my
name,
is
Melissa
Rawls
and
I
am
the
director
of
employee
relations,
so
my
presentation
is
gonna,
be
a
little
different.
I
am
so
excited
about
the
theme,
but
just
full
disclosure
I
have
no
music
and
I
did
I'm,
not
gonna.
Do
that.
Thank
you
octa.
It
depends
sometimes
when
you
go
behind
someone
so
anyway,
my
approach
in
this
presentation
is
going
to
be
a
little
different
for
those
of
you
who
know
me
or
who
have
interacted
with
me.
I
always
deal
with
problems
right.
B
If
we're
talking,
if
you're
seeing
me,
there's
a
controversy
so
by
the
very
nature
of
the
work
that
I
do
it's
out
of
cereal
right
I
deal
with
the
union's
management
and
unions
sometimes
fundamentally
are
on
polar
opposite
ends
of
an
issue.
So
with
that
being
said,
what
I
would
like
to
do
is
to
give
you
some
tips
to
have
successful
employee
relations.
B
So
first
I
want
to
talk
a
little
bit
about
the
value
of
positive
employee
relations.
You
know
it's
really
the
core
of
what
we
do.
Relationship
building
we
know
when
we
have
relationships
with
our
students
were
able
to
be
more
effective
as
a
leader
when
we
have
strong
relationships
with
our
staff,
we're
able
to
really
Corral
people
to
be
on
board
with
our
vision
and
the
things
that
we
are
trying
to
put
forth.
So
you
know
it
helps
improve
morale.
B
It
reduces
workplace
conflict,
it
helps
people
become
more
productive,
which
is
what
we
all
need
and
that
ultimately
impacts
student
achievement.
Secondly,
having
a
positive
employee
relations
build
strong
employee
relations
advocates
which
basically
give
an
environment
that
people
want.
No
one
wants
to
go
to
every
day
and
just
be
unhappy.
B
We
know
that
there
are
people
that
are
going
to
be
unhappy
every
day
at
work,
regardless
of
what
you
do,
but
for
the
most
part
we
want
to
enjoy
our
time
at
work,
because
we
spend
a
lot
of
time
at
work,
how
to
build
stronger
relationships
with
your
employees.
You
know
as
a
building
administrator
or
the
principal
it's
very
important,
that
you
embrace
your
leadership
and
the
role
that
you
have
as
a
building
leader.
You
gotta
be
firm.
B
You
got
a
speech,
you
know,
stand
strong
and
move
your
staff
forward
in
the
manner
in
which
you
are
looking
to
go
I.
Think
again,
people
are
very
you
know
wanting
to
have
me
for
relationships
with
their
managers,
and
so
as
managers
and
leaders,
we
should
really
embrace
that
communication.
It's
very
important
that
you
communicate
because
part
of
relationship
building
and
having
a
good
relationship
is
having
an
open
dialogue
with
people.
So
you
want
to
be
honest.
You
want
to
be
transparent.
B
That
doesn't
mean
you
say
everything,
but
there
is
a
mechanism
to
speak
to
people
so
that
you
are
letting
them
know
what's
going
on.
If
you
don't
know,
what's
going
on
not
saying
anything
is
not
helpful,
because
what
we
know
is
people
are
gonna
talk
in
your
building,
so
tell
them.
I
I,
don't
have
any
information
when
I
have
some
I.
B
Will
you
know
let
you
know
I
think
it's
important
to
acknowledge
successes
that
you
have
in
your
building
and
then
to
also
provide
constructive
criticism
when
things
are
not
going
well
and
that's
a
really
key
point,
especially
in
education
and
for
those
of
you
who
I've
had
conversations
with
as
educators,
we're
genuinely.
Why
not
an
educator
but
I
work
with
educators
kind
people.
You
know
we
always
want
to
look
good
and
with
elementary
we
want
everyone
to
be
a
rockstar
and
we
really
sometimes
feel
uncomfortable
with
having
honest
conversations
and
what
ends
up
happening.
B
Is
you
think
you're
saying
something
to
someone
in
there
under
standing,
but
then,
when
it
comes
to
a
later
point,
where
there's
a
full
conflict
that
conversation
never
took
place.
So
it's
important
that
you,
you
know,
address
things
when
they
are
not
going
well,
it's
important
as
a
part
of
having
good
communication
to
articulate
your
expectations
and
your
vision
of
your
school,
so
that
employees
are
aware
of
what's
being
expected
of
them.
B
Communication
is
not
only
about
what
you
say
to
people,
but
it's
also
about
what
you,
what
what
you
hear
and
being
an
active
listener.
So
in
order
to
build
good
relationships
with
the
people
in
your
building
as
much
as
you
talk
to
them,
you
also
have
to
be
available
to
listen.
Having
an
open-door
policy,
you
know
I
know
we
all
get
busy,
but
we
can't
close
ourselves
off
in
our
office.
We
have
to
be
visible
because
that
gives
opportunities
for
connections
with
individuals.
B
You
want
to
make
yourself,
you
know
open,
so
that
people
feel
that
you're
approachable,
so
that
you're
able
to
know
the
pulse
of.
What's
going
on
in
your
building
being
consistent,
you
know
there
are
many
instance
instances
where
there
are
some
people
on
your
building
staff
that
are
just
more
agreeable,
and
so
you
might
be
more
agreeable
or
you
might.
You
know
lean
towards
doing
something.
That's
a
verbal
for
them,
but
the
person
who
kind
of
is
a
thorn
in
your
side.
You
may
not.
You've
got
to
be
consistent
with
how
you
treat
people.
B
You
have
to
be
consistent
with
how
you
roll
out.
You
know
different
initiatives
in
your
building
being
consistent,
shows
that
you're
trustworthy
and
when
you
align
your
actions
to
the
values
that
you
possess.
It
really
helps
build
confidence
and
Trust
by
your
staff
and
I.
Think
it's
important
with
the
consistency
that
you
also
be
flexible,
so
you
gotta
be
flexible,
but
also
have
boundaries
so
that
people
don't
take
advantage
of
your
kindness
I.
B
Think
it's
important
to
reward
and
recognize
when
things
are
going
well,
you
know,
I
know,
there's
a
newer
initiative
where
people
are
giving
thank-you
notes
or
there
may
be
some.
You
know
time
to
shine
that
you
have
on
your
staff
meetings
or
during
your
staff
meetings,
where
you're
able
to
acknowledge
successes
that
are
going
on
or
something
that
you
know
has
been
noteworthy
from
one
of
your
staff
members
and
so
I.
B
Think
when
you
do
that
it
allows
an
opportunity
for
you
to
differentiate
between
what's
good
and
what's
going
well
versus,
what's
not
going
so
well
or
what
is
poor,
behavior
and
when
people
are
getting.
You
know
positive
reinforcement
and
when
things
are
recognized,
I
think
that
kind
of
inclines
individuals
to
repeat
those
type
of
actions,
professional
and
personal
growth
growth.
When
you
have
individuals
in
your
building,
you
know
you
only
want
to
stretch
them.
We
want
to
grow
our
leaders.
We
want
to.
B
You,
know,
build
on
the
strengths
that
individuals
have
so
when
you
have
opportunities
to
do
that,
I
definitely
think
you
should
take
advantage
of
it:
the
accountability
and
performance.
You
know
people
want
to
be
a
part
of
something
that's
winning,
and
so,
when
you
have
a
culture
in
your
building
where
things
are
going
well,
individuals
for
the
most
part
are
going
to
gravitate
towards
that
so
I
think.
Overall,
when
you
improve
relationships,
it
really
is
worth
the
effort
because
of
the
positive
impact
that
it
will
have
in
your
building.
B
We
talk
about
culture
a
lot,
but
I
think
it's
really
important
that
you
have
a
positive
culture
in
your
building.
Again
here
are
some
strategies
for
ways
to
build
a
positive
culture.
You
know
again,
you
want
to
build
trust,
show
gratitude
and
appreciation
if
something
is
going
well
or
if
someone
is
doing
well
tell
them,
because
it's
important
for
for
many
people
to
feel
appreciated.
B
We
talked
a
little
bit
about
communication
here.
We
have
also
collaboration
and
diversity.
You
know
it's
important
for
us
to
embrace
differences,
differences,
look
like
many
different
things
and
I
think
when
we
have
teams
that
are
built
on
diverse
groups,
whether
that
is
putting
a
group
together
where
you
have
someone
who
has
a
lot
of
strengths
and
some
areas,
weaknesses
in
other
areas
and
we
all
come
together.
It
really
helps
promote
a
better
form
of
a
team
team
spirit.
B
You
know
we
are
all
in
this
together
whether
we
have
adversarial
roles
at
the
end
of
the
day,
regardless
of
what
our
job
is.
We
are
here
for
students,
and
so
if
we
keep
a
team
approached
and
that
really
helps
us
move
forward
with
our
collective
goal,
celebrate
wins
again.
That
goes
back
to
positive
reinforcement
if
something's
going
well,
it's
it's
amazing
to
to
celebrate
that
celebrate
birthdays.
Celebrate
milestones,
it
doesn't
just
have
to
be.
B
B
If
you
know
something
is
going
on
in
someone's
life
or
if
they
just
look
like
they're
a
little,
you
know
off
so
to
speak,
you
don't
have
to
pry
into
their
lives,
but
you
can
say
a
kind
word
or
just
do
something
to
let
a
person
know
that
you
are
recognizing
or
seeing
them
the
benefits
of
that.
It
helps
boost
employee
morale
when
people
are
happy,
they
work
better
as
AUSA
was
speaking
earlier
about
leave
they'll
come
to
work.
B
You
know
when
you
look
at
studies,
people
who
enjoy
work
come
to
work,
and
so
that
really
will
help
avoid
some
of
the
challenges
that
you
may
be
experiencing.
It
helps
foster
positive
working
relationships.
It
enhances
staff
retention.
People
will
not
want
to
leave
your
building.
They'll
tell
a
friend
that
this
is
a
really
great
place
to
work,
and
so
it
will
increase
the
interest
of
individuals
to
actually
come
to
your
building
as
well.
We
talked
about
engagement
and
productivity.
B
You
know,
that's
certainly
a
benefit,
because
the
more
engaged
your
employees
are,
the
better
everything
will
run
in
your
in
your
respective
buildings
and
then,
ultimately,
it
reduces
stress-
and
we
all
know
that,
there's
a
lot
of
initiatives
that
we
are
working
on,
there's
a
lot
of
work.
That
has
to
be
done,
which
is
stressful
at
times
and
of
itself.
But
if
you
have
a
positive
work
environment,
that
kind
of
helps
you
be
a
better
manage
that
stress,
so
we
have
good
relationships.
We
have
a
positive
culture
and
then
we
have
the
negotiated
agreement.
B
B
This
is
time
a
different
approach
approach,
but
the
negotiated
agreement.
This
is
a
really
important
point
that
I
always
like
to
reiterate:
it
is
a
legally
binding
agreement
and
it's
an
agreement
that
is
jointly
entered
by
the
board
and
the
Union,
so
we
collectively
come
together
and
agree
to
whatever
provisions
and
I've
listed
some
examples
of
things
that
are
outlined
in
the
negotiator
agreement,
but
we
have
to
honor
it,
and
so
it's
very
important
that
you
learn
the
negotiated
agreement.
B
Once
we
have
a
negotiated
agreement,
it's
equally
important
and
actually
probably
more
important
to
make
sure
that
it's
administered
that
we're
honoring
the
language.
That's
in
it.
So
these
steps
or
the
the
outcomes
that
I've
listed
are
very
much
aligned
to
some
of
the
points
that
I've
made
earlier
as
it
relates
to
the
relationship
building.
When
we
also
honor
the
negotiated
agreement-
and
we
are
implementing
it
accurately,
it
enhances
employee
morale.
It
also
ensures
consistency,
it
helps
build
working
relationships
and
it
reduces
the
labor
disputes
which
is
where
I
come
in.
B
You
know
the
employees
that
are
in
union
some
of
them.
They
don't
know
what.
Then
the
negotiated
agreement
they're
just
coming
to
work.
They
just
want
to
make
a
difference.
They
just
want
to
help
students,
but,
as
all
of
you
know,
there
are
many
people
who
know
that
negotiate
it
line
by
line,
and
so
when
you
are
not
honoring
it,
it
affects
them
and
it
affects
how
they
react
to
you.
It
affects
how
they
want
to
work
in
your
building.
B
It
also
affects
the
interactions
that
they
have
with
other
employees,
because
they
certainly
will
share
that
information
with
their
colleagues.
You
have
to
own
a
negotiated
agreement.
You
have
to
know
what's
in
it,
but
you
don't
have
to
memorize
it
and
I.
Think
one
of
the
important
steps
in
and
of
course,
we
know
what
issues
are
in
the
negotiated
agreement,
but
I
think
number
two
here.
It's
probably
one
of
the
most
valuable
pointers
that
I
can
leave
with
you.
B
I
work
with
the
negotiated
agreement
every
day,
but
when
someone
calls
me
on
the
phone,
when
many
of
you
have
called
me,
I
pull
out
the
negotiated
agreement
and
I
read
the
specific
contract
language
related
to
whatever
issue
that
I'm
dealing
with.
In
that
moment,
I
do
not
rely
on
my
understanding
of
the
contract
on
my
memory
of
the
contract,
because
every
time
you
have
a
different
situation,
the
contract
kind
of
applies
to
it
in
another
manner
and
so
I
strongly
encouraged
before
you
act.
B
I
think
it's
very
important
when
we
have
these
meetings
and
we
come
together
or
if
you
have
a
friend
in
a
different
building,
that
if
you
have
a
problem
reach
out
to
them,
what
I
know
is
that
some
things
are
working
very
well
than
some
buildings
and
some
things
are
not
working
well
in
others,
and
so,
if
we
use
each
other
as
resources
and
we're
able
to
see,
you
know
different
strategies
that
are
being
effective.
That
can
help
you
grow
as
leaders
as
well,
and
then
you
can
always
contact.
B
B
Sorry,
oh
I
think
we
all
know
who
that
one
is
and
I
could
go
on
an
entirely
different
route
and
be
here
all
day
to
talk
about
that
so
I'm
gonna
stay
focused,
but
it's
really
important
that
you
have
a
good
relationship
with
the
Union
because
they're
the
ones
that
are
really
challenging
the
the
things
that
you
are
trying
to
put
forth,
and
so
what
does
that
mean?
That
means
talking
to
them.
B
You
know
if
you
have
a
building
rap
or
if
you
have
a
unit
serve
director,
have
conversations
try
to
make
connection
so
that
you're
able
to
grow
those
relationships.
Because
for
those
of
you
who
do
have
positive
interactions
with
the
union,
reps
they're,
your
friends,
they
help
you
deal
with
difficult
people.
They
help
you
deal
with
difficult
situations.
Many
UNICEF
directors
will
call
you
and
try
to
resolve
an
issue
before
moving
forward,
and
that
is
so
very
helpful.
B
So
when
we,
this
is
all
kind
of
progressive,
and
so
we
get
to
a
point
when
you're
trying
to
either
make
a
change
in
your
building
you're
trying
to
deal
with.
You
know
a
difficult
employee.
This
is
what
I
want
you
to
ask
yourself:
is
the
juice
worth
the
squeeze?
Sometimes
you
got
to
pick
your
battles.
You
know
you
have
to
use
your
discernment.
Is
this
an
issue
that
you
need
to
die
by
the
sword?
B
Is
this
something
that
ultimately
needs
to
happen
in
your
building,
or
is
there
some
other
mechanism
that
you
can
utilize
to
get
a
goal
achieved
when
you're
trying
to
think
of
a
situation
if
you're
having
a
difficult
conversation
about
someone
in
their
performance
or
you're?
Trying
to
you
know,
change
the
way
you
you
know
schedule
meetings
think
through
what
this
is.
Gonna
look
out.
Look
like
from
beginning
to
end.
You
know
the
poison,
miss
staff
on
your
in
your
building.
You
can
almost
predict
what
their
demeanor
their
aspect.
B
What
their
responses
are
gonna
be
think
through
that
before
you
say
something
so
that
you're
already
anticipating
what
the
pushback
is
going
to
be,
so
that
if
you
present
it
with
that
in
my
you
may
be
able
to
get
better
buy-in
don't
be
offended
if
one
of
your
decisions
are
challenged,
do
not
be
offended
if
someone
files
a
grievance,
it
is
the
employee
and
the
union's
right
to
do
that.
If
you
honor
the
agreement,
then
there's
nothing
to
worry
about.
B
If
you
make
a
mistake
and
for
some
of
you
who
have
interacted
with
me,
sometimes
we
make
mistakes,
no
big
deal,
we
just
own
it
and
keep
moving
forward
and
I
think
that's
a
way
to
develop
trust,
because
then
someone
will
say
wow.
They
really
just
acknowledge
what
they
did
ask
for
guidance
if
you
need
help,
but
if
you
have
to
do
something
stand
your
ground,
but
if
you
have
good
relationships,
if
you
are
honoring
the
negotiated
agreement,
your
actions
can
be
supportive,
so
I
know
I,
don't
have
a
lot
of
time.
B
There
were
just
two
things
that
I
really
wanted
to
say:
I
promised
the
Union
that
I
would
one
planning
time
now
we're
elementary
world
here.
I
know
that
there
is
not
enough
time
to
do
everything
that
you
all
need
to
do
in
a
day.
I
understand
that
a
major
concern
that
we
experienced
a
pact
for
the
past
two
years
deals
with
individual
planning
time.
B
What
they
are
saying
is
that
when
we
have
language
in
the
negotiated
agreement,
which
allows
for
someone
to
take
individual
planning
time
and
use,
replace
it
with
collaborative
planning,
their
concern
is
that
this
is
happening
all
the
time
that
it's
a
rule
and
not
an
exception
as
it
was
initially
intended
to
be,
and
so
what
I'm
here
to
say
is
that
planning
time
is
golden.
We
have
to
honor
it.
B
There
is
language
that
allows
for
you
to
take
individual
planning
and
to
use
it
as
collaborative,
but
if
you
take
it,
you've
got
to
give
it
back.
So
this
is
one
of
these
issues.
If
you
don't
have
enough
time
in
your
day
to
give
it
back,
then,
should
you
really
be
taking
it
or
is
there
another
way
that
you
can
find
a
creative
resource
to
do
what
you
need
to
do?
The
second
point
deals
of
leave.
So
oxygen
said
we
have
leave
abusers.
B
B
People
are
very
liberal
in
the
way
that
they
grant
leads
and
others
not
so
much,
and
it
presents
a
problem
because
that
means
that
we're
applying
and
granted
leave
and
consistently.
So
what
I
ask
you
is,
if
someone's
coming
to
request,
leave
I
understand
some
present,
a
hardship
in
the
building.
I
understand
that
you
might
not
have
a
secretary
to
you
know
be
there
to
assist
you.
This
is
say
access
you
if
you
didn't
get
that,
but
is
it
really
worth
denying
leave
if
someone
comes
and
want
to
take
an
annual
trip?
B
I
can't
have
you
out
for
a
week
each
year,
but
there
are
some
buildings
where
people
don't
want
someone
to
take
leave
at
all
during
the
year
and
I.
Just
don't
know
if
that's
really
what
we
intend
so
really
quickly.
I
want
to
do
just
one
exercise.
If
you
could,
with
your.
A
B
Planning
time
we
all
have
to
break
emotion.
Each
year
we
have
an
individual
planning
time.
It's
very
important
that
we
have
some
conversation
about
fifth-grade
promotion,
so
I'm
gonna
say:
oh,
can
you
all
just
come
and
meet
with
me
very
quickly,
even
though
it's
the
unit
one
members
plan
any
time
to
try
to
have
a
quick
conversation
about
individual
planning?
Excuse
me
promotion.
Is
that
really
the
best
way
to
have
this
conversation?
Are
there
other
alternatives
to
trying
to
have
a
conversation
about
the
great
planning
so
with
the
people
like
your
table
really
quickly?
B
Can
we
have
a
roundtable
discussion
in
like
three
minutes
about
how
you
would
handle
that
situation?
Are
you
going
to
use?
When
are
you
going
to
use
that
individual
planning
time
to
talk
about
fifth
grade
promotion,
or
is
there
some
other
alternative?
If
I
could
have
everyone's
attention
again,
you
know
I,
think
that's
just
an
example
of
a
way
that
we
have
different
approaches
and
different
buildings.
You
have
an
issue
that
potentially
can
affect
all
of
us.