Member rankings

[lpdude86]

Wow I am a senior member!

When and how did that happen

Does that mean I have earned a porn viewing pension?

 

[cumrag27]

Does that mean I have earned a porn viewing pension?

Wow I am a senior member!

When and how did that happen

Does that mean I have earned a porn viewing pension?

Dearest lpdude86,

If so, please update me on how I can cash in my check for Broke Straight Boys senior member duly earned porn viewing privileges! If confused about your change in status, someone on the staff noticed your number of postings and that you had passed that magic number, I believe that is the extend of this priceless honor.

If there is more, please share with fellow seniors upon notification!


Sincerely,


Cumrag27, aka Stimpy

 

[Jayman01]

Wow I am a senior member!

When and how did that happen?

Does that mean I have earned a porn viewing pension?

Congrats!!!​

​

I think it used to happen after 100 posts. I think they adjusted it to 250 posts.

Not quite sure how the pension plan works here. But if you do find out please let us know. Your plan souds like it could be festive. Break out the aura glow...

 

[kaalaaupuni]

I like the fact that an EXECUTIVE SENIOR MEMBER responds so well with everyone. If he ran a company, I'm sure everyone would want to work for jayman

 

[scorpio]

Grats As of right now, the ranking goes as follow:
TITLE/Minimum posts needed

Junior Member/0
Member/30
Senior Member/250
Elite Member/2000

 

[JLipps4u]

Quick! Let me get busy typing! Oops, I mean posting!

 

[lpdude86]

Thanks Everyone!

Not even 21 yet and being called a senior, someone get me the phone number of Joan Rivers surgeon I obviously need something lifted or tucked!

 

[cumrag27]

AARP in your future?

Wow I am a senior member!

When and how did that happen

Does that mean I have earned a porn viewing pension?

Dear lpdude86,

Understanding that you are now a senior, perhaps you now qualify for discounts for college fees, tuition, and books in the college book store. I would definitely inquire about your eligibility! Have you seen your local Social Security office to begin receiving your monthly pension?


Sincerely Concerned,


Cumrag27, aka Stimpy

 

[rickster96056]

@cumrag27 Regarding AARP in your future. I hate to admit it, but now that I'm 50 years old (or should I say young) I get crap in the mail from AARP on just about a weekly basis. Here's what I do. Everything they send has a postage paid envelope in it.
For whatever reason I get mailings about once a week from gay porn DVD companies. I simply take one of the full color, graphic porn flyers and mail it back to AARP! Not only do they have to pay the postage, they get the added bonus of some pictures of hot gay porn.
Do I need a life or what?? LOL

 

[Jayman01]

I like the fact that an EXECUTIVE SENIOR MEMBER responds so well with everyone. If he ran a company, I'm sure everyone would want to work for jayman

LOL, Thank you for your kind words. I am delighted that you would be willing to work for me. I think it would be great working with you too. You have such a wonderful personality.

I have always done my best to answer questions in leadership positions. However, most of the people I have ever supervised were either under military contract, limited non professional fulltime employees, parttime employees, and or mostly volunteers. Unfortunately, I have had to terminate both employees and volunteers at some point. The reality of the business world is that we need to deal with employees and their issues to some extent. However, it is usually to the extent that it improves overall productivity. Unfortunately, the more questions that are answered the more questions that are then created. Also, the more answers that you give the more that can be twisted and used against you and taken out of context. I am not sure how productive this is overall. So, most companies create a human resource dept. to handle those kind of issues. The personnelle policies are usually the only canned answers they will ever give you... LOL


This site is evolving. So, to commit to an answer in writing kind of sets a universal standard in writing. I can only imagine that at some point in time most senior members will have like 5,000 posts. Good luck reading through all of that then. LOL So, I think that they will periodically come in and up the antee on membership levels like happened recently. I knid of thought that it has always been a kind of game and a surprise to discover when membership levels have changed for the most part.

 

[Jayman01]

Hey, most of what I know about leadership I learned in the Marines of all places. I used to teach Marine Corps NCO school. Below are the 11 Leadership Principles I instructed.:

1. BE TECHNICALLY AND TACTICALLY PROFICIENT. To know his job thoroughly, the leader must possess a wide field of knowledge. He must understand the technical aspects of the operation of the command and the methods and procedures of organization, administration, instruction, and personnel management. The leader should also possess a sound understanding of human behavior and human relations. Furthermore, the leader must have a working knowledge of the duties, responsibilities, and problems of subordinates.

2. KNOW YOURSELF AND SEEK SELF-IMPROVEMENT. Leaders must know themselves thoroughly. Leaders must recognize their own strengths as well as their weaknesses. A good leader continually strives to increase his leadership ability as well as his technical knowledge. For example, officers or NCOs who do not increase their knowledge continually will have to bluff in front of their personnel. Bluffing is like a malignant disease; it keeps eating away until all confidence is consumed. Self-improvement can be achieved by studying and observing. Use the leadership traits to determine your strengths and weaknesses.

3. KNOW YOUR MARINES AND LOOK OUT FOR THEIR WELFARE. This is one of the most important of the leadership principles. A leader must make a conscientious effort to observe the members of the command as often as possible. He should become personally acquainted with each of his men. Knowledge of their problems, recognizing their individual differences, and sharing in their joys and sorrows, will enable the leader to gain a better understanding of how subordinates react and function under various conditions.


4. KEEP YOUR PERSONNEL INFORMED. The men who are well informed about the mission, situation, and purpose of a particular task, are considerably more effective than those who are not so informed. People are inquisitive by nature. The informed men will perform their assigned task with more initiative, enthusiasm and loyalty. Far too often, leaders tend to give orders without explaining "why" the job must be done. Granted, there will be times when you might not have time to explain why a job has to be done, but do explain, when time permits, thereby eliminating a lot of fear of the unknown. An understanding man is a willing man. Blind obedience to orders can sometimes be just as bad as a person who disobeys orders. The job might get accomplished, but the morale of your unit will drop, and in the long run, your unit will falter. The best policy is to explain situations to your men whenever possible.

5. SET THE EXAMPLE. Leaders must be good examples for their men in integrity, courage, knowledge, professional competence, personal appearance, and personal conduct. Moreover, they must set personal and professional standards for the organization by their performance. If the leaders appear in a favorable light, the mutual confidence and respect that must exist between them and their men is not destroyed.

6. ENSURE THAT THE TASK IS UNDERSTOOD, SUPERVISED, AND ACCOMPLISHED. Leaders must give clear, concise orders that cannot be misunderstood, then by close supervision, ensure that these orders are properly executed. Before you can expect your men to perform, they must know what is expected of them. Be sure that they understand. The issuance of an order is the initial, and relatively small part, of the leaders' responsibility. The principle responsibility lies in supervision to make sure that the order is properly executed. It is this responsibility that is most difficult to carry out. A good leader will make wise use of his subordinates in the chain of command to supervise the execution of his orders.

7. TRAIN YOUR MARINES AND SAILORS AS A TEAM. This requires from each member a high degree of morale, esprit de corps, and proficiency. The duty of all leaders includes the development of teamwork through training of their commands, whether a squad or a division. Leaders who fail to foster teamwork while training their commands will not obtain the desired degree of unit efficiency. Insist that subordinate leaders understand the strengths and weaknesses of their personnel.

8. MAKE SOUND AND TIMELY DECISIONS. The ability to make a rapid estimate of the situation and arrive at a sound decision is essential to leaders. A good leader must be able to reason logically under the most trying conditions. Hesitation or reluctance to make a decision leads subordinates to lose confidence in a leader's ability, and creates confusion and hesitation within the unit. Once a leader makes a decision and discovers that it is the wrong one, he should not hesitate to revise his decision. Don't try to bluff, changes made will not have a lasting effect on personnel if you are honest and explain why the change is necessary.

9. DEVELOP A SENSE OF RESPONSIBILITY AMONG SUBORDINATES. Another way to show a leader's interest in his men is to give them the opportunity for professional development. Assigning tasks and delegating authority promotes mutual confidence and respect between leader and subordinates. It also encourages subordinates to exercise initiative and to give complete cooperation in accomplishing the unit's mission. The majority of NCOs are willing to accept any task or responsibility you might give them. They take pride in the trust and confidence you give them. Even in a small unit your men, particularly your NCOs, should be assigned tasks or responsibilities whenever possible.

10. EMPLOY YOUR COMMAND IN ACCORDANCE WITH ITS CAPABILITIES. To employ a command properly, the leader must have a thorough knowledge of the tactical and technical capabilities of the command. The leader must assign objectives or tasks to a unit that they are trained to do, properly evaluate time and space factors, and employ the command with sound judgment. Otherwise failure is likely to occur, and recurrent failure brings about a collapse of morale. But if the situation demands, men must be pushed without hesitation, sometimes beyond their known capabilities.

11. SEEK RESPONSIBILITY AND TAKE RESPONSIBILITY FOR YOUR ACTIONS AND THE ACTIONS OF YOUR UNIT. Leaders must be quick to seize the initiative in the absence of instructions from their superiors by seeking responsibility. This develops them professionally and increases their potential ability. The leader holds subordinates strictly responsible for results and rarely for methods or procedures as long as they are legal. Such action by the leader engenders trust, faith, and confidence. It develops initiative and wholehearted cooperation.


Can you imagine that we taught something like this in the Marines Corps? LOL

 

[Jayman01]

Grats As of right now, the ranking goes as follow:
TITLE/Minimum posts needed

Junior Member/0
Member/30
Senior Member/250
Elite Member/2000

Scorpio, You are the man... Thanks for clearing that up. I read it after I responded. LOL That will teach me to read everything first Ehhh!!!

 

[cumrag27]

LOL, Thank you for your kind words. I am delighted that you would be willing to work for me. I think it would be great working with you too. You have such a wonderful personality.

I have always done my best to answer questions in leadership positions. However, most of the people I have ever supervised were either under military contract, limited non professional fulltime employees, parttime employees, and or mostly volunteers. Unfortunately, I have had to terminate both employees and volunteers at some point. The reality of the business world is that we need to deal with employees and their issues to some extent. However, it is usually to the extent that it improves overall productivity. Unfortunately, the more questions that are answered the more questions that are then created. Also, the more answers that you give the more that can be twisted and used against you and taken out of context. I am not sure how productive this is overall. So, most companies create a human resource dept. to handle those kind of issues. The personnelle policies are usually the only canned answers they will ever give you... LOL


This site is evolving. So, to commit to an answer in writing kind of sets a universal standard in writing. I can only imagine that at some point in time most senior members will have like 5,000 posts. Good luck reading through all of that then. LOL So, I think that they will periodically come in and up the antee on membership levels like happened recently. I knid of thought that it has always been a kind of game and a surprise to discover when membership levels have changed for the most part.

Dear Jayman,

All too often, especially in the industrial settings, the "Standard" expected from workers is on an ever increasing schedule. This can be good to a point, but then, when it is overstated and no longer achieveable, frustration must set in as humans all have their limits. Sure, with more scientific approaches applied, certain individuals can break through the threshold establishing a new and higher standard.

But this ever-increasing progression of establishing new and higher standards reaches man's physical limits at some point and both sides of this equation need to realize human limitations. The same goes for high-tech equipment we adopt thinking their limitations are unlimited, only to realize their limitations are reached at some point. Nothing is infinite that is man-made.


Sincerely,


Stimpy

 

[Jayman01]

Dear Jayman,

All too often, especially in the industrial settings, the "Standard" expected from workers is on an ever increasing schedule. This can be good to a point, but then, when it is overstated and no longer achieveable, frustration must set in as humans all have their limits. Sure, with more scientific approaches applied, certain individuals can break through the threshold establishing a new and higher standard.

But this ever-increasing progression of establishing new and higher standards reaches man's physical limits at some point and both sides of this equation need to realize human limitations. The same goes for high-tech equipment we adopt thinking their limitations are unlimited, only to realize their limitations are reached at some point. Nothing is infinite that is man-made.


Sincerely,


Stimpy

They will always need to have humans in place as a back up and Q&A. Machines are only as good as their programing and as long as they are functioning correctly. You are so right...

Besides machines lubed with aura glow just don't do much for me anyway. LMAO

 

[cumrag27]

High expectations indeed!

Hey, most of what I know about leadership I learned in the Marines of all places. I used to teach Marine Corps NCO school. Below are the 11 Leadership Principles I instructed.:

1. BE TECHNICALLY AND TACTICALLY PROFICIENT. To know his job thoroughly, the leader must possess a wide field of knowledge. He must understand the technical aspects of the operation of the command and the methods and procedures of organization, administration, instruction, and personnel management. The leader should also possess a sound understanding of human behavior and human relations. Furthermore, the leader must have a working knowledge of the duties, responsibilities, and problems of subordinates.

2. KNOW YOURSELF AND SEEK SELF-IMPROVEMENT. Leaders must know themselves thoroughly. Leaders must recognize their own strengths as well as their weaknesses. A good leader continually strives to increase his leadership ability as well as his technical knowledge. For example, officers or NCOs who do not increase their knowledge continually will have to bluff in front of their personnel. Bluffing is like a malignant disease; it keeps eating away until all confidence is consumed. Self-improvement can be achieved by studying and observing. Use the leadership traits to determine your strengths and weaknesses.

3. KNOW YOUR MARINES AND LOOK OUT FOR THEIR WELFARE. This is one of the most important of the leadership principles. A leader must make a conscientious effort to observe the members of the command as often as possible. He should become personally acquainted with each of his men. Knowledge of their problems, recognizing their individual differences, and sharing in their joys and sorrows, will enable the leader to gain a better understanding of how subordinates react and function under various conditions.


4. KEEP YOUR PERSONNEL INFORMED. The men who are well informed about the mission, situation, and purpose of a particular task, are considerably more effective than those who are not so informed. People are inquisitive by nature. The informed men will perform their assigned task with more initiative, enthusiasm and loyalty. Far too often, leaders tend to give orders without explaining "why" the job must be done. Granted, there will be times when you might not have time to explain why a job has to be done, but do explain, when time permits, thereby eliminating a lot of fear of the unknown. An understanding man is a willing man. Blind obedience to orders can sometimes be just as bad as a person who disobeys orders. The job might get accomplished, but the morale of your unit will drop, and in the long run, your unit will falter. The best policy is to explain situations to your men whenever possible.

5. SET THE EXAMPLE. Leaders must be good examples for their men in integrity, courage, knowledge, professional competence, personal appearance, and personal conduct. Moreover, they must set personal and professional standards for the organization by their performance. If the leaders appear in a favorable light, the mutual confidence and respect that must exist between them and their men is not destroyed.

6. ENSURE THAT THE TASK IS UNDERSTOOD, SUPERVISED, AND ACCOMPLISHED. Leaders must give clear, concise orders that cannot be misunderstood, then by close supervision, ensure that these orders are properly executed. Before you can expect your men to perform, they must know what is expected of them. Be sure that they understand. The issuance of an order is the initial, and relatively small part, of the leaders' responsibility. The principle responsibility lies in supervision to make sure that the order is properly executed. It is this responsibility that is most difficult to carry out. A good leader will make wise use of his subordinates in the chain of command to supervise the execution of his orders.

7. TRAIN YOUR MARINES AND SAILORS AS A TEAM. This requires from each member a high degree of morale, esprit de corps, and proficiency. The duty of all leaders includes the development of teamwork through training of their commands, whether a squad or a division. Leaders who fail to foster teamwork while training their commands will not obtain the desired degree of unit efficiency. Insist that subordinate leaders understand the strengths and weaknesses of their personnel.

8. MAKE SOUND AND TIMELY DECISIONS. The ability to make a rapid estimate of the situation and arrive at a sound decision is essential to leaders. A good leader must be able to reason logically under the most trying conditions. Hesitation or reluctance to make a decision leads subordinates to lose confidence in a leader's ability, and creates confusion and hesitation within the unit. Once a leader makes a decision and discovers that it is the wrong one, he should not hesitate to revise his decision. Don't try to bluff, changes made will not have a lasting effect on personnel if you are honest and explain why the change is necessary.

9. DEVELOP A SENSE OF RESPONSIBILITY AMONG SUBORDINATES. Another way to show a leader's interest in his men is to give them the opportunity for professional development. Assigning tasks and delegating authority promotes mutual confidence and respect between leader and subordinates. It also encourages subordinates to exercise initiative and to give complete cooperation in accomplishing the unit's mission. The majority of NCOs are willing to accept any task or responsibility you might give them. They take pride in the trust and confidence you give them. Even in a small unit your men, particularly your NCOs, should be assigned tasks or responsibilities whenever possible.

10. EMPLOY YOUR COMMAND IN ACCORDANCE WITH ITS CAPABILITIES. To employ a command properly, the leader must have a thorough knowledge of the tactical and technical capabilities of the command. The leader must assign objectives or tasks to a unit that they are trained to do, properly evaluate time and space factors, and employ the command with sound judgment. Otherwise failure is likely to occur, and recurrent failure brings about a collapse of morale. But if the situation demands, men must be pushed without hesitation, sometimes beyond their known capabilities.

11. SEEK RESPONSIBILITY AND TAKE RESPONSIBILITY FOR YOUR ACTIONS AND THE ACTIONS OF YOUR UNIT. Leaders must be quick to seize the initiative in the absence of instructions from their superiors by seeking responsibility. This develops them professionally and increases their potential ability. The leader holds subordinates strictly responsible for results and rarely for methods or procedures as long as they are legal. Such action by the leader engenders trust, faith, and confidence. It develops initiative and wholehearted cooperation.


Can you imagine that we taught something like this in the Marines Corps? LOL

Dear Jayman,

Even if not fully realized to the maximum degree possible, everyone operating under this statement of higher to highest expectations are the beneficiary of them, just like we on the forum are the lucky beneficiary of your participation on the forum, too.

I do believe in the importance of establishing high expectations for oneself if you ever hope to develop more fully.


Sincerely,


Stimpy, (fully actualized and ready for service)

 

[scorpio]

Scorpio, You are the man... Thanks for clearing that up. I read it after I responded. LOL That will teach me to read everything first Ehhh!!!

You're very welcome