Home' Trinidad and Tobago Guardian : February 4th 2014 Contents B23
Tuesday, February 4, 2014 www.guardian.co.tt Guardian
Suitably quali ed persons are invited to submit applications to ll the following position:
Applications should be submitted on or before February 12, 2014 to -
firstname.lastname@example.org or Corporate Secretary; 2A Cipriani Boulevard, Port of Spain
Executive Manager, Finance and Accounting
The Executive Manager, Finance and Accounting ensures the performance of the NIBTT's Finance and
Accounting functions in accordance with policies, procedures, strategic objectives, business plans,
statutory requirements and generally accepted standards of professional conduct and practice.
MAIN DUTIES INCLUDE -
Evaluate and direct the following functions:
Formulate, recommend, implement and update policies and procedures and other internal control
systems necessary to:
Ensure that the Finance and Accounting Unit is adequately provided with all equipment, operating
systems and supplies, information and physical amenities necessary for the efficient and effective
QUALIFICATIONS, EXPERIENCE AND KNOWLEDGE:
and Accounting or equivalent professional qualification
A business/management degree will be a definite asset
Knowledge of the organisation and its business environment
Exemplary standards of professional conduct
Listen to the employee or coworker s complaints
until you are certain that they feel heard out and
listened to. Sometimes people repeat negative sen-
timents over and over because they don t feel like
you have really listened to them. Ask questions.
Clarify their statements. Make sure you have actively
Decide if you believe the employee or coworker
has legitimate reasons for their negativity. If you
decide affirmatively, ask if they d like your help to
solve the problem. If they ask for help, provide
advice or ideas for how the coworker can address
the reason for their negativity.
Short term advice that points a person in a positive
direction is welcome. But, your role is not to provide
therapy or counseling. Nor, is your role to provide
comprehensive career advice or long term recom-
mendations. Point the coworker to helpful books,
seminars, or the Human Resources Department to
solve their problem. Know your limits when advising
Sometimes, the coworker just wants to complain
to a friendly, listening ear; they don t want your
advice or assistance to address the situation. Listen,
but set limits so the coworker does not overstay or
over-talk his or her welcome. Long term complaining
saps your energy and positive outlook. Don t allow
that to happen. Walk away. Tell the coworker you d
prefer to move on to more positive subjects.
If you listen to the coworker s negativity, and
decide the concerns are not legitimate, practice per-
sonal courage and tell them what you think. Tell
the coworker you care about their concern and
about their happiness at work, but you disagree
with their assessment of the situation.
Back gracefully out of additional conversations.
The coworker will attempt to appeal to your sym-
pathetic nature, but if you believe the negativity is
unwarranted, don t spend your time listening or
helping the coworker to address the negative feelings.
You will only encourage long term and growing
negative feelings and, potentially, behavior. You will
set yourself up as a negativity magnet. Constant
negative interactions will eventually permeate your
interaction with your workplace.
Deal with genuinely negative people by spending
as little time with them as possible. Just as you set
limits with the coworkers whose negativity you
believe is baseless or unwarranted, you need to set
limits with genuinely negative people.
Causes of their long term negativity are not your
concern. Every negative person has a story. Don t
impact your positive outlook by listening to the sto-
ries, or reviewing the history and the background
about the grievances purported to cause the neg-
ativity. You reinforce the negativity; negativity is a
choice. Negativity mongers need a new job, a new
company, a new career, a new outlook, or counseling.
They don t need you.
Avoid spending time with a negative coworker.
If you are forced, through your role in the com-
pany, to work with a negative person, set limits. Do
not allow yourself to be drawn into negative dis-
cussions. Tell the negative coworker, you prefer to
think about your job positively. Avoid providing a
sympathetic audience for the negativity.
Suggest the negative person seek assistance from
human resources or their supervisor.
If all else fails, talk to your own supervisor or
human resources staff about the challenges you are
experiencing in dealing with the negative person.
Your supervisor may have ideas, may be willing to
address the negativity, and may address the issue
with the negative person s supervisor.
Persistent negativity, that impacts coworkers
work is a work behavior that may require disciplinary
How to deal
with a negative
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