LZ
SLA(" llrdElt-iliPLU
/rqt'saurotlno
parlsaP a^alqle utaql
dlt,{ ot suoltle pue saltllllre Jo xlul
radord al{t rno pa;n8g a^eq s.raur.rol-rad
-ezrue?.ro pauu ap Apeall
E
a^eq rou oP
'suonetradxa af ueulJoS.rad Jo suJal uI
ssoq rraqr 91la,r aSed aules aql uo lou
a.re aldoad Lueur 'snotngo stuaas slqr
parrsap Sur.rarrrlap ro3 uolletnda,r pue
uI
jo auleu aql sI sllnsar
rsaq aql lBtll s/v\ot{s LllrBasar rno'req^\
Surop l.sng sI uoltsanb Iear a{1I ,tsng
sr auorfu aua'a)e1d1-rorlt uraPoul aLIl
'saujollno PaJIsaP asalll a^alllle sn
dlr.{ Iltrw IBLII sarllrerd pue srol^eqaq
'sanrzrrtre La1 aqr
r!rrurPl or IEIruassa
aluo
a/v\
,(1n-rt
saluofag lt 'sn uIoU sPaau
uoItBZIu e?rc aLIl IELI,I\ /!\oDI
'r{eptlr€a uraql op /puatHIP PuP
fllnsar ParIsaP ra^IIaP ilIrta suollf,€
rq/tr PuelsraPun Pue /Itotfx'z
alnj s sallns ParaPI suol
sPaau vovez
aq ot no.(.ro1 noL
allq,/vUaureS aql
prorar IlEn
e
taare)
Surdola^ap IELII PUnoJ
sarpnls rno Jo IM'aullt tq8r.r aqt lE l"etr
rqSu aqr uI uoIlBzIUeSrc aqt roJ stlnsar
lqSu aqt ra^Ilap ot rbtltqt s,uos;ad
sr ssal)ns JaaJel JoJ Jot)eJ
e
tuettodult
lsou a18urs aqt Leme pue rEC'ra rlaP
uaql Pu€ nor( uro.I' sPaau vortez
-ruet ro .rnor( sllnsal paPPe-anp
req/rr r(peura /laotr{ sr(e^rnly'r
ulou
-tue8;o .rnol. leq,/v\ rtprexa /\\oDI no,(
oC :uortsanb ssaJJns
ar
runJ
.r
no,
azt ur tt
d"t;il;l:::;
-e.radurI ssar)ns raarel SurrltolloJ aLIl
a;e stsl.leue-etatu slqt uro5 paS.raula
aldoad .rno.,( sras os Bu to;l"ll1#Jt1:
go( pappe-anle^
rlaql ]eq/y\ l.ltrexa
/KoDI lsnul sraguraul lJels 1y'no/ or
uoda.r teql aldoad aql qll/v\ ssaro'rd
letuv\,'aJII PUe Iro./Y\ Llroq qreo;dde
az!\' /v\oLI
uI IEuoIlUaluI
PUe silolJa
rno lauueql
aJOLU
a/Y\
auJolag
relll sueaul
pooqllalll
,{1pat ssalrns raare) Jo
aqr readar plnogs no,('uotltsod
drqsrapeale ut a;,noLJI PUV
'aseaJluI
salt lunl.r oddo raaJe)'rtlluar s I su of
stlnsar parlsap ra^tlaP or lrylyge al{l
u^\oDI atuoraq nol. aluo 'stlnsar
,,1T,";;l:ilT::l;:Xi::
rlqla lro/v\ PIIos
e a^eq spuolssaSold
SuIIJo/K tsoul teqt atunsse a \
sa^lleradut ssa))ns laare)
.
JoJ
'railag
parsap Sur.ranrlap Jo Prorar I)Erl e
dolarrap or a8ers aqt stas ,brrrrtre slql
'afueur.rol,rad ;ouadns roJ ueld aureS
e
qsrlgelsa ol llnluJlP saruofag rI 'uraqr
tnoqt IIA' suoltelradxa a)ueluJoSlad
sraarer ;no aBeuBLU sn io 1p dlaq ol
ulo{ af IoA,, e aJe /1prl
srollej asaql 'uoltlsod .rnoL.ro
..saqfuaJl aqt
-uassa
uonEzIUe1to;o adrb req^\Jo ssalP rc?at
3ur.'\rryl ul uoltesraluof sltll Jo aluel 'aure6 aql
'ssaffns Jaale)
sI
tI tuetJod-l aJotu aql bupanllap
agl
/lprder
PUE
P
luel.lodulr lsolu
seq qrreasar slqr 1p q8norqt gurol
or srsLleue-Blaur allterrpnb e Sutsn
lol
uollelndar pue
'a?ed arues aql pro)ar )PPJI
'Lpuara6'ssaffns JaaJE) aAaIqlB ol
sa{Bt rI teq^\yo SurpuetsraPun Jattag
dlr.{ ot salPnls snolrel
e dolanap sn
asaql ur paredtrtued oq^A sraPeal
uaql Pue 'go[
ssaulsnq
reql salrl Ilgl suodsa-t
.rno.( luasa.rdar
JoJ
srol)eJ rgnads zr,\ytuapr padlaq
-;odurr aql ateuJltsaJaPun tou oC
lo aueu aql s!
',,(lluanba5 suol s snlsIP ruauru8 r p sllnsal pallsap
qlns aleq ol
'are1d1.rorn .rnol Sur8uegr
rtureu.,tp aJouJ
uo qtoq ate no.( aJnsua ol ssog;nol' 6u;doga^ag
gtlrln Sunaaul B alnPaq)s
ooo'oI
uEL{t aJo(u 3o
rndur
aqf Palllllos aABq a,,tr'rtlarupallo)
pue sleo8 'a1o.t .rno.,t lno allJ/y\ ol
'ssa)f ns
atrrlt aql aIBI 'uorfezr.ueE.ro lnol' ol
anle^ Iear ppe ot ra^IIaP ol Paau no.(
Jo
pooqllalll aqt
PUE
arueluro3rad
Sur,roldxa qlreasar parldde Jo saPElaP
'no,,( ro3
,.snf oJ leaJ,,
rlaqt aztuttldo sleuorssayo.rd Pue
srapeal dlr.{ ot sLerrr SurreSrlsalul Pue
stlnsal tet{/v\ tnoge aat?e ssog lno.(
pue nol. teqr arns aleur ot sI slt{l oP
ot Lertr /1uo
agl
-eztve7ro pue srapeal /pnls I aluls
-ralua aqr ol anF^ sPPe reql alor lBuoll
o/v\l ruads seq uJear JnO ,,itaarct ,{vs
qrl^\ InJssa)lns aroru ag 01 oP ol Paau
I op s8urqr rgnads teq/v\,,, 'aut 1se
.,t1aurrno,r aldoad 'Sutnrl B roJ suoll
rapun Surte,rado rou aJe ro/Pue 'asud
e atea;o ot sI ase.rqd antte;ado a,{I
'sfrJlaru
Pue
spoS a)ueulroy,rad paqsllgetsa trpeap
become proficient and disciplined at
without proper planning and
performing these critical tasks.
It might be plannin gfor and
delegating specific work tasks on
a daily basis. Or, perhaps, it might
forethought, we have seen people who
include project management practices
most important for their success.
Mryb. one of the most important
lessons that emerged from our
analysis is the factthat time, like
to pull a team together and keeP
them moving in the right direction.
It might involve coachi.g,
Process
are exceptionally busy struggle, and
even fail,because of their inabiliry to
apply their time to the tasks that were
improvement, running effective
moneli, must be wisely invested. When
meetings, developing emPloYees or
developing a work schedule. Whatever
we find ourselves moving quickly at an
unrelenting pace, it is easy to squander
the activities, high performers make
this important resource.
This rule applies not only to
our time resource but to all of the
resources that we Possess at work.
it a prioriry to plan for and engage in
them daily.
According to the Pareto PrinciPle,
8o percent of the outcome is
generated by
zo
percent of the actiu1ry.
High performers - whether theY've
heard of Vilfredo Pareto - follow this
rule. They identi$z and engage in the
key actions that
will deliver results,
must be taken to make
effective decisions for using all of our
Great
care
scarce resources, be they financial,
human, informational or production,
so that we can link these resources to
desired outcomes.
putting them in a greatplace to
develop action plans to help them and
Career success question: Do You
make wise and conscious decisions
their people succeed.
to apply your time and operational
resources to the activities that are
Cateer success question: Have
you mastered what you need to do
on a daily basis to deliver suPerior
performance and get results for your
organzation?
T.Practice greattime
most important fo,r your success?
4, Remember thatyouwin
with people. To be in a position to
achieve high performance, people in
the modern workplace must develoP
strong interpersonal relationships in
three specific areas: working relation-
unapproachable, arrogant, sarcastic,
ships, fostering cooperation and
condescending, caustic, pomPous,
building teams. Without this talent
di s tant, aloof and, summa rily,di
that time is a person's single most
and the emotional intelligence needed
to suPPort it, a Person's career is in real
to work with, the outcome is simple.
They will not bring out the best in the
important resource, and it must be
jeopardy.
stewardship and dont waste
fesoufces. One of the most
challenging trends in the modern
workplace is being asked to do more
with less. Our analysis revealed
handled with the greatest care.
fficult
people around them, and co-workers
will generally avoid them at all costs.
A great deal of research in the
areaof emotional intell i gence
makes a strong case that being able
This is a career killer.
endless, nonproductive meetiflgs,
write and answer emails to no end,
engage in unproductive phone conversations, and write rePorts that no one
to foster strong working relationships is infinitely more important
you emotionally intelligent, and do
you make it a prioriry to build the
will
people who are emotionally intelligent
be wisely
and develop this talent are more likely
invested. nicaton Our meta-analysis revealed
that effectively communicati ng
And yet,if we are not careful, we
waste countless hours each week in
read.But high performers tended
to take greatcare in applying their
scarce time resource to the activities
that give them the biggest bang for the
buck.
We consistently found that ProPer
allocation of one's time resource has
powerful impact on that Person's
abiliry to deliver results. Conversely,
a
22
lndustrial Manaqement
than possessing raw intelligence and
extensive experience. In a nutshell,
to deliver better results.
This emotional intelligence is
Career success question: Are
Time, like workpl ace relationships, teams and
money, must networks necessary for your success?
5. Be
a great 760 degree corntnu-
with everyone you work with was
necessa ry to foster workplace cooPeration and build teams - both factors
critical. We must be able to commu-
that have been found to be critical to
co-workers, Peers, customers,
suppliers and direct reports.
success. But when a Person cannot
connect with people and is viewed as
nicate effectively with our suPeriors,
Our previous research makes it clear
tt \ t,a( ii)ilt!lr|l,i#rlr
Surnunuor e ul sr ateldlro^\ uraPoul
o1
sallrunt.roddo al{r rxng Jo arels
Jaale) J Iaqr'af ueLuJ o3.rad aJloIPauJ
tdarre or
3ur11t./y\ aJe
Surllrrtrun
^"
"n
aJB
l:::11::
;o 'uollle aIEl
rslualgo;d anlos or ,A\ot{
'
:H; i:i
JJ,l 3, o
rcat? Surleru PUe sISIr 3ur1er 'dn
"
Surddats'uolttsod snoa8eruenpe
aldoad 'asrna{l'I
puelsJapun
'sJaLIto
tnou{ o}
:: :L'J :?j lJjilH
aqt or
asr.r
ffi *'i1: :
Laql pue 'a3ua11egr ro
ualqord leuorr eztue?to .roleu E a^los
dlr.{ ol sJaaJEl rlal{t ur .,(1tea r{rrunr
-.roddo ue a^eq aldoad InJSSallns
ue uI sa^lasuaqr Puu osF uel auoP
aleul ot s.'(e.'ur
IJoA\ ta8 or ralsea tt
pue 'sSurqt Surop 1o sr(em
lno
laas
roJ lool Lpuersuor 'sn punoje uo
rauaq pue
^\au
or{^A'onb snlets aqr aSualpl{l ol 6urob st leqtn
3ur11p,r are oL{1\\
puP
dressarau s!
afl'9
reql alueL{l al{r ra}eat8 aqt 'anotu
a/\\ rarsej
aL{I'ared Ilaulearg
e te
Surnoru are aA\ uaql\ ud\op leaJg PUe
alnlaj;aur aLUolag uel sarltferd pue
slualel uollefluntuuJo)'suInlPaI'U
UAIIIJ,/Y\ JAL{TO PUE SIIEI,UA UO
I:UAP
'PaujroJul
Sunertunrutuol
sE qlns'uottELUJoJUI
Sur.reqs Jo prBS ag
uet aures aqJ 'sn
punore uo Suro8 sr teg,/K PuetsJaPun
A\oDI ot rfuessalau st Sutualsl-I
PUe
11qe
.rnol j o sror.o:iH'Jirlt :1:
{.{^
aas
ol ,(sea sl ll 'luatuuoJllua
sa8ualleqr aql tE lool no.'( uall/y\ Pue
leql raguraurar oS 'su/\\oPlearg
SurSueqr Llprder e uI Surte;ado yo
sa)Itferd pue sllpls uoltef IUnruLUof
.rnol.
apeuJ srs.,tleue JnO 'snoJaulnu
-uadap Jno ualr8 tuettodur st uottef
aldoad Surdaal pue 'Surqteor PUe
rsotr\l'auop sEurqr pt otrarsea
pue ra{Jrnb rI sa{pw orl,n ra^los
e
nol. oC :uolrsanb ssaf,f,ns raateJ
ueqr salrlllglssod raare) ur.rar-8uo1
I
aJUeruJ o3,rad
pue uollef IUnulul of s IIr
roop aqr Suruado 'papet?aP
raare),,pea.r) stualgo;d Surnlos
-runtuluol uallt-tlt'uotllPPe ul
ll::r:j;l:%.;,p;ili;
assaffns JoJ uo
-ualgord paurldresrp
puadap nor( tELIt aldoad aLIr Jo IIe qtl^a
,(lanrlraga ateltunrutuol r(puar s r su of
or rrr
nteat? aAELI pue saster ,{edJauag 6ugua1sg1
alrarar 'palouo.rd ag or ,t1a1ll arolu
are suralqotd leuone ueS;o snolras
u^\oul are oqa aldoad lelll
Surnlos roJ
Jeall
al'Uolaq sllDls uollBf IUnUJLUOf Jno
roi
a;e (,,satllunuoddo luauJafuequa
roJ
'tuatullerap raare) PUe arnlle3 qolJo
sasne) dot aqt Suoure aJe safltte.rd PUe
sllHs uonBf luntuulo) a^IllaJjauI rELIl
if
this becomes their workplace modus
S.Always knowwhat is going
on around you and where you
operandi.
stand. Highly successful people tend
success is
in jeopardy
-
esPecially
expertise and your willingness to find
to be self-monitoring and constantly
aware of their daily activity and how
well they are performing. This key
new and better ways of getting work
rule of success clearly states that
done?
truly effective people constantly do
self-appraisals to make sure they
Career success question: Are
you known for your problem-solving
7.Do not underestimate
the power of connections and
networks. It's commonly heard in
organizational America that "it's not
are getting the desired results. Self-
serious about their long-term success
take the time,effortand energy to keep
their skill sets current and to develop
to meet the changing demands of their
jobs.
There are numerous opportu-
nities for skill development, ranging
from cross-training, formal training
programs, online learning initiatives,
special assignments, certifications,
monitoring allows us to stay on
formal education and coaching assign-
rack afterwe
ments. The key is to assess your needs
have taken the time to
and develop an immediate plan to
only what you know; but also who
esmblish the outcomes we desire, the
you know." This belief surfaces in our
activities that will get us there, the
improve your skills if you think you
findings
relationships needed for success, and
how we should invest our time. This
lack the talent to perform at a higher
as
well.
Over the years, participants in
most of our studies have made it clear
situational awareness allows us to
that an employee's internal connec-
know where we stand.
tions and external contacts play a
critical role in career success. When an
employee has " greatworking relationships across the companfi' "is wired
in," "has friends across the organization," "knows key people in other
departments," or "knows the right
difference makers," it can help them be
more effbctive.
level.
In addition, leverage work
experience by learning from past
One key lesson we have learned is
that high performers regularly take
time to reflect on what they need
to do differently to stay on track.
This discipline is critical to making
the appropriate adjustments to get
the desired results and to scan the
environment for the things going on
in the larger organization. This allows
mistakes, missteps and failures
-
both
our own and the people we work with.
This requires us to pay attention
and, again, demonstrate situational
Do you awareness of what's going on around
have a strong us. In our busy world, it is easy for
interpersonal people to repeat ineffective behavior
network to by failing to take the time to reflect on
lean on? what they are doing and how well they
high performers to disengage from
behaviors that are counterproductive
are doing it. Failing to learn from past
shortcomings throws away a learning
opportuniry that can help one's career
in the long run, but is a common
getting introduced to key decision-
or non-value-added.
Without this performance tracking
activiry it is easy for all of us to get
makers, and generating political clout,
caught up in mission creep, a loss
among others. Building these relation-
of focus, being busy without being
productive, or doing lots of things
that have nothing to do with what
Cateer success question: Do you
have a real plan to improve your talent
These connections can be invaluable
for career success for any number
of reasons, such as impacting information floW access to key resources,
ships, connections and internal
nerworks also can provide people with
mistake.
and ensure that you are continuously
learning?
opportunities.
us to deliver. Finally this situational
to. The person you really are will
have a profound impact on your
At the same time, strong relationships in the industry with suppliers,
awareness helps us stay alert and be
success and
aware of career opportunities both
analysis
customers and financial contacts can
help an employee increase his or her
inside and outside our organization.
across the years
have a tremendous impact on career
organization. And strong external
Careet success question: Are you
in the habit of tracking and measuring
your performance on an ongoing basis
nerworks can provide you with greater
and making adjustments accordingly?
And while this career success rule
opportu-
nities. A strong interpersonal nerwork
9. Be a lifelong learner and learn
from mistakes - both yours and
both inside and outside of your
organization not only makes it easier
others. With the accelerated rate and
pace of change, it is easy for working
of key issues. Despite what we see on
the news and read in the newspapers,
to get work done but provides some
insurance in the downsizing Process.
people to realize that they are lacking
organizations want to hire, develop
a
access
to internal career development
effectiveness and importance to an
access to career advancement
Career success question: Do you
have a strong interpersonal nerwork to
lean on?
24
Industrial Manaqement
the organization is actually paying
critical skill or talent
necess
ary for
-
your careerln this
and in all of our research
-
a person's character,
personaliry amitude and passion
success.
might be broader than others, it makes
point about a number
an important
and promote people who demonstrate
success and even survival. Regardless
workplace integriry and moraliry.
of how busy they are with pressing
business needs, people who are
This factor aflbcts a wide variery of
workplace performance variables that
EZ
SLA(. lrrde/qlreLU
'J(uef noL teqt sSurqr tnoge Surr{.l.ro.,tr
apntnte pue l{S:aua'|lroJJa 'autlt atse/y\
*
Peal
'lla/v\ ajII rnol.
PUe sraaref
rnol'
os 'uollBrado jo aPou s.leuols
-sa;ord truego r.red auolag pue Paureal
aq uel pue
,,,,
pallauuorratul
IIE are
qr
::
rredull puno;o;d
/aqr
e a^eq IIp,r
.rno tr Jo
st
sPueuaP
no,,t IIat osp srsl.leue
::51:1ft;:i :il,Hii.,
Jo
alerala]lB
'a)ua6!llalul
leuolloue ol
a6equ11
llotlt lo
epnl!ilP pue
fig;euoslad
a/Y\
ot tou pue Ionuor uer nol. teql s8urqt
aqr Jo Ionuol aler ol Ielluassa sI lI os
"
'JaaJe)
'sllnsal
prolar ryerr
IIe
al]rll
3
u r oE u
alJas
ord ol
uel
oLI/y\
I
sl
:i;J:
rl allll/v\, ,{rrlrgerunolfe
:lffiT
PUB
e
[T:jil:il;
Jauued ,,{rrllgetunoffe uE Surneg
.ro'pa;otuauJ Surag 'qreot e Surneq
IeuosJad traqr
yllat
01
/gBIq Jo satnglrtre /a1 atll
Jo ralhod agr aJ€rqwg
rr
lro/ll nol. aldoad aqt uI tsag
3uo1 aqt ra^o stlnsar parlsap
ot,btltgt tnol.
ra
IIap
PuB nort Punore aldoad
ro parualer
raare) Jo
^aoLIjo
ssalp ;r"flat
Poot{llaIII aqr 'Iro/v\ rlaql
a.re pue 'apnlnte
rnoge aleuorssed
arrrtrsod e urElulB(U
ol Preq Iro/Y\
'rua8rllalul l.lpuortoula a;e'patsnJl
:::T[] :rT#l :':: ffJ
or{^a s.rauued r{rrlrgerunorre
sB
s say
aJv:uorlsanb ssarf,ns raare)
'lneq
'
'T';T'#J*H:Jdffi:::
/aql asnBlag s;auued
-lla^a
lBtll reall r{Ia.rd 1I salBtu alnr slql
og dpuergruSls dn saoS ssarrns
aldoad InJssallns 'r(ern aqr /g PUV
aqt Surop are nol. leql
sauJoftno PaJIsaP
aluo 'snloJ sa;tnba.t
aq
(1purg
'
'uoddns pue tuaulaEeJnofua'lasunor
ol
Parsrur
uel aldoad uaLI/!\'l.1as.ranuo)
dnorSlJolv\ .,(ue uJoJj runluauloul
'eule;p Pue ssarls
'\flnva llns Pue
pue
are 1dry o/K aseaJf u I'af uB tu.r
o;rad dno,r8
u^\op IInd uer aldoad go sadr{r asaqJ
aldoad Hllrlt
sdrgsuoItEIaJ Sur.rotuaul 3uo;rs Surrreq
uo Palerrpa,rd IIE sI U
sB
Ieu or
patsnn e tuo{ Ilegpaa3 Suro8uo
pue aleJnlfe Sutntara; 'salelsltu
ruou uJeal Pue llaltar ol atull
Ielnrrl
" "'
aJe
ParISaP
e Surdola^aP
'tuauJssassE
rlaqt uo paterrpa.ld st ano;durl
hape^ apl^\ e uro{ Iregpaa1 alueur
-royrad tno laas /aqr teqt sr aldoad
InJssarrns
jo auo '/o;qlyqelunof,re pu€ {regPaaJ
aqrl^a
aqt tno s8ur.rg oLI^a uos;ad jo puDI aql
no.(
no.,{
taare)
'lla^A
uraql dlaq pue punore
s,auo
aIEt ot pue stualet s,auo ano;dutt ot
ueld luaurdola^ap leuosrad e aneq or
lnJssa]lns e ol alnglJluof lel{l
srotleJ aqt jo lrr.roleul aqt uo lredulr
atou ot tuetJodurr s,rt 'sSulPUU Jo tsll
aql u/v\op /ern.rno,,t IJo/y\ no.,t se lng
Eur,ranrlap Jo
terp Sursr.rdrns ag tou plnoqs tI oS
sr [eArAJns Pue ssaJ)ns JaaJe) JoJ Jol]EJ
I.oN aql JagIJaLUaJ o1 IefIlIJl sI lI
oI'ssaffns .rno tredull teqr
sSurqr aqt
hnedel Jlaqt tBLIt ./v\oDI {t.lt'sa)rnos
p
rr snorlard aq1'lo;luoJ aTEl os
t;aquraurag'zr
'taatet tnolsl sFIr
Zluaulano;dutt
te suolJa rnol qry\r llerr uo ,ters
no.,( dlr.{ uel ot{/v\ s;auued lrtltqe
-lunoffe Pue 'lasunol asI/Y\ gllrn
no,,t aprno.rd uel oq/v\ sJoluauJ
'Eurqreor Suro8uo Jo asn aleul
oC :uorlsanb ssaJf,ns
sE
tELp lnJpulur aq
a^A
3uo1e 's;aqto Jo lasuno) pue rndur aqr
uo paseg stuaurrsn{pe aleur ot /rrlrqe
'rca1t ag
tsoulle ra^o lortuol Jo
ol Sur.roluaw pue Surgreol 'ryEgPaaJ
tno laas ol pue gol
r
ll 'ssa)lns
PUB
IIp,t
tet{t slJo/v\tau Pue suleal'sdrqs
-uonela.r Surl.rorn tea.r8 agt SurtearJ uI
asaqr /Y\oDI
,{rrlrgeluno)fe se alJas pue roluau
'qreor ot r{rr.loud gSrg e lI aleul
- auIll rno
safrnosal rno atelolp uaL{l
-
alueJnsseal PuE
l.11errrr.rl saruorag
^\oDI
e dolanaP
llerl
Iasuno) '{Ilegpaal ot ssatfe s,uos.rad
puno1o;d e a^eq uer rolleqag rno teql
#:#: :il' ffi ;T#
.rnoL uo
"'i:,*i
uorssed pue apnrlne'r{rrpuos;ad
'tat)etegr .rnol. se 'ag /lgrssod uer noL
leql uos;ad rsag aql ag ol luetrodult
tr tBt{t JagLUauJ at',{11ew C 'tuaudolanap
pue Suru;ea1 SuroSuo,rnol. atetlIIIEJ
jo
IEap wat? B aleq a.iv\ teql ase) Suo.rts
,hatte aleuJ sallleJad*l ssaffns Jaale)
aqt taaul or slualet.rnoL dolarrap ot
ler]nrl sl tl teqr
s
sulalgo.rd anlos or sdars all])eord aler asnP)oq sse))ns
pue 'sn puno;e SuuJnfJo sluala aql s,uostod e ;o
Jno dolanap srop!pald
Jo ssauaJe/v\e leuoltenlts
'arueurJoy.rad SuroEuo rno IIBJI ol lelluelsqns arP
Isrluassa satuofag uaql
Pooqllalll aqt asEarlul
rng sraqlo dlaq /1uo tou III/*\ sarttre;d
tunoule.red sr sllpls uollef lunuJuIo)
pue aruaSrllaluI [EUoIlouIa Jno asn ol
tsnu aIA
,btltgt rno
/lSurprolfe
/lpnadsa
's8urqt rgSu
,{rrpgedlnr'tuaualroJura.r .relnEar Pue
rl'qsrldulorre
pue sllnsar ra^IIaP llylr leql sartlre;d
pue sarlnnle iqr rllruapl ot lueuodurr
ot Eurrful aJe
aqt
qllqla 'ra.(oldula ;nort roJ sllnsar
SurnaE Jo prolar
Jaare)jo alJnos tea.rE e ag uef srosIAPE
s/ed tt 'aptt.te slqt azlJevruuns oJ
dn bulddelpl
rltsner 't[n]ll3Ip a^Eq oq^a aldoad
'puno;e ag Jou 'tllytr IJo/K ot lue/y\ lou
op a/!\'pauoEuaul l.lsnorna.rd sezn sy
grlrn sSurtaaul alnPaqls ol aAIleItIuI
ol uolllsod e uI s.ot{/v\ auoaluos
urog ryegpaa; 8urqreor Suro8uo
'nol. or alqellele aq l[l^a req] saltlunl
pue
'*':11::#"Tffiff*ffi:::::
'uorrtppe uI'os op ol uolllsod e ur
aJE Or.l/v\ sJaqlo .to s;aad'ssog ;no.,{
assa)fns
';ffiil:fi:l:i::li
ffi;J;
taare)
'u",:'J;;:#ff-,#ffi]:
oC :uortsanb ssaJf,ns
'a?mqt alet ot ssauEur11rrlr;nol.
rbtttgt;nol.
;:J-#;1J:,T;Tli"
-roddo aql uo pedurt InJra^\od e aneg
'.PaglJlsaP aABLI a/v\ reql
uer Laqt
salneJad*l
JaaJE) aql Jo aSeruenpe
aIEt nol. tetfl [E)I]Irl sl U 'Pua aql ul
'arua8r1larur
Fuonoua
ot aSeluII rla{1t Jo asnelag ssa)rns
s,uos.rad
aJE
E
Jo srolllpard prruersgns
aPnlllle Pue rbrpuos.rad s,uos,rad
tet{t atou ot tueuodurr os[E sl tI
B
'are1dryo/y\ aqt ur aldoad
Jo ssaulqtrolv\
runoJr:l::ffff
-lsnJt aqt
L{lI1!\
op ot Surtp,fuala aleq