The configuration options for each status item are plentiful, and the program does a good job of presenting them in such a way so as not to make the options and information overwhelming. Disabling an extra is as simple as dragging it off the menubar (or toggling a slider in the iStat Menus settings window).Ĭlick any of the new menu items to view a menu, tailored to suit your tastes, containing a plethora of information about various components of your system. Status items can be rearranged in the menubar just as you would Mac OS X’s own menu extras-by holding down the Command key while you click-drag an item to the left or right. These were all present in the previous version, but the latest version adds a battery extra to the mix. Instead of coming across bossy, let them you you appreciate their time and help, while being clear about what you need help with.IStat Menus’ menus items include monitors for CPU, memory, and disk usage disk and network activity hardware sensors and the date and time. It’s okay to tell them exactly what you want, but be considerate. When you come in with a request, know that someone is going to have to make time for it. Many people plan out their day and know exactly what they’re going to do and how they’re going to tick things off of their to-do list. When making a request, be considerate - not commanding.Find the compassion to thoughtfully offer the requester an alternative that works better for you and your schedule. But, if you’re too blunt, you will likely be perceived as someone who refuses to collaborate or provide others with much-needed guidance. When turning someone down, turn a “no” into a soft “yes.” When you’re neck deep in work and someone asks you for something, as a direct person, your instinct may be to clearly say “no” to the least important of these requests.Instead of pointing fingers, use “I” statements when discussing your subjective opinions, or if you want to remain objective, refer to the work you’re discussing (as opposed to the person doing the work). When you speak in accusatory language or start every sentence with “you did this” or “you did that,” the conversation either shuts down or escalates because the receiver gets defensive. When expressing an opinion, use “I” statements - not “you” statements.In doing so, you’re actually being more considerate by seeking to help the other person grow as opposed to expressing a negative, emotion-driven opinion. When you refer to facts, you remove your personal emotions from the conversation, and instead, give people hard evidence around what they can improve upon. Facts are objective, while emotions are subjective. When giving feedback, talk facts - not emotions.This can be incredibly difficult for new managers, who are trying to show authority while also forming a trusting relationship with their team. The issue arises when leaders toe the line between being direct and being abrasive. Clearly communicating what you want and need from your people, and why, makes everything more efficient. It’s best not to camouflage critical feedback, provide people with vague guidance, or set unclear expectations. Telling it like it is” can be a big asset, especially for people leading teams.
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