Forbes Reveals the Top 10 Tips for Dealing with An Overly Demanding Boss

All jobs are demanding at times, and it’s often the boss’s responsibility to get her staff to rise to the occasion–but some bosses go too far by putting excessive pressure on their employees.

Don’t take it personally. A demanding boss is focused on delivering results to his or her boss, not on the negative fallout you may feel that your work is never enough, Taylor says.
“Study how other team members react and you’ll likely see that your boss is consistently an over-achiever or expects others to be.”

Simic agrees. “Realize that an overly demanding boss may have their own overly demanding boss looming over them. Don’t take things personally.”

Help DeskConsider why your boss is being so demanding. Is it just a personality issue, or is there pressure from even higher up to meet certain objectives? “This can make a difference in how you approach the situation,” Friedman says.

Kahn concurs. He says it’s important to “read the room.” If your boss is also working to meet a goal or juggling multiple deadlines, make sure you’re being sensitive to that in your interactions. “Provide high-level updates on what they need to know and avoid chitchat unless they initiate.”

Don’t be a punching bag. “Don’t keep taking lumps with a smile on your face, be a martyr, or take responsibility for things that are out of your control,” Taylor says. “Your boss has invested time in you, so you have leverage in letting him know the ramifications of his work style. You have the needed skills set, are relied upon and know the company culture. If you’re performing well, it’s expensive and time-consuming to replace you. Keep that in mind when you are ready to approach your boss.”

Gently confront the boss. “Approach your boss with a calm, professional, rational style,” Taylor says. “Don’t get caught up in the hysteria and try to keep a sense of humor to simmer any existing tension.” A little levity can go a long way in disarming a tense, demanding boss. And a lot of your success also depends on the delivery and timing of your discussion.

Listen and repeat. Make sure you are always listening carefully, as ideas and directions may come quickly, Kahn suggests. “If you’re unsure about anything, ask clarifying questions. At the end of your meetings, repeat back the deliverables that you are responsible for to make sure you are on the same page.” And you never know: When the boss hears you rattle off your responsibilities, he might realize how unreasonable his expectations really are.

Set mutual expectations and priorities. “When your boss gives you an assignment, review where it sits on the priority list; give an estimate of how long it will take and what, if anything, you need to complete it,” Taylor says. Offer a reality check on how a new assignment affects your other ones and the potential for other missed deadlines. “Come to an agreement before you run off and find yourself in a hodgepodge of unreasonable tasks.”

Stay positive. Your sense of calm and commitment to delivering the Demanding-bossbest results will be appreciated, and help coach your boss in a better direction, Taylor says.

Be a problem-solver, not a problem-maker. If you’re going to miss deadlines, raise your hand early on. Come prepared to present your boss with potential solutions to show that you have the same sense of urgency as they do about projects, Kahn says. “If you encounter obstacles to completing a project, also bring these to your boss with potential solutions. They may not be the right solution, but this type of boss will appreciate your effort to help solve.”

Friedman says if there’s a corporate-level goal your boss is trying to attain, it may make more sense to try to figure out alternate ways of reaching that target. “She may even know that what the company is asking for is unreasonable, and may appreciate the extra help in brainstorming ways to boost productivity. If you have some ideas on ways to improve workflow or encourage the team to ramp up performance, approach your boss with sympathy, and offer your suggestions in a spirit of cooperation. The goal is probably less about getting credit for your ideas than getting a better working environment out of it.”

Use positive reinforcement. Praise your boss when you see the behavior you strive for, like planning ahead together, and ensuring that your goals and deadlines are reasonable and aligned, Taylor suggests. “Say something like, ‘I appreciated that you understood that we’d have to push back the XYZ project by a couple of days to tackle this new initiative.’”

Celebrate successes. Be sure to flag your successes for your boss, Kahn says. “Since they are so focused on reaching goals, they may inadvertently miss some of your achievements. They will appreciate you flagging these since, at the end of the day, your success is also their success.”

Taylor says you can do this by creating regular status reports. “Your manager will better understand your behind-the-scenes work if you detail it out in regular e-mails,” she says. “This will show your boss how productive you are and what it takes. Don’t overdue and risk looking like you’re in over your head. You don’t want your report to run for five pages every other day, or you’ll appear confrontational and passive aggressive. Be factual and concise so your boss can focus and prioritize.”

“Some bosses have been taught that being very demanding is the only way to get results, from prior jobs or the current one,” Taylor concludes. “It might be a management culture. That doesn’t mean you should mimic the style with your own team. Instead, role model the person you want your demanding manager to be by clearly describing workflow and priorities. You’ll do yourself, your boss, and others a big favor.”

Smith, Jacquelyn. “10 Tips For Dealing With An Overly Demanding Boss.” Forbes. Forbes Magazine, 10 July 2013. Web. 15 May 2014. To see more:

Get Your Inch In

Every day when you wake up, you do the routine; perhaps you grab a cup of coffee, go for a jog, or even watch the morning news.  It is very important that we make goal-setting a part of that daily routine.  Without a clear idea of what it is that you want to accomplish, it is very easy for us to get off track.  It’s a goal that changes a routine into a mission.  Having a clear goal gives us a sense of focus and direction which increases our rate of success tremendously.  Goals prevent us from dropping the ball on projects and allow us to be more effective.

I understand that some people dislike setting goals because they feel like they have failed if they do not accomplish them.  However, our Managing Partner, Nancy Grimes, stresses the importance of “getting your inch in.” The idea behind “getting your inch in” is tairline-plane-flight-path-vectorhat: whether you complete the task at hand or not, were you able to inch closer to completing that goal?  If it is a long, tedious project, were you able to accomplish any part of it? If you weren’t able to work on the project at all, were you able to complete other projects that clear your desk so that you can focus more fully on the task?  You will come to find that, whether you were able to work on the to-do or not that day, you did accomplish SOMETHING that makes that task closer to completion.

At the end of the day, it is important to evaluate your goals from that day.  Did you accomplish your goals?  Did you get your inch in?  What can you do tomorrow to ensure that you accomplish your goals?  How can you be more effective?  As working professionals, we must always fight to improve ourselves but without a mission, where do we start? Setting goals will help you turn to-do’s into mission accomplished.


In a horse race you can win or lose by a nose!

Top recruitment specialist Nancy Grimes specializes in the little things that make a BIG difference just like in the Run for the Roses: The Kentucky Derby.  Competition in business is non-avoidable; you compete to get that truly spectacular promotion, you compete to build your business, and you compete to beat the clock.  Nancy says that it takes great talent to even enter and show up for the race!  The difference between getting the pole and the outside position is determined by the details: from vision, to planning, to execution you must “jocky” yourself into a stellar position to succeed.  

After landing yourself in a great gating position, it takes an experienced handler who knows their thoroughbred: how he runs, whether he/she will run in mud and whether they have the heart to go the distance to make the most out of your position.  Finally, success is driven by tremendous support: those people that show up every day who give their all and who make it possible for you to go for the BIG Run. 

When it ALL comes together and it comes time to go for the race: all of these elements play a huge part. Who has the heart to run after his/her dreams? Who has the courage and the heart to withstand the competition? Who will cross the finish line first? Who will get the trophy that waits?

Call us and we can become your winning ticket!

It’s down the stretch they go…………….


Got the Itch? Want to Scratch it?

“For some it is the RIGHT thing to do,” says Nancy Grimes, experienced merger and legal placement specialist.  There are times when merging is absolutely the best thing and then selecting the right merger prospect is mergercritical for achieving optimal success.  For others, just because everyone seems to be doing it doesn’t mean daring to scratch it at critical times in a firm’s history should even be considered and, sometimes, a merger or failed merger could be fatal.  Having a consultant who actually KNOWS your firm and who understands your metrics and business objectives as well as the benefits merging offers versus group acquisitions or individual placements DOES make a huge difference in locating the BEST opportunity.  When that consultant sticks with you throughout finishing the deal, you can be sure the merger offers the ideal benefits!  
In December of 2013, we conducted an audit of ALL the placements, office openings, group, partner and individual placements we made over the entire history of our firm and we learned that a very high percentage,  up to 90% of our placed attorneys are still viable, leading and very much involved in law firm or practice management.  In order to make our formula of “one + one = MUCH MORE” effective, we evaluate and measure 2 vital areas:
   1) The blend of style, philosophy and approach AND
   2) Compatible metrics and needs
That about sums it up!

If You Want to Get the Job, DO NOT Do These Things!

It’s a potential life-changing event—yet so many people get it wrong. I’m talking about going for an interview for a position you really want; one that could have a dramatic impact on the rest of your life.

So, why is it that so many prospective employees don’t seem to grasp the essentials of getting the interviewer to fall in love with them and make a commitment to hire them?

While building successful businesses I’ve had the opportunity to conduct many interviews. Let me share with you 10 common faults I’ve identified from that experience. Avoid them if you really want to get the exciting job of your dreams.

1. Don’t Be Unprepared

First of all…don’t make the mistake of going into an interview without researching the industry, the company, the boss, and as much as you can about the specific position. If someone tells me they’re at the interview to learn about my company, that’s a total turn-off.

The interviewee should have gone out of his way to become knowledgeable and find out in advance everything he could about the enterprise he wants to work for. There are so many online resources today; it’s not something that’s hard to do. It shows that the candidate is serious about wanting the position. Part of being prepared is also making sure you don’t arrive late for the interview. That’s inexcusable. Shoot to get to the appointment way ahead of time just in case there are unexpected delays.

2. Don’t Go Casual

You must create a good first impression. And that starts with the first moment your interviewer sets eyes on you. At our company, we do not have a suit and tie dress code, but it’s disrespectful for a potential employee to stroll in wearing a torn T-shirt, jeans and sneakers. It’s better to be overdressed than underdressed. You’re attending a job interview—not a ball game.

3. Don’t Be Afraid To Ask Questions

I like inquisitive people. I like people who want to learn. And I actually like people who challenge me. So don’t forget that an interview is a two-way street. I’m trying to find out if you’ll fit in with the rest of my rock stars and what kind of dynamite contribution you can make to our success; hopefully, you’re curious about the people with whom you’ll be working, the Company’s culture, exactly what is going to be demanded of you—and the potential for growth within the company.

I’m going to be investing in you—so I want someone who’s going to make a commitment and be with us long-term. Please don’t forget that.

4. Don’t Use Clichés

I’ve heard them all. “I’m a problem-solver.” “I’m a real team player.” “I’m a perfectionist.” I don’t need to hear general descriptions of how great you are (especially those clichés). I do want to hear specific examples of your successes and who the inner you is. What character in any relationship do you value the most? What was the highest moment in your life and the most struggling? How did you react and prosper?


5. Don’t Trash Your Current Employer

You may well be unhappy at your current company. I don’t need to hear it. If you speak ill of your current employer what’s to say you won’t speak ill of me? Don’t bring any trash talk from your job into the interview. Saying you didn’t always see eye to eye is one thing; it may well show that you can think for yourself, especially if you can quote a positive element. One way or another it was a learning experience! But don’t harp on petty disputes or air any dirty laundry. Don’t trash talk anyone. You don’t want to gain a reputation for negativity.

6. Don’t Be Fake

There’s always the temptation to “play to the gallery” when you’re being interviewed. You’re inclined to tell the interviewer exactly what you think he wants to hear rather than exactly how you feel. OK. So it’s stressful and you want the job really badly. And maybe you even exaggerate your experience a little bit. My advice is to be real. Presenting a “fake you” and hyped credentials is not going to serve you in the long haul. Truth has a way of finding its way out.

7. Don’t Chit Chat

Never forget that this is an interview for a job. Be professional. Be business-like. This is not the forum to share intimate details of your personal life, the ups and downs of your marriage, or your recent break-up. It is the forum to discuss why you want the job and how you will be an asset to the company.

8. Don’t Be Evasive

A good interviewer will ask plenty of direct questions. Be ready to provide direct answers. Honesty is the best policy. A good interviewer will watch your body language and inflection of voice for any telltale evasions.

9. Don’t Talk Money

There’s a time and a place to discuss salary, bonuses, and perks of the job. And it’s not at the initial interview unless it’s something the interviewer raises. Your compensation package is obviously a matter for major discussion—when you know you’re going to get offered something. Then you can always negotiate from a position of strength.

10. Don’t Just Walk Away

At the end of the interview don’t simply say “thanks for your consideration” and depart—and that’s the end of it. If you want the position make it clear that you’re interested before you leave and try to find out the company’s level of interest in you. Say something like, “This sounds like an ideal position for me. Is there a fit here?” and “What’s our next step?”

Your next step, regardless, is to follow up. The same day. A brief, polite email thanking the interviewer for his consideration and reiterating your desire for the job is not only proper etiquette but also shows that you really want it. I’m always surprised when someone doesn’t follow up. But it happens.

Going for an interview is one of the most important (and challenging) events in anyone’s life. Don’t treat it casually if are serious about being part of a winning team. It’s your first chance to shine. Don’t make it your last chance.

Most of all, especially if you’re young, take risks and interview for the places that you can call a career – not a job. Life’s too short to be aiming for a 9 to 5.

Christie Blameless for Lane Closings, His Lawyers Say After Investigation

Gibson, Dunn & Crutcher, the firm N.J. Gov. Chris Christie tasked with investigating his administration’s possible complicity in the Bridgegate scandal, issued a 360-page report Thursday that cleared the governor’s office and laid blame squarely on a former aide and a Port Authority staffer.

At a press conference at the firm’s New York offices, partner Randy Mastro said Christie had “no knowledge beforehand” of the plan to close access lanes to the George Washington Bridge in Fort Lee last September and “played no role whatsoever” in executing that plan.


The plan was hatched by Port Authority staffer David Wildstein and carried out
with the help of the governor’s deputy chief of staff, Bridget Kelly, Mastro said. He called the ulterior motive unclear but said the scheme was a product of “bizarre personal or political animus” against Fort Lee by Wildstein.

Other key figures, former Port Authority Deputy Executive Director Bill Baroni and former Christie campaign manager Bill Stepien, came out relatively unscathed. The report found they knew in advance about the lane closures but apparently believed them to be related to a legitimate traffic study.

Mastro deflected suggestions that he might have been biased in his investigation because of his former close relationship with New York Mayor Rudy Giuliani, a Christie ally.

“It serves no one’s best interest…certainly not mine or my law firm’s interest…to have done anything other than to try to get to the truth here,” Mastro said, referring to himself as a “proud Democrat” and “fiercely independent.”

“Our law firm was retained by the Office of the Governor…a public office, and we have an obligation to that public office,” Mastro added, claiming he’d be obligated to report any evidence averse to Christie, whom he met for the first time when the firm was retained.

The 10-week probe, conducted by Mastro and four other former federal prosecutors at Gibson Dunn— Reed Brodsky, Alexander H. Southwell, Debra Wong Yang and Avi Weitzman—included interviews of 70 people, including the governor.

Not interviewed were Wildstein, Kelly, Stepien or David Samson, Port Authority chairman and partner at Wolff & Samson in West Orange. The first three have invoked their Fifth Amendment privilege against self-incrimination. Samson declined to be interviewed, Mastro said.

Speculation that the closures were ordered as political retribution against Fort Lee Mayor Mark Sokolich, a Democrat who declined to endorse Christie in the November 2013 gubernatorial race, was not borne out by the evidence, the report said. It found Christie’s office was aware beginning in March 2013 that no endorsement would be forthcoming, but Sokolich maintained a good relationship with the administration and remained under Christie’s consideration for an honorary appointment.

The firm said Wildstein apparently had a vendetta against Fort Lee—possibly stemming from perceived special treatment because of its local access to the bridge—and raised that issue as far back as 2010. In August 2013, Wildstein began communicating with Kelly about the proposed closures, which he ultimately ordered—without notice to Fort Lee and despite internal Port Authoity emails warning they would yield a traffic nightmare, according to the report.

During the closures and afterwards, Kelly and Wildstein continued to communicate in messages that have become well-known since their public exposure in January, including Kelly’s response of “Good” when told that Sokolich was fuming over the traffic, the report stated.

The firm found that they also attempted to cover their tracks—Wildstein, by insisting to Christie staffers that a legitimate traffic study was conducted, with Kelly’s and others’ knowledge, and ultimately resigning in December; and Kelly, by lying about her involvement and attempting to have at least one damning email message deleted.

The firm said Christie, for his part, demanded answers about the lane-closure debacle from his entire staff, including Kelly, who didn’t step forward and also lied about her involvement under questioning by Chief of Staff Kevin O’Dowd. Christie fired her and cut ties with Stepien after the communiques became public on Jan. 8.

Christie also didn’t recall a supposed conversation with Wildstein about the lane closures during a 9/11 memorial event, according to the report.

The report also addressed Hoboken Mayor Dawn Zimmer’s allegations of a Christie administration conspiracy to coerce her into advancing a stalled real estate project pursued by the Rockefeller Group, a private developer, in exchange for Hurricane Sandy aid. Zimmer claimed that high-ranking officials, including Lieut. Gov. Kimberly Guadagno, conveyed the quid pro quo as a “direct message” from Christie.

The firm said Zimmer’s allegations are demonstrably false in material respects and contradicted by other accounts, including her own prior statements. On Jan. 11, a week before first making her allegations, she told the press that, while disappointed with Hoboken’s Sandy aid, “I don’t think it was retaliation and I don’t have any reason to think it’s retaliation,” the report noted.

The firm discredited the handwritten notebook that Zimmer offered as corroboration for her account, noting that it was, by her own admission, written a few days after the events it purported to chronicle and that “its most inflammatory statements appear to have been added even later, written across the top and down the side of pages.”

The firm said its investigation found that the conspiracy alleged by Zimmer could not have been effectuated, in view of the Christie administration’s “objective and transparent” and formula-driven process for allocating Sandy aid, which is subject to federal oversight. “In other words, the threats that Mayor Zimmer has alleged were neither carried out, nor could they have been,” the firm concluded.

The report also made numerous recommended changes, including appointments of a chief ethics officer and an ombudsman in the governor’s office, and commission of a bi-state study of the Port Authority.

Stepien’s lawyer, Kevin Marino of Marino, Tortorella & Boyle in Chatham, says the report “confirms” his client’s lack of involvement in the stunt.

“I’m left with a single question: why did the governor sever ties with Bill Stepien?” Marino said, adding that Christie and his advisors “ought to have the courage to step forward now…and say ‘we made a mistake.’”

Wildstein’s lawyer, Alan Zegas of Chatham, didn’t return a call.

Neither did Baroni or Kelly’s lawyer, Michael Critchley of Critchley, Kinum & Vazquez in Roseland.

Christie’s office, in a release, highlighted parts of the report, but spokesman Michael Drewniak didn’t respond to an email seeking comment.

Joseph Grimes Applauds Heritage’s Flight Plan into the Future

T38 TalonA NASA T-38 Talon, with the tail number 901, has arrived in Bowling Green, KY to be added to the Aviation Heritage Park collection of historical aircraft. The plane is the fifth acquisition for the park whose goal is to promote the stories of prominent aviators from the region.

The T-38 was flown by astronaut and U.S. Marine Col. Terry Wilcutt, a Russellville native and Western Kentucky University graduate.

NASA decommissioned T-38 No. 901 in 2011, and it was sitting in the boneyard of Davis-Monthan Air Force Base in Tucson, Ariz. until the park acquired it. Unlike the other planes at the park, which are on loan, the T-38 was given outright to Warren County, and it’s in better condition than several of the other planes when they first arrived in Bowling Green.

The plane was used by astronauts who flew missions during the Mercury, Gemini and Apollo programs, including John Glenn, Alan Shepard and Neil Armstrong.

Joseph Grimes, Senior Partner of GRG, who previously performed Unmanned Aerial Vehicle (UAV’s) flight operations as Pilot in Command, Instructor, and as a Subject Matter Expert (SME) in the military commented “It is an honor to have such a historical piece of equipment at any aviation park.  I am proud to see that the community is paying homage to those who fight for our country in such a prominent way.”



Pixie Meredith, Senior Partner of GRG, Sought Out GRG to Meet her Clients’ Staffing, Contracting and Payrolling Needs

Pixie Meredith

Following several new additions to the GRG team, Pixie Meredith has joined GRG as a Senior Partner.  GRG’s and GLI’s national footprint allows Pixie to further expand her practice, which encompasses a variety of cities spanning from California to New York.  “My career search led me to GRG because of its history and reputation in both the legal industry and beyond” Pixie reported, “[GRG’s] established footprint and capabilities allow me to serve the needs of my clients in ways that were not possible before.”

Pixie is well-versed in both the legal and medical consulting industries thus when Pixie met with representatives of GRG, she concluded that it was a natural fit.  Unlike most staffing firms, GRG partners are able to provide their clients with our total workforce solutions making GRG a one-stop-shop for all of your recruitment needs.  Building off of our sister company, Grimes Legal, with its 20+ years of Partner and Associate permanent placement experience, GRG is able to offer services such as contract, staffing, document review, payrolling and more.

Nancy Grimes, Managing Partner of GRG/GLI, commented “Pixie has immense experience in both the legal and medical industries that I am sure will flourish with the help of our platform.  We are very pleased to have Pixie join our team!”

If you have any staffing, contracting or payrolling needs, please contact Pixie at (800) 875-3820 or by email at


Grimes Recruitment Group Appoints New Senior Partner to Serve Clients

Joe.GLI logo

Joseph “Joe” Grimes, current Chair of Recruitment for GRG, has been appointed to Senior Parter. Joe leads the successful development and execution of GRG’s national and global operations and logistics expansion strategies, comprehensive management solutions, strategic processes and systems and the selection, implementation and continued development of technology solutions. He is also responsible for developing profitable logistics partnerships and helps establish the Firm’s overall vision, drive improvement initiatives and monitoring effective performance metrics.

Prior to joining GRG, Joe resonantly worked in the operations of Unmanned Vehicles (UV’s). Joe has conducted various types of operations in the United States such as performing Unmanned Aerial Vehicle (UAV’s) flight operations as Pilot in Command, Instructor, and as a Subject Matter Expert (SME). As a UAV Instructor, Joe created and taught various training courses and assisted in creating a number of processes. Joe worked hand in hand with several government agencies to perform such operations. He has also conducted various operations and worked with many platforms for the military in overseas-type operations.

As a part of GRG, Joe takes pride in assisting both candidates and firms in finding customized workforce solutions. GRG delivers services such as providing qualified candidates both in the legal field and beyond to meet the needs of our clients. We also excel in providing pay rolling services to businesses of any size or industry. The President of GLI/GRG, Nancy Grimes, says “We could not be happier to have [Joe] join the GRG team. He brings a great deal of knowledge and experience to the table, and I have no doubt that our clients will greatly benefit from his assistance.”

Top Legal Recruiter Shares Proven Tips for Working Smarter, Not Harder

It’s easy to fall into a pattern of “always working” rather than working smart.  However, there are ways to avoid falling into that trap:

business-woman-drinking-coffee-by-a-sunny-window1. Take more breaks. In one of my favorite books, Stephen Covey tells a story about a woodcutter whose saw gets more blunt as time passes and he continues cutting down trees. If the woodcutter were to stop sawing, sharpen his saw, and go back to cutting the tree with a sharp blade, he would actually save time and effort in the long run.

The analogy is an easy one to remember but harder to put into practice. Here’s what Covey says about sharpening the saw in our lives:

Sharpen the Saw means preserving and enhancing the greatest asset you have–you. It means having a balanced program for self-renewal in the four areas of your life: physical, social/emotional, mental, and spiritual.

Sharpening the saw is a great habit to get into in all areas of our lives, but I think it can be especially beneficial when it comes to work and helping us avoid burnout.

On average our brains are only able to remain focused for 90 minutes; then we need at least 15 minutes rest. (The phenomenon is based on ultradian rhythms.) By taking period breaks roughly every 90 minutes you allow your mind and body to renew–and be ready to fire off another 90-minute period of high activity.

For some people, 15 to 20 minute breaks might be tough to pull off, but taking short breaks throughout the day can still help you to refresh your mind and reset your attention span.

sleeping-in-cubicle2. Take naps. Research shows naps lead to improvement in cognitive function, creative thinking, and memory performance. In particular, napping benefits the learning process by helping us take in and retain information better.

The improved learning process comes from naps actually helping our brain to solidify memories. According to Max Read, “Research indicates that when memory is first recorded in the brain–in the hippocampus, to be specific–it’s still ‘fragile’ and easily forgotten, especially if the brain is asked to memorize more things. Napping, it seems, pushes memories to the neocortex, the brain’s ‘more permanent storage,’ preventing them from being ‘overwritten.’”

One study into memory found that participants did remarkably better on a test following a nap than those who didn’t sleep at all.

Not only are naps beneficial for consolidating memories and helping us remember new information (handy if your job includes a lot of research during the day!), they’re also useful in helping us to avoid burnout, since research shows burnout is a signal that says you can’t take in more information in this part of your brain until you’ve had a chance to sleep.

3. Spend time in nature. Daniel Goleman, author of Focus: The Hidden Power of Excellence,

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