I have AT&T. unfortunately it is the only reliable service in or area. And even though I am literally a stones throw from the central office, the service is dicey when in rains or is foggy. Bad lines. Well after trying to set up the new DSL modem that they recommended the first time, and following the simplistic instructions, the damn thing would not work. So I set it aside, hooked up the old modem and limped along until now.

This time I did something different…….NOT. Hooked it up the same way again and all be damned, 13MB down and 1.8 up. And forget about calling, not worth the time and/or aggravation. How I got started on this tonight is because of what I read in an AT&T rating and this is what one disgruntled customer had to say, and believe me I have though this out-load more times that I can think . And I quote:

AT&T
Chad F | 2019-06-08

THE WORST SERVICE EVER UNBELIEVABLE I WOULD RATHER GET A VASECTOMY IN THE DMV LINE WHILE EATING A RACCOONS CORPSE.”

Adolf Hitler was a primary designer of the Volkswagen.

Key Point: The Volkswagen played a small but surprisingly crucial role in the German war effort.

The Volkswagen, or “People’s Car,” that so many millions have known for more than half a century had its genesis in Nazi Germany. Dr. Ferdinand Porsche, who designed the Volkswagen, had to share the concept with none other than Adolf Hitler. And though the Volkswagen may have first been intended for use as a civilian recreational vehicle, it was quickly transformed into three basic military iterations: the Kommandeurswagen (commander’s car), Kubelwagen (bucket car), and Schwimmwagen (amphibious car). The VW’s transformation into a military vehicle was a rapid metamorphosis over which Porsche had no control.

The original concept for a German Kleinauto (small car) was in part a response to the phenomenal success of the Ford Model T. The German motorcycle company NSU decided to venture into the small-car business and hired Porsche to design such a car. The prototype was known as the Type 32 of 1932, and was only one of numerous prototypes before the actual Volkswagen went into series production. Porsche had considerable experience in automotive design. Born and educated in the Czech Republic, his mentor was Hans Ledwinka, designer of the early rear-engine air-cooled Tatra. Porsche believed in Ledwinka’s design. In 1900, at the age of 25, he showed his Lohner-Porsche-Electrochaise, powered by electric motors, causing a sensation at the Paris World’s Fair

In 1905, Porsche joined the Austro-Daimler Company and designed his first race car, the Prince-Heinrich-Wagen. Through racing-car design, Porsche realized early on the importance of aerodynamics, and this influenced most of his later automotive designs. Wind-resistance tests helped him create highly successful racing cars for Auto-Union. Before starting his own design firm in 1929, Porsche worked for Daimler-Benz, helping develop the famous SS, SSK, and other Mercedes models.

When Hitler took power, Porsche announced his concept of a small, inexpensive car at the 1933 Berlin Auto Show. At the show, Hitler promised to transform Germany into a truly motorized nation. Porsche and Hitler met in May 1934 to discuss plans for the “People’s Car.” Porsche outlined the specs he had in mind. The car would have a one-liter displacement air-cooled motor, producing approximately 25-brake horsepower at 3,500 RPM, weigh less than 1,500 pounds, with four-wheel independent suspension to reach a top speed of 100 kilometers per hour. Hitler added specs according to his own vision: the car was to be a four-seater, get 100 kilometers per seven liters of gasoline, and maintain 100 kilometers per hour. Porsche proposed that the car be priced at around 1,550 marks ($620 at 1934 exchange rate).

Hitler limited the price of the Volkswagen to 900 marks and gave Porsche only 10 months to build a prototype. Beating out other proposals, Porsche and his design team began building three prototypes in a garage at his home near Stuttgart. Hitler monitored the progress impatiently, then found out that Porsche was a Czech citizen. Dismayed, he quickly rectified the political problem by formally converting Porsche’s citizenship.

The First Volkswagen Prototypes

The three prototypes, finished in 23 months, were successful from the beginning, once the front torsion bar suspension was “debugged” to make the twisting bars stronger and more flexible. Porsche, with his design team, which included his son Ferry, visited the United States to observe how Ford, Chevrolet, and Oldsmobile were mass-producing their cars. Hitler encouraged Porsche to go on the transatlantic journey, thinking that he would be well received by Henry Ford. During his earlier imprisonment, Hitler had read Ford’s biography while writing his own Mein Kampf, and he believed he knew where Ford’s sympathies lay.

The road tests of the VW prototypes began in October 1936. At first, different motor designs were tried out, including a two-cycle and two-cylinder version, until Porsche settled on the “boxer” four-cylinder, four-stroke design. The essence of the boxer design was that all cylinders were arranged in a flat bank with all crank arms in one plane. The fan-assisted, air-cooled design was virtually immune from both overheating and freezing, unlike liquid-cooled engines. Simplicity and accessibility to various components was another advantage. The chassis and suspension of the Volkswagen used a basically flat platform with a central tube backbone that held the shift linkage and hand brake cable. The VW’s suspension consisted of crank-link front and swing rear axles, with the wheels suspended individually. Instead of the usual leaf or coil springs, the VW used torsion bars, a revolutionary concept at the time.

he relative success of the three VW prototypes was a minor achievement in comparison to the goal of mass-producing such cars by the millions. Hitler, vowing to out-produce Ford in the United States, became agitated over what he called the industry’s procrastination. On February 28, 1937, he warned during a speech that if private industry could not built such a car, it would no longer remain private industry. These histrionics foreshadowed what would face the Volkswagen company within a short time.

The Politics Behind the “People’s Car”

At the 1937 Berlin Auto Show, Hitler visited the exhibit where the latest automotive achievements were on display, among them the small Opel P-4, which was selling for 1,450 marks. Hitler listened to Adam Opel explain that this was his version of the Volkswagen, upon which the Führer stormed off angrily, warning that no private companies would be allowed to enter the small-car market on a competitive basis. Volkswagen was to be Hitler’s offspring, and nobody except Porsche and his team were to have a hand in its cultivation. Hitler was using the “People’s Car” to utmost political advantage. The Nazi brass formed a new company called Gesellschaft zur Vorbereitung des Volkswagens, funded by the German Labor Front. Now Porsche, his hands no longer tied financially, threw himself into the project like the dedicated engineer and businessman he was. A small factory was set up in Zuffenhausen, near Stuttgart, and 30 more prototypes were produced. Soon another 38 were built. Since few people in Europe fully understood the industrial science of automobile mass production on the scale that Hitler wanted, Porsche and his team returned to the United States to recruit engineers and executives and buy more equipment.

At the same time, the German Labor Front devised a scheme by which workers could buy a Volkswagen in advance. Through the Kraft durch Freude (Strength through Joy) organization, which sponsored all sport, travel, recreation, and leisure activities for industry workers, money was collected on a layaway basis. By the time World War II began when Germany invaded Poland on September 1, 1939, a total of 210 KdF Volkswagen sedans had been built. Only two prototype units were military versions. The rest of the KdF sedans were allocated to military officers as personal cars. Hitler was given the very first convertible Beetle built in 1938. Photographs of the vehicle were published in Der Adler.

Militarizing the Volkswagen

The Kubelwagen (Bucket Car) idea stemmed from a meeting on January 17, 1938, between the SS-Fahrbereitschaft VW director, the director of Heereswaffenamt (Army Weapons Office), and other HWA officials. The purpose of the meeting was to see how the KdF Volkswagen could be turned into a military vehicle. Another meeting nine days later gave the Porsche company free reign as to how to achieve such a design. It was not until the beginning of November 1938 that the first Kubelwagen was shown. The initial rear-wheel-drive prototype was called the Type 62 and was compared to the standard HWA four-wheel-drive, four-wheel-steer military personnel car. The new design was met with approval, excepting the sheet metal, which was deemed too “civilian-looking.” Further tests were also favorable, and the body was redesigned. Compared with the KdF sedan, larger tires were used, the rear track was widened, and ground clearance was increased.

Aside from the redesign of the sheet metal, one of the first military requirements for the Kubelwagen was that it would be able to run in first gear at 2.5 mph, the walking speed of a German soldier with backpack. The standard KdF-wagen’s first-gear cruising speed was twice that—about 8 kph or 5 mph. At first a lower transaxle gear ratio was used, but this was still insufficient, so another alternative was adopted. By using a reduction gear at the end of each swing axle, the right speed was achieved. It also created more torque and provided a higher ground clearance for the VW “stand-alone” chassis, which would become a versatile platform for a variety of applications. Later, this reduction gear was used in VW buses and vans.

The Porsche team reluctantly redesigned the VW for its new military roles without having to redesign the drive-train, except for increasing engine displacement to 1.13 liters, which obtained 24.5 bhp. When an advisory contract with Daimler-Benz expired in 1940, the Porsche Company was recommended to the HWA to go into tank design, and Porsche would soon find himself as head of the Panzer Commission. At the same time, the Führer pushed for the military adaptation of the VW. Off-road capabilities were improved with the Type 82 Kubelwagen, which incorporated the crown-wheel- and-pinion gear reduction. Larger off-road tires were used and ground clearance was increased once more. The two Kubelwagen prototypes had bodies built by Ambi-Budd in Berlin in December 1939. Upon its acceptance as an official military vehicle, the Kubelwagen received the official designation of Le PKW-K1 Type 82.

Hitler’s Car: The Volkswagen Beetle’s Crazy Role In World War II

Adolf Hitler was a primary designer of the Volkswagen.
Volkswagen’s Wartime Evolutions

The giant Wolfsburg factory, with its newly built “Strength Through Joy Town,” was converted in 1940 to build war materiél. Large areas were turned into repair shops for the Junkers Ju88 bombers. Also, large quantities of mines were to be produced, as well as BMW aircraft engines. Toward the end of the war, V-1 bomb rockets were also assembled there. Manufacture of the “war contingency alternative” to the People’s Car, the Kubelwagen, the Porsche version of the German Jeep, also got under way. This design was completely independent of the four-wheel-drive vehicle that the German Heereswaffenamt had built, which was much more expensive than the Kubelwagen. In January 1940, another version of the KdF, the 4×4 Type 86, was put through comparative testing at Eisenach. However, only two prototype vehicles of the Type 86 were ever built. The 4×4 continued as the Type 87.

As the Kubelwagen was being developed, on July 1, 1940, the Porsche Company was given a contract to build three variations of amphibious cross-country vehicle prototypes for the sum of 200,000 marks. The result, called the Schwimmwagen, was designated Type 128. The first prototype was based on a Type 82 Kubelwagen that had its doors welded shut. The entire body was sealed water-tight, and a propeller that folded down to engage with a shaft extension from the engine crank moved the Schwimmwagen through the water. The Type 128 used the same 1.13-liter engine as in other military versions. It was capable of 10 kph in calm water, and calm water was imperative because the all-in-one design was heavy enough to be easily swamped by the smallest of wakes or waves.

Because of the Nazi hierarchy’s lack of rapid decision making, production of the Kubelwagen was at an impasse until early 1940, when other comparison road tests proved the Kubelwagen to be superior to the HWA vehicle in many ways and cheaper to build. More than a year after the war started, production of the Kubelwagen finally ensued. The VW sedan with four-wheel-drive was called the Type 87. Running gear of the Type 87 was used for the Schwimmwagen Type 128 and Type 166. All VW 4x4s used the Kubelwagen chassis and 1131-cc engine.

In early December 1940, the Waffen-SS and the Porsche team conferred. The military wanted a small armored car, and on December 22 a contract was awarded. By January 14, 1941, the contract for the Type 823 armored Kubelwagen was amended to eliminate the armor and create another version called the Type 821, which was to be a radio car. Another version, an ambulance, was called the Type 822. Mockup prototypes of each were built in 1941.

wo other iterations based on the Type 82 Kubelwagen were an intelligence car and a repair car. In addition, there were also versions with rail wheels and other special equipment, but these were built as one-off or in very small numbers. The VW platform was proving itself to be efficient, inexpensive, and, above all, extremely versatile. It was particularly well suited for off-road desert conditions, and approximately half of the vehicles produced were used very effectively by General Erwin Rommel’s Afrika Korps. The “tropical” version included Kronprinz balloon tires without longitudinal treads to trap sand and soil, special air filters as well as a second fuel tank, intended for drinking water but used for gasoline to double the range in areas where refueling was a drastic problem.

In the desert, the VWs far out-performed heavier Allied vehicles as water-cooled engines overheated and trucks bogged down in the sand. The VW was amazingly effective in North Africa, and decades later this capability was proven again in the form of the “dune buggy” and “baja bug” used in professional racing under similarly harsh desert conditions. With partially deflated rear tires, the traction of the quick, rear-engine vehicles was impressive in off-road conditions of all kinds, including the snow and ice encountered during the invasion of Russia. In freezing temperatures the air-cooled engines performed even better. The problem was there were just too few of the vehicles.

From 1940 to 1943, a total of 630 KdF sedans were also built with the designation Type 60 at Wolfsburg. These had a “civilian” (i.e., pre-Kubelwagen) chassis and used the slightly smaller 986-cc engine. An ambulance version was designated Type 67. One-off versions included a pickup truck and delivery truck. Also built were 564 Type 87 sedans, the latter with the 4×4 Kubelwagen chassis. Other one-off variations included a box van (Type 81) and open truck (Type 825).

The Type 82E Beetle, like the Type 82 Kubelwagen, had the additional gear reducers in each rear wheel and used larger 5.25×16 off-road tires. These Beetles were delivered in matte black, to be painted by the Wehrmacht with tan or camouflage colors. Delivered to the SS, these were called Type 92SS and included such items as rifle racks in the rear interior, a bracket-held submachine gun in the right front interior, slide-out desk from the glove compartment, and first aid kit.

At about the same time as the Waffen-SS group ordered Kubelwagens, the HWA ordered 100 Type 128 Schwimmwagens. These were thoroughly tested and the Porsche firm was given an extensive contract to build the amphibious off-road vehicles. Another version of the Schwimmwagen, the Type 138, was dropped, but the Type 166 and Type 177 were slated for manufacture. The latter designation was to have a five-speed transaxle, which never went into production. By the end of the war, 14,276 Schwimmwagens were built, almost all assembled at the Wolfsburg factory with bodies supplied by Ambi-Budd from Berlin. Sixty-six percent of all the Schwimmwagens were the Type 166, which was smaller and lighter than the Type 128. Most of them were supplied to Waffen-SS divisions after the Type 166 went into production in 1942. Officers of advance units used them to move across country, ford rivers, and carry out reconnaissance by water, but many officers used them as platforms for duck shooting.

An Expedition of VWs to Afghanistan

One of the more unusual theaters of operation for the VW during World War II was in the service of the Office of Colonial Policies. This German military section sent Type 82 E VWs and a Kubelwagen, along with a supply truck, on a trip to Afghanistan in June 1942. The vehicles were specially prepared for the trip. They were finished in high-gloss light paint and had chrome bumpers and door handles, ostensibly for protection against sand storms and oxidation. They also had auxiliary air vents in front of the windshield for ventilation, as well as extra louvers in the bulkhead between interior and engine for better cooling. Special air filters and off-road tires were also part of the equipment. The Office of Colonial Policies wanted to equip civil administrations with these types of vehicles.

Starting out in Berlin, the column drove through Dresden, Prague, Vienna, Budapest, Bucharest, and Constanza on the Black Sea. They were then loaded on a Romanian freighter. After a sea voyage from Istanbul to Trabzon, the vehicles reached Teheran and then were driven to the Afghanistan border. Foreign Minister Joachim von Ribbentrop insisted that the Afghan government collaborate with Germany to battle British forces on the Eastern Mediterranean and in India. When Iran, on the side of Germany, was occupied by British and Russian troops, the order was given to destroy the VWs so that they would not fall into Allied hands.

One of the more unusual theaters of operation for the VW during World War II was in the service of the Office of Colonial Policies. This German military section sent Type 82 E VWs and a Kubelwagen, along with a supply truck, on a trip to Afghanistan in June 1942. The vehicles were specially prepared for the trip. They were finished in high-gloss light paint and had chrome bumpers and door handles, ostensibly for protection against sand storms and oxidation. They also had auxiliary air vents in front of the windshield for ventilation, as well as extra louvers in the bulkhead between interior and engine for better cooling. Special air filters and off-road tires were also part of the equipment. The Office of Colonial Policies wanted to equip civil administrations with these types of vehicles.

Starting out in Berlin, the column drove through Dresden, Prague, Vienna, Budapest, Bucharest, and Constanza on the Black Sea. They were then loaded on a Romanian freighter. After a sea voyage from Istanbul to Trabzon, the vehicles reached Teheran and then were driven to the Afghanistan border. Foreign Minister Joachim von Ribbentrop insisted that the Afghan government collaborate with Germany to battle British forces on the Eastern Mediterranean and in India. When Iran, on the side of Germany, was occupied by British and Russian troops, the order was given to destroy the VWs so that they would not fall into Allied hands.

The Kettenlaufwerk

Yet another metamorphosis of the VW took the form of a half-track. The Porsche firm embarked on building VW-derived “People’s Tractors,” with this series culminating with the Type 151-1 half-track. It was also called the Kettenlaufwerk and was used successfully in small numbers both by the Afrika Korps and in Russia. Again using the VW platform, the Type 151-1 had three drive wheels of equal diameter on each side that powered the caterpillar tracks. Front wheels were of standard disc type used only for steering, as on nearly all half-tracks. It was used as a personnel carrier and tow tractor.

The Post-War VW

The Wolfsburg factory was heavily damaged by Allied bombing, but from May 1945 to the end of 1946, limited production continued with left-over parts. According to British military sources, during this time at least 1,785 VW Beetles were built, 977 with the KdF Beetle body and Kubelwagen chassis. Left-over Kubelwagens were also assembled when the factory was rebuilt under British Major Ivan Hirst. There were at least 10 variations of the Beetle with new designations and at least four for the Kubelwagen. The Ambi-Budd Berlin factory, now located in the Russian sector (soon to become part of East Germany) where Schwimmwagen and Kubelwagen bodies were pressed, was destroyed, so no additional vehicles with these bodies were assembled after 1946. In 1947, civilian VW Beetle production resumed. It was essentially the same Type 60 of prewar configuration.

At war’s end, Ferdinand Porsche was arrested by the French military and accused of war crimes. However, he was found to be not personally responsible for the use of slave labor, and through the efforts of his family he was released. He and his son subsequently finished development of the Porsche sports car, which had first been built as a prototype before the war. The first 50 units were built in Austria in 1948, after which time Porsche’s Stuttgart factory began building the Porsche 356 in 1950.

Hitler’s Car: The Volkswagen Beetle’s Crazy Role In World War II

Adolf Hitler was a primary designer of the Volkswagen.

The VW Kubelwagen of WWII was resurrected in the late 1960s and early 1970s in the form of the VW “Thing,” designated the Kubel 181. It was first developed for the German military and used by the Technische Hilfswerke, postal system, fire departments, and border patrol, gaining a modicum of popularity in the United States with assembly at the VW Puebla factory near Mexico City.

Although VWs in military guise were built in relatively small numbers, they had a noticeable impact during World War II, proving the versatility of the original design. Due to the politics of the day, the VW was underutilized and never achieved the universal acceptance of the American jeep. Once the war was over, though, the civilian, rear-engine, air-cooled VW was a great success for another half-century, assembled and exported around the world.

Originally Published in 2018.

This article by Albert Mroz originally appeared on the Warfare History Network. It was originally published in 2018 and is being republished due to 

Luis Borges wrote, “is the substance I am made of… a river which sweeps me along, but I am the river; it is a tiger which destroys me, but I am the tiger; it is a fire which consumes me, but I am the fire. The world, unfortunately, is real; I, unfortunately, am Borges.”


Zat Rana

The process of maturity occurs differently for each individual. For some, sheer diversity in experience slowly begins to change their intuitions about who they are and that changes how they see their body and thus their sense of self. For others, books and abstractions alter the way reality is perceived and thus how the body and the self are viewed and lived with. For a few yet, it’s therapy and conversation and a combination of experience and abstractions that get them there. Even within, say, different therapy practices, there are various ways of getting to the same end. Psychoanalysis is different from behavioral therapy which is different from humanistic therapy which is different from cognitive therapy, but they all have their strengths, and they can all be effective.

Being human is a difficult task, and it doesn’t come with a universal manual that just anyone can follow. There are patterns to our collective experiences, and these patterns can tell us a lot about ourselves, but they’re not enough. That said, at the core of it all, all we are dealing with is a simple statement followed by an even simpler question.

You are here, right now. What are you going to do about it?

Medium Article in whole

Remember back when you were in school, and your teacher would announce that a new group project was being assigned? If your classrooms were anything like mine, you recall hearing a collective groan echo from chalkboard to chalkboard.

This post originally appeared on The Muse.

Confession time: I was probably the one groaning and complaining the loudest. But, it was likely for a different reason than most of my classmates. My peers were disheartened to hear that even more work was being tossed on their plates. Me? I wasn’t so upset about the new assignment. Rather, I was more discouraged that I was going to have to work in a group, when I’d honestly rather just do the entire thing myself.

That probably makes me sound like a pretty terrible person, and an even worse colleague—I get that. But, it doesn’t change the facts: I’m a total control freak. I feel this undeniable urge to have the final say on every last detail—no matter how small.

There’s only one problem: This approach simply isn’t maintainable (or advisable, really) in a work environment. When you need to effectively collaborate and communicate with your co-workers, behaving like this really gets in the way.

As much as I love being in charge, I don’t want to become known as that teammate who’s a total steamroller. So, needless to say, throughout my years I’ve managed to identify a few strategies that’ve allowed me to loosen the reins and transform myself into a little more of a team player.

Give these four tips a try, and you’re sure to improve the way you work with your co-workers (even if your inner control freak is screaming all the while).

1. Recognize Your Weaknesses

If you’re thinking that this seems like an incredibly discouraging first point, I can’t blame you. However, taking some time to identify those things that you aren’t so great at can be incredibly helpful in relaxing your grip on every last piece of a project.

When you crave control, it’s your nature to want to handle everything—regardless of whether or not you’re the best one for the job. As bad as it sounds, you’d rather have it within your own grasp than have to trust someone else to get it done.

This is why recognizing your weaknesses can be so effective: You’ll have a much easier time delegating or releasing those things that you already know aren’t your forte. There’s no greater sense of comfort than knowing that spreadsheet is in the hands of your office’s resident Excel whiz or that the pickiest proofreader in your entire company is taking the final look through that report.

2. Be Open and Honest

There’s nothing worse than a control freak who repeatedly chants, “I’m not a control freak!” Listen, you like to be in charge—and, sometimes there’s nothing wrong with that. But, refusing to own up to your true colors won’t do you any favors. In fact, it will likely just irritate your team even more.

The best thing you can do? Own up to the fact that you like to take charge right from the get-go. Doing so will boot that big, pink elephant out of the room right away, and nip those hushed whispers and annoyed remarks from your co-workers in the bud.

However, simply admitting that you can be on the pushier side isn’t quite enough. Take this piece of advice one step further by enlisting an accountability partner on your team. You should explicitly instruct this person to give you a heads up and pull you back down to earth when you’re crossing the line from organized to obsessive. Having him or her keep you in check when you start to get a little too demanding will save you from snowballing into a full-on dictator.

3. Discuss, Don’t Demand

If you asked two different people to make you a peanut butter and jelly sandwich, I’m willing to bet they both wouldn’t go about it the same way. Maybe one would slather peanut butter on one slice of bread, and then jelly directly on top of it. Perhaps the other would coat one slice in peanut butter, the other in jelly, and then smoosh them together.

This isn’t a lecture on the art of sandwich making (and—let’s face it—it is an art), but the point is this: Even though those people had two very different ways of making their classic PB&J, they still ended up with the same sandwich.

There’s more than one way to do anything. That doesn’t necessarily mean that one method is right and the other is wrong—they’re simply different. And, unfortunately, that ideology is much too easy to lose sight of when you’re gritting your teeth at the thought of not maintaining every ounce of control by doing things your way.

So, before storming in with your “my way or the highway” approach, make sure that you zip your lips and take some time to listen. You should even ask questions, rather than doling out strict demands and instructions. You might be surprised by the thoughtful ideas and suggestions that come to the surface.

No, this might not come easily when you’re a natural-born control freak. But, as the old adage goes, we have two ears and one mouth for a reason.

4. Find Helpful Ways to Control

Alright, just because you can’t clear everybody else out of the way and charge full steam ahead on your own doesn’t mean you can’t be responsible for anything. You are definitely still entitled to contribute to the project or objective with your thoughts and your efforts. Nobody’s saying that being a team player means being completely hands off.

The key here is to channel your “my way or the highway” tendencies into things that your team will actually appreciate. Perhaps that’s by creating a detailed timeline for the entire project. Or, maybe you’re the best one to lead your regular team meetings to get status updates.  There’s a big difference between keeping everybody on track and keeping everybody under your thumb—and there are definitely times you can grab the reins and provide direction, without coming off as unbearably bossy. Find some different things that would actually help your team and put those on your own plate. You’ll be a valuable team member, while still satisfying that inner control freak.

I’ll be the first to admit that I love being in charge, and that can often make it difficult for me to be perceived as a true team player. Luckily, these four tips have helped me to squelch my control freak tendencies (at least a little bit) and be an all-around better collaborator. Give them a try for yourself—I’m sure your teammates will appreciate it!  The Control Freak’s Guide to Being a Team Player (Because This Isn’t a High School