I chose to interview Regina Geis, who serves in the administrative role of interim supervisor for the county's adult mental health day program, which provides services for people with intellectual disabilities. Ms. Geis has held this position for 15 months. This is his first management position within a human services agency. His management style has changed in this short period of time. She feels she is now more directed in her direction with staff. He said: “Maybe it seems a little cold now. But I've learned that I now need to use the fewest words to make my point. Geis believes that to be an effective leader one must demonstrate a high level of confidence, "even if I'm not sure of myself, I have to be ready to stand by my decision and follow through." However, he also said that a competent supervisor must also be able to accept when they are wrong. Ms. Geis provides supervision of 15 direct caregivers in the programs and believes “there are many different viewpoints and perspectives to select from.” Therefore, he believes that it is not easy to work with difficult people. From an administrative role, he says, “You can't let it consume you and affect you negatively.” Ms. Geis believes that to be an effective manager when working with complex individuals you must learn to use your strengths and adapt the work environment. “You find what they're really good at and put them in the best role that plays to their strengths.” At first, Ms. Geis would sit quietly in meetings of the entire management team, but now she has more confidence in her abilities, position and will speak out. “Now I give my opinion or ask questions to ask. Sometimes, I may raise a concern that gives me ... middle of paper ... to strengthen these weaknesses, I will seek training online, at the local community college, and in workshops. Works Cited Edmondson, J (2009). Let's clarify: how to manage communication styles. American Society for Training and Development, Inc., 63(9), 30-31. Retrieved from http"//go.galegroup.com/ps/i.do?id=GALE|A212767598&v=2.1&=novaseu_main&it=r&p=ITOF&sw=w&asid=0abb8dfff77dba5f747cb1b4c13a9d9fGrant, A., & Taylor, A. (2014). Communication Essentials for Women Executives to Develop Leadership Presence: Overcoming the Barriers of Underestimating Business Results, 7, 73-83 doi: 10.1016/j.busher.2013.09.003Groves, K., & Vance, C. (2009) Examining managerial thinking style, EQ, and organizational commitment. Journal of Managerial Issues, XXI(7), 344-366.Geis, R. (2015, March 30).).].