Make me Santa

Turn me into Santa Claus

Transform a person in your picture into a Santa Claus. Making me Santa Claus is a great free app to make you look like Santa Claus. Become a dancing Santa Claus and send the card to your friends who wish you a Merry Christmas. Check out reviews, compare customer reviews, see screenshots and learn more about Make Me Santa Claus stickers. There are four essential things that I think make me trustworthy.

Santa Claus me! To make a Christmas greeting cards, put your face on Santa Claus.

And you can also create a great image for Facebook, Twitter, etc. to get into the Christmas spirit. So are you up for the uninterrupted Christmas spirit? Last but not least, we particularly advise you to watch out for this amusing effect that gives a face painting a Santa Claus look.

Make me a Santa sticker on the App Store.

Enhance your Christmas pictures even more. Free 200 Christmas Sticker to be added to your picture! Many fantastic filters and effects to make your pictures more appealing! Apply text to your pictures in many fun typefaces! Use Brightness, Contrast, Hue, and Saturation to work with. Frames have a finite selection, like labels.

After adding a label and returning to the Features page, but before storing the image, the user is not permitted to go back and modify or delete the added labels. As with text, after adding and exiting the text function, the user may not go back and make changes to the added text or delete the added text before the image is saved.

Make me Santa Claus at the App Store.

Select photographs either from your own image galleries or take them with the built-in cameras. Put your face in one of the many designs or use one of the photographic decoration options to create your Christmas picture! Santa Claus is a great way to have a good time with your friends' pictures.

Put your face on a wide range of fun Christmas pictures. Works with iPhone, iPad and iPod Touch. Up to six members of the extended familiy can use this application by setting up their own sharing system.

Father Christmas

Like in the past years I could meet Santa Claus for an exclusiv one-on-one interviews. In our discussion, I learnt that Santa Claus believed that credibility was the keys to his achievement, and he built confidence in four main ways. Me: Hello Santa Claus. Santa: Me: I like your humour Santa!

Well, you know how near I was to being on the bad side before. Santa: Now, guidance includes many things, but I would say the greatest secret to my triumph was being trustable. Me: It's in my ear, Santa Claus. As you know, I think confidence is important for efficient management.

Santa: There are four essential things that I think make me trustable. There are many movable parts for this Christmas concert, and I had to build the capabilities necessary to do the work. You know, folks believe in me because they think I know my things. Me: Nobody knows more about Santa Claus than you, that's for sure!

Santa: Me: I couldn't say no more, Santa. There are four things you said would make you trustable. Santa: Every fairy in the North Pole knows I take good good care of them. It is important to me to get to know the first name and location of each elven in my squad, and I often go to the workshop to talk to them and get connected on a face-to-face basis.

Santa: P ON TV (Santa Claus says slowly, undressed). Me: That makes absolute sence, Santa Claus. You' re linked to humans on a genuine, trustworthy footing. Well, the trustedabcs! Santa: Well, the trustedabcs. It'?s the Alphabet or the Confidence Languages, isn't it?!

I' d also say that it's also the tongue of guidance. One cannot maintain long-term, efficient management if one is not trustable. Santa: It' really a teammate achievement between me, Mrs. Claus, and all the fairies in our group. I: Ha! You are the best Santa Claus. Santa: Working anonymously 364 workdays a year in the vastness of the North Pole is the most powerful human team.

Throughout the year, this squad works in anticipation of the one evening when its work can be seen around the globe. Yeah, I'm talkin' about Santa Claus and his elf squad. When there is someone you should take advices from to build a strong and powerful group, it is Santa Claus.

Each year Santa Claus is merciful enough to take enough out of his insane timetable to pass some of his guidance on to me. Over the past years, he has divided five keys to efficient delegations, three sessions on motivational skills and the basics of management achievement. At our last get-together, which took place in a Starbucks location over a warm mug of Christmas Blend coffe, Santa Claus was sharing his seven mysteries about how to build a strong group.

Me: Hello Santa Claus! Santa: Santa even makes an odd error! Me: Don't worry, Santa, I needed the lingerie more than the bike anyway. I' ve always loved the crew you put together at the North Pole. Can' imagine a better match for a squad than yours. Well, what's your mystery?

Santa: Well, I wouldn't say there's a mystery; there are seven! It is the first mystery of a high-performance group to have a clear goal and clear value. They need to know why they are there, what they want to accomplish and what kind of value guides their work. As a result, the project management teams have identified a number of challenges and achievements that are clearly related to the objectives of the work.

Every member of the project teams knows his own part in the project and is responsible to other members of the project teams. I can see how that shows up on your part. So what's your second mystery? Santa: Reinforcing your skills is the second mystery of a strong group. Every member of the project must have the responsibilities and authorities to carry out their work.

Widespread information must be disseminated and members of the teams must be confident in doing the right thing. The members of the teams are aware of what they can or cannot do and take the initiatives to act within their area of responsibilities. Authorization is possible through the third secret: relationship and comunication.

Confidence, esteem and coherence are emphasised and each member of the group has the liberty to express their own views, thoughts and emotions. Efficient crews value to listen to each other, to give and receive open but thoughtful feedbacks. Me: Employee Empowerment, relations and communications are crucial elements of every team's successful development.

And what is the forth mystery of a powerful group? Santa: My final mystery is my ability to be flexible. An efficient and efficient project management has to be prepared to quickly alter the company's strategic orientation or changes in business process. Members of the teams must have a mentality of agile awareness that changes are not only unavoidable but desired.

Me: Considering that your Herkules performance is to distribute gifts all over the globe in a unique overnight effort, I can see that your staff has brought the fine arts of flexible perfection to perfection! Santa: Our natural instinct for being flexible has resulted in us practising the fifth mystery of a strong team: optimum production.

As a result, every high-performance unit is able to get the work done. What can you do to keep your staff from getting rid of all the heavy work all year round? Santa: As a result, the six secrets of a high-performing organization are recognized and appreciated. It is very important for our people to celebrate our success and our success.

Often individual performers are commended for their performance and everyone within the squad feel valued. Instead of just concentrating on getting those who make the mistake, I want the fairies to do something right. Me: That leads us to the 7th and last mystery of high performance teamwork.

Santa: Behind the seven secrets of high performance crews is morality. The members of the squad are self-assured and excited about their work and each individual is proud to be part of the squad. The members of the project management committee are obliged to achieve mutual results and the results of the project. Strongly protecting the moral of the entire organization by ensuring that conflicts are handled in an open and respectful manner.

Me: That was a great debate about Santa Claus. You' re really a champion at making up a powerful group. Santa: This recognition really does belong to the whole crew, not just me. with top-notch delegating abilities. Otherwise, how can you declare a cheerful man capable of running a multinational company from the remotest areas of the North Pole, producing millions of tons of toys with only a small number of fairies and distributing them around the globe in a singular overnight?

Delegations, that's how it is. Only a few Christmases left until Christmas and I met Santa Claus for our annual tour talk. Over the past few years, Santa Claus has spoken about his mysteries of elf motivation and his direction. That year, over a mug of Nicholas favourite cacao, he spoke about his technique for an efficient delegating.

Me: Hi, Santa Claus! Santa: What is your little secret among the delegates? Santa: This is not only to relieve my own work load, which is a strictly egocentric objective, but also to help my teams build their capabilities and increase our overall efficiency and profitability. Me: you're making a good point, Santa. When it comes to delegating, many managers have a close focal point.

How would you advise managers trying to enhance their delegating abilities? Santa: Diagnosing the competency and dedication of the individual who receives the work is the first step towards efficient delegating. While not everyone has the ability or incentive to be successful in every assignment that a manager has to outsource, it is important to ensure that you have a good agreement.

Me: That makes perfect sill, Santa Claus. Santa: Second, the keys to delegating are to ensure that the result is clearly identified. Ken Blanchard, one of my management tentors, says that every good achievement begins with clear objectives, and he's right. And I make sure that my fairies know exactly what to do and how to measure their achievement.

Once the objectives have been set, the third way to delegate is to clear the limits of responsibilities - who has the power to do what. Me: The definition of limits of responsibilities seems to be something that managers can often ignore. Santa: This brings me to the forth mystery of an efficient mission - be available! So I have frequent one-on-one interviews with my manager elves to keep in contact with how their team is doing.

Every executive has one-on-one meetings with the fairies at the front on a frequent basis, so we have a continuous flow of communications up and down. Delegating without involvement means abdicating, which every director should refrain from. Me: Your knowledge never stops amazing me Santa. Is there any other secret of an efficient mission that you would like to divide?

Santa: Fifth and last but not least is the periodic inspection of your work. And when the fairies are on course and they're doing well, I want to commend them. Getting my fairies to do something right is one of my greatest pleasures! It is important to us that our focus in periodic sessions is on our achievement in relation to our annual targets.

Me: Well, Santa, you always have such great management insight that you can enjoy every year. I' m sure you have done the job of the delegate. Santa: Delegating only works if you have a high degree of confidence in your teammates and if you are approaching them with the right mindset. Delegating is a management skill to help your employees grow and strengthen, not to shift your undesirable work onto them.

If there is confidence, delegating is a great way to improve the service of you and your group. Although Christmas is only two and a half day away, I was able to persuade Santa to take a rest from his last arrangements to give me an exclusively conducted one. Last year, in an annual conversation, Santa Claus talked about many of the things that make him one of the most admired guides of all times, and since the staff's motivations and commitment was a heated subject this year, I chose to ask Santa for his thoughts.

Take pleasure in the leading fingernails I' ve won from the plump and cheerful fellow in the glaring crimson suit: Me: Hello Santa Claus. Santa: I' m always anxious to help other guides. I have a weakness in my own hearts for those who have a great love for others. Me: To find ways to encourage staff to concentrate fully on their work is one of the main concerns of managers today.

What is your mystery? Santa: What is my mystery? Mystery is that there is no mystery! I' m working really hard to create an enviroment that allows my elven squad to do their best work. They really deserve the merit of being highly committed and motivating. Concretely, what did you do to make it possible for the fairies to be so effective?

Santa: Now, if I had to cook it down, I would say that I have learnt three essential lesson in how to help my fairies be driven and committed. During my first few day I was a little of a micromanager and I found out that it got the ghost out of my group.

Fairies are aware of the objectives we need to reach and the limits on which we work, and they have the power and responsibilities to do the work as they see fit. What is more, they have the power and responsibilities to do the work as they see it. I have found that when they have full oversight over the achievement of the objective, they take much more responsibilities and use their discretion to ensure that we are successful.

I: I would think that for the autonomy of the fairies it is a big strain for you to make sure that they are set up to do well. Santa: A lot of guides think that independent workers let the "prisoners lead the asylum", or in my case the fairies who lead the garage!

Santa: My second lessons are that the development of a feeling of attachment to and between the fairies is crucial to help them be motivating and committed. All year round I take my speaking engagements with individuals or groups of fairies to ensure that I have a close relationship with them.

Trying to encourage my own sense of teamwork, I celebrate things like birthday and have a Christmas present swap (the white elephant swap is my favorite!). Inside the elfs, we have developed a system of buddying where new fairies work with older ones to help them acquire the basics of the profession.

The relationship with your manager and your employees will help individuals to get involved in their work. Me: That makes a great deal of difference, Santa. If I think back to my most motivating job, it was the one where I had really good relations with others. So tell me about the third class you learnt from your elven leadership experiences.

Santa: And the third thing I've learnt is that the most highly committed fairies are those who continuously develop their skills throughout their career. Trying to organise both formally and informally my team's study programmes in such a way that, if they decide, they have the opportunity to grow in the workplace.

Me: To sum it up, the three lesson you have learnt are about the creation of an elven setting in which their needs for self-sufficiency, connectedness and competency are catered for. Was there anything else you would want to say to leaders who read this review? Santa: Everybody is highly motivating in one way or another. However, what I can do is contribute to the creation of an enviroment that empowers and motivates individuals.

That' what I'm trying to do with the fairies. Me: Well, Santa, it looks like you managed to help the fairies to be highly engaged! You know, I have a special interest in confidence. How does confidence affect the motivation of fairies? Santa: Confidence encompasses and penetrates the entire lifecycle to help the fairies to be highly engaged.

In the absence of a basis of confidence, the fairies would not be willing to take the risks of working with me and participating in these policies. By taking the risks and seeing the results of our endeavours, we foster and strengthen these relationships of confidence. Again, your findings about management were enormously invaluable.

Santa: Mrs. Claus is trying to get me to have more fruit and vegetables...something about this new healthcare and spa programme that our elf resources do. When I would be playing Santa Claus at the Christmas celebration in the offices, I would give the following presents to the ladder: This is a good humor - I have found that many executives have forgot how to have a good period at work.

Leading a person can be quite stressing and it is simple to focus on all the issues that need to be resolved and on the burns that need to be extinguished. Make a handy little jest with your co-workers, e-mail a fun little one or better yet, make fun of yourself the next times you fool around in front of your group.

Too often we are looking for someone who makes a mistake and always forget that humans do things right. A chance to apologize - Despite our best management performance, there are certainly moments when we make errors and disappoint you.

It is one of the sure-fire ways to loose confidence in others is not to acknowledge your errors or apologise for an injustice you have done. Now, my own experiences have shown that the time when I grew the most as a manager is the time when I had to face a great challenging time that overtaxed my management skills and compelled me to leave my comfortable area.

Challenge is a disguised way of living and it is these that characterise us as managers. Loneliness - Everything in our community works against executives who are able to live a steady loneliness in their life. Best managers are confidence building individuals who are aware that every employee engagement is an occasion to build confidence.

There is one reservation to this present - don't make a pledge you can't or won't keep. Brokening promises is a great betrayer of confidence and can totally ruin confidence in a relation when repeated. Recognition - Leadership is a classy and worthwhile occupation, but guides can go through long periods of periods without listening to a word of thanks or recognition for their endeavors.

It would be a present for every supervisor to have at least one meeting with a co-worker who would share how much he/she has been influenced by the supervisor and how much the supervisor is valued by his/her group. But I' m anxious to know what other presents you would give to the chiefs if you played Santa Claus.

Having finished his hurricane journey around the world with gifts, I had the chance to meet Santa Claus for a personal talk. What I was interested in was gathering some sage from one of the most iconic guides of all times, and what will appear below is an extract from our shared age.

Me: Thanks, Santa Claus, for taking the trouble to see me. Santa: My work is loving and I consider myself fortunate to be able to bring so much luck and pleasure to so many of you. Me: You are one of the most trustworthy and admired guides in our entire story. Santa: When you want your customers to place their confidence in you, you have to be dependable and honour your obligations.

Me: How in the whole wide kingdom do you succeed in carrying out all your shipments in a unique overnight? Santa: Humans don't intend to fall, they just don't intend to. My confidence in children and my parent is fostered by my ability to work in an organised and systematic manner. Santa: Regarding guidance, I see it as my way of "managing performance".

Me: How do you keep all the fairies working all year round? Santa: I' ve got the best squad in the whole wide fucking universe! I have always tried to help the fairies understand the meaning of their work. Make sure they are sufficiently educated to do their particular jobs and then I avoid them.

Fairies have a high level of independence to carry out their work at their own discretion. I: Santa, I know that you are sleepy and hungry to return to the North Pole and Mrs. Claus, so I will ask this one last one. Could you give guidance to the heads who read this paper, what would that be?

Santa: Let me urge managers to recall the purposes of their positions - to help those who run them. Executives define the visions and directions for their teams, allocate the necessary ressources and trainings, and then look for ways to help their members achieve their objectives. The most important thing managers successfully recall is their own personal integrity and the confidence they place in their supporters, and they are constantly looking for ways to establish and sustain confidence with others.

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