Have you ever considered building a better future for your children?Let us start from here together to create a better future for them. The following are some tips for you.

Education

Going after a career in education is sometimes overlooked. Yet teaching is an important path to creating change. You will educate the young minds responsible for the future. In addition to presenting basic school subjects, you can teach them to be leaders. You can motivate them to want to make a difference themselves.

A career in education doesn’t have to mean teaching in a classroom. You can help them to learn in a way that works for them and be a friend to them as well.

Social work

As a social worker, you can directly change the lives of children in need as well advocate for services for drug abusers, family-violence survivors, mental-health patients, and more. You will provide them with the necessary resources to succeed and advise them through trauma (精神创伤), unemployment, education difficulties, addiction and poverty.

Many social workers are associated with governmental agencies, but there are also jobs in schools, nonprofit organizations and hospitals.

Child psychology

Studying child psychology may lead to a career option. Psychologists can provide support for children with mental-health problems and give them a place to be open about their feelings.

You may wish to become a school psychologist and guide children (and their parents) through the education system while dealing with mental illness or trauma. As a psychologist, you will help your patients find the source of trauma or stress and discover ways of reducing or removing the problem. You may even conduct your own research on new treatment methods.

For many, the idea of commuting (通勤) daily to a place of work might sound outdated. In the UK, at least, the shape of the working week is changing, and a new hybrid approach is becoming commonplace. This new look seem unavoidable; new technology means tasks traditionally done in the office can be done at home. And there’s the demand for a better work-life balance, too. All of this has been accelerated by the necessary changes brought on by the Covid pandemic.

One obvious change in the UK is that Friday has become the most popular day to work from home. One survey found it’s when just 13% of workers go into the office. It means employees can save on commuting costs and the price of lunches. Generally, employers thought the shift to hybrid working and home working had increased productivity rather than decreased it.

Monday is also becoming a “work from home” day: a recent study of mobile phone activity in the UK suggested a typical week in the office now runs from Tuesday to Thursday. This means companies have to think differently about the workspace they provide. There are going to be fewer people in offices for the longer term. A shorter office week isn’t great news for the city-centre shops, which depend on trade from workers. But suburban and small-town high streets are reporting an increase in footfall (客流量) as people work and shop locally.

There’s also an emerging trend for a shorter working week. Some companies are experimenting with a four-day working week—but with the same full-time pay. They have tried to make work time more efficient by cutting out unnecessary meetings and having shorter breaks, for example. They claim this has made workers more productive. All this makes you wonder if the act of going to work and doing the nine-to-five will become a thing of the past.

Throughout my 41 years at General Electric, I’ve experienced a lot. In the media, I’ve gone from prince to pig and back again. And I’ve been called many things.

In the early days, some called me a crazy, wild man. When I became CEO two decades ago, Wall Street asked, “Jack who?”

When I tried to make GE more competitive by cutting back our workforce in the early 1980s, the media called me “Neutron Jack.” When they learned we were focused on values and culture at GE, people asked if “Jack has gone soft. ” I’ve been No. 1 or No. 2 Jack, Services Jack, Global Jack, and, in more recent years. Six Sigma Jack and e-Business Jack.

When we made an effort to acquire Honeywell in October 2000, and I agreed to stay on through the transition (过渡期), some thought of me as the Long-in-the-Tooth Jack hanging on by his fingertips to his CEO job.

Those characterizations said less about me and a lot more about the stage our company went through. Truth is, down deep, I’ve never really changed much from the boy my mother raised in Salem, Massachusetts.

When I started on this journey in 1981, standing before Wall Street analysts for the first time at New York’s Pierre Hotel, I said I wanted GE to become “the most competitive enterprise on earth.” My objective was to put a small-company spirit in a big-company body, to build an organization out of an old-line industrial company that would be more high-spirited, more adaptable, and more flexible than companies that are one-fiftieth our size. I said then that I wanted to create a company “where people dare to try new things, where people know that only the limits of their creativity and drive, their own standards of personal excellence, will be the ceiling on how far and how fast they move. ”

I’ve put my mind, my heart, and my courage into that journey every day of the 40-plus years I’ve been lucky enough to be a part of GE.