OC employee of the year always learning Pinterest WhatsApp Pinterest Local News Spring Choir Concert By admin – May 8, 2018 Previous articleDeputies respond to possible drowningNext articleConcert to benefit H.O.T. admin RELATED ARTICLESMORE FROM AUTHOR 2021 SCHOOL HONORS: Permian High School Facebook WhatsApp Home Local News Spring Choir Concert Facebook Odessa CollegeOdessa College Choir has scheduled a spring concert at 7:30 p.m. today at the Jack Rodgers Fine Arts Auditorium.The Permian Basin String Quartet in Morten Lauridsen’s “Lus Aeterna” will also be featured.Admission is free and open to the public. Twitter ECISD undergoing ‘equity audit’ Twitter Virgin Coco MojitoTexas Fried ChickenSmoked Bacon Wrapped French Vidalia OnionPowered By 10 Sec Mama’s Deviled Eggs NextStay
3SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Lauren Culp Lauren Culp is the Publisher & CEO at CUInsight.com.She leads the growing team at CUInsight, works with organizations serving credit unions to maximize their brand and exposure, connects … Web: https://www.cuinsight.com Details Think back to your first day at work. What didn’t you know then that you know now? If you’re like most employees, you probably had a lot to learn: standard processes, specific expectations, cultural norms. Do staff communicate internally with email or Slack? Can you stop by your boss’s office unannounced or should you schedule a meeting? Is there a sense of trust and shared vision among your colleagues? And what the heck is the ERNIE Report?Every job transition is a challenge, and none should be underestimated. But perhaps no transition presents a bigger challenge than that of an executive, whether first-time or veteran. As a leader joining an existing team, your approach must be strategic and intentional. We’ve all heard the adage about failing to plan (read: planning to fail). This maxim has exponential impact once you reach the C-suite: it’s not just your own success at stake, but that of your team and your organization if you can’t transition quickly and effectively.Compounding the issue is the inherent stress of starting a new job – a challenge new team members are dealing with before they ever walk through the door. One report from recruiting company Hired found that looking for a new job is perceived to be one of the most stressful life activities (right after death of a loved one and filing for divorce). It ranked higher than moving, planning a wedding, and even getting a root canal. Plus, a new job can have indirect impacts that also add stress, be it moving across the country, finding an in-network doctor with new insurance, or trying to untangle 401(k)-rollover paperwork.As I’ve transitioned into CUInsight as the Publisher & CEO, I’ve learned a lot about how to succeed in a new executive role, both through research (my go-to resource is the HBR book, The First 90 Days) and hands-on experience. Keep reading for four things every new executive should consider when transitioning:1. Adjust your leadership style.It’s a mistake to assume that what got you here will get you any further – including your leadership style. My natural style of leadership is highly collaborative. I’ve found it to have huge payoffs with knowledgeable and highly engaged teams. I’m always asking, “What do you think?” and giving the team room to provide feedback.However, I’ve also found the collaborative style to have challenges when leading inexperienced staff or disengaged or demoralized teams. Those employees may need a leader with a stronger authoritarian bent, or at the minimum, one who can pivot to inspire and motivate. On the other hand, a strongly authoritarian leader inheriting an engaged and creative team may need to shift to a more collaborative style of leadership lest she unwittingly deflate them and overlook key feedback. In my case, I couldn’t simply assume my new team was like the old one; the new situation required intentional assessment to determine the best leadership style.Every new executive will find herself in situations that require quick assessments and subsequent adjustments of leadership style to be effective. Delegating a decision about the right marketing campaign for a niche audience might work with a tenured employee – but could be a mistake with an inexperienced college grad. Be sure to leave old leadership habits at the door, evaluating and adapting to your new work environment as needed.2. Challenge your assumptions.No matter how much research you do, it’s easy to walk into a new job with preconceived notions about your new organization, boss(es), team, and market. It feels good to be up to speed and ready to rock, but all new employees, and especially executives, must take care not to stop actively learning too soon.One of the best ways to do this, identified in The First 90 Days, is to “clarify expectations early and often” with your boss (whether that’s the CEO, or the board, or someone else) and with the people in your organization. Continue to ask questions and seek clarity beyond the time you begin to feel comfortable. I have a bias toward taking action, as many do, so for me it can be a challenge to postpone the temptation to make immediate decisions. Taking the time to continue learning has been critical to ensure I’m setting realistic goals and expectations. Rather than being pressured to make a quick decision on projected revenue growth for example, one new leader may choose to take extra time and ask the right questions. In doing so, he may realize that there are seasonal cash flow patterns at play or new changes to the customer base which should result in a more conservative number.Overselling hurts credibility – but overdelivering helps build trust. Balance your need to take action with a continuous learning mindset. Challenging your own assumptions beyond your first few weeks on the job is crucial to future success.3. Early wins are critical.As a leader joining a new team, you’re not the only one experiencing stress – your people are too. While you are building a relationship with your new boss, you’ve also got direct reports and lateral colleagues to consider. For your new team, reporting to a new boss can stir up their own anxiety about job security, both individually and organizationally.To earn trust and motivate your team, as well as to build a productive working relationship with your own boss(es), identifying early wins and celebrating them is critical. It can give you the momentum you need to tackle more difficult projects and navigate interpersonal dynamics later.Early wins need not be huge career-making accomplishments. Look for low-hanging fruit. One of the first decisions I made on the job was to reallocate the workload of key personnel so that they had more time to focus on mission-critical goals without feeling burnt out. Look for “a longstanding employee frustration or an outdated work process… [or perhaps] a project that you can easily fund or prioritize,” one HBR article suggests.Celebrating a win early on in your role is an important signal to those around you of your insight and efficacy – and people will take notice.4. Champion your values.Beyond simply achieving business goals and outcomes, every leader has a unique opportunity to decide how and for what she wants to be known. With every executive role comes a platform, whether sought intentionally or not. People within and outside the organization watch those in leadership more closely: their words, their actions, their priorities.Identifying personal and professional values should begin well before one’s first leadership role. When serving in an executive capacity, however, those values become even more critical. Personally, I’m committed to supporting women and minorities in career development and leadership. When I have the opportunity, diversity has and always will be a value that I seek to support; it’s a filter through which I define success in addition to organizational goals.Be intentional about recognizing and establishing your values. As an executive you have the chance to make exponential impact through leadership of others in the values you champion. Use that platform wisely, and treat it as the gift it is.What have you learned in your time transitioning into an executive role? I’d love to hear from you – find me on Twitter at @LaurenCUInsight!
RIGHT ATTITUDE NEW DRIVE It is good to see the new drive to develop our own players, and it is especially good to see to the new JFF-Sportsmax Elite League for junior footballers. It was also good to read what Dr Paul Wright had to say a week or so ago when he started his column about the treatment of Connie Francis and Jamaica’s love for foreign coaches with these words: “I have long held the view that international sport should be the best of ours against the best of yours. Modern eligibility rules have made a mockery of my hope as national teams in a fervent desire to win-at-all-cost, select athletes to national sides who have very little knowledge of, or loyalty to, their new country.” And at the end, after writing that foreign coaches have been no better than good local coaches, suggested that the local coaches continue “improving your craft and upgrading your resume, but more importantly, develop a foreign accent when applying for local jobs”. SEEN THE LIGHT Burrell noted, however, that the development of the local players will take time, but that with the right attitude and support of corporate Jamaica, they can make the country proud. “It is going to depend on the attitude of these players and those who really want to do it for the country, which I think is a better way now that we are seeing new things happening for the national team.” Those are like the words of a born-again Christian, and one who may be enjoying the salvation for the first time. One hopes that Burrell’s about turn is not only because the overseas players were not all that good, not only because they failed miserably, not only because they were difficult to deal with and to coach, not only because they threatened to go on strike for their money, not only because the JFF is short of funds, not only because the 2018 World Cup dream is over for Jamaica, and not only because, under Theodore Whitmore, the local boys got an opportunity and did not do too badly, but because he has really seen the light. One hopes also that it did not take Burrell’s hearing about the difference in attitude of the overseas players from members of CONCACAF to finally make up his mind. One hopes that he came to see the mistakes himself, and that just as he has now seen the hunger, the satisfaction of representing their country, and the joy of doing so by the local-based Jamaicans, he saw the lack of commitment in many, if not all, of the overseas players and also the absence of pride in representing Jamaica. It is obvious, and it should have been obvious, that to build a house, one must start from the ground and go up and not to do the impossible, which is to start from the roof and go down. The JFF, or captain Burrell, in their haste to reach the World Cup finals, to participate in the glamour of the World Cup finals, once again pushed them in the wrong direction, either that, or they simply ignored the principles of development for the satisfaction of going to the World Cup finals. This model was quite different from that of 1998 when the majority of the squad were local-based Jamaicans, when most members of the starting eleven were local-based Jamaicans, and when they all, including the overseas players, went out and gave their all for Jamaica. On top of it all, they all wanted to represent Jamaica, and they all played like they wanted to represent Jamaica. In this model, one had to use a magnifying glass to find a local-based Jamaican in the squad much more in the starting eleven. This new reliance, if indeed it is sincere and not based on circumstances, including the lack of finances, on local-based Jamaicans to represent the national team, with a few good and devoted overseas Jamaicans to boost the team, if and when necessary, is good for Jamaican football and for Jamaica today and in the future. Nothing happens before its time, and on top of that, and as the saying goes, it makes no sense crying over spilt milk. What is better, in fact, is that as disappointed as we were when it was taking place, and when Jamaica’s football was being sold down the river, is to breathe a sigh of relief that the hard-working president of the Jamaica Football Federation (JFF), Captain Horace Burrell, has made a 180-degree turn in the direction he wishes to take Jamaica’s football going forward. In his new-found philosophy, Burrell has almost confessed that he, and his federation members, made a mistake in his blinkered approach to the country’s football programme during his years of flying off to Europe and elsewhere in an effort to find players to put on the “shirt” and to represent Jamaica. As so many of us have been saying, a few for some years now, recruiting overseas players when Jamaica should be using local talent, young and not so young, was heading for disaster, and according to Robert Bailey in a Gleaner article recently, Burrell admitted to his earlier mistake. “What we are seeing now from the young players is a major difference right now in terms of attitude, in terms of really getting out there and doing it, and I think this is one area that we must concentrate on, and so the days of players coming from overseas and walking into the national team, those days are behind us.” That was well said, except for one thing: the players did not “come in from overseas and walk into the national team”. They were scouted and invited into the national team. Burrell also said that “when you look at the players on the field of play, you realise that there is something different, and speaking with my colleagues in CONCACAF, they, too, have noticed that there is a difference, and so we intend to continue along this line, and I am sure that everything will fall into place in the right order”. The captain also said that “we have to be man enough to say it has not worked and, therefore, after meeting with the stakeholders, the JFF decided to embark on a new initiative by including the youngsters and the local-based players who are hungry and who really want to make an impression, and we’re getting the results”.
Results Round 3 U 14 hurling league.Carndonagh 3.8 Letterkenny Gaels 3.3.Dungloe/Gaothdobhair 7.5 Four Masters 3.1. Mc Cumhaills 3.10 Aodh Ruadh 2.4.St Eunans 4.10 Setanta 0.3.Burt 3.7 Buncrana 3.4 HURLING: MINOR BOARD U14 LEAGUE RESULTS was last modified: April 8th, 2015 by StephenShare this:Click to share on Facebook (Opens in new window)Click to share on Twitter (Opens in new window)Click to share on LinkedIn (Opens in new window)Click to share on Reddit (Opens in new window)Click to share on Pocket (Opens in new window)Click to share on Telegram (Opens in new window)Click to share on WhatsApp (Opens in new window)Click to share on Skype (Opens in new window)Click to print (Opens in new window)
Observation No. 2: He … Stop us if you’ve heard this before: Antonio Brown wants another chance.“First and foremost,” Brown posted on Instagram, “I’d like to apologize to my family, friends and anyone who I offended.”Observation No. 1: His English seems to be improved since he went back to Central Michigan. A few months ago, he requested help for an assignment thusly: “My English paper do by tonight 12am. “Need a prof reader make sure As and Bs #Eng303.”Tomorrow, the dean’s list.
A story in BBC News claims that multiple impact sites have been found under Antarctic ice covering an area 1300 by 2400 miles, with one impact making a hole in the ice 200 miles across. The estimated date of these impacts (around 780,000 years ago) creates a problem, however:The research suggests that an asteroid the size of the one blamed for killing off the dinosaurs 65 million years ago could have struck Earth relatively recently. Early humans would have been living in Africa and other parts of the Old World at the time of the strikes.If such a destructive impact killed off dinosaurs, how could the humans and other mammals survived? A suggestion was quickly forthcoming: “But the impacts would have occurred during an ice age, so even tidal waves would have been weakened by the stabilising effect of icebergs on the ocean.”For an ad hoc just-so story to explain away evidence against a popular theory, this one takes the cake. These theorists seem to have been hit with a rock on the head.(Visited 10 times, 1 visits today)FacebookTwitterPinterestSave分享0
17 September 2003While protected areas make very important contributions at local, national and global levels, a disproportionate amount of the costs are borne by people living in and around protected areas, especially when they are displaced and resettled, and ownership and access rights are taken away from them.Following a strong call made by Nelson Mandela to make protected areas useful for poverty alleviation, participants at the fifth IUCN World Parks Congress in Durban recommended that protected area communities address the issue.The topic of the linkages between poverty and protected areas has received important attention at the congress, starting with addresses by Mandela and President Thabo Mbeki at the opening of the congress on 8 September.Mbeki, welcoming delegates to South Africa, drew attention to the UN Millennium Declaration and the Johannesburg Plan of Implementation, expressing the hope that globalisation would become a positive force for the equitable distribution of resources.Identifying poverty and underdevelopment as major threats to nature conservation, Mbeki commended the New Partnership for Africa’s Development (Nepad) – the socio-economic blueprint of the African Union – for combining environmental and social goals.Mandela, in his address, stressed the need to involve young people in managing protected areas, and to consider protected areas’ contribution to poverty alleviation. Highlighting projects empowering people and plans for transboundary protected areas in southern Africa, Mandela noted that a sustainable future for protected areas lay in developing partnerships.A special congress session on poverty and protected areas followed on 11 September, where expert Bob Fisher from Australia pointed out that incorporating poverty reduction in conservation is an ethical and human rights imperative, and that approaches such as resettlement and resource substitution are inadequate to address socioeconomic concerns.Dylis Roe from the International Institute for Environment and Development, and Joanna Elliot of the UK department for international development, presented a study on pro-poor conservation that explored the linkages between wildlife and poverty.Sam Gichere from the Kenyan ministry of finance and economic planning, made a presentation on protected areas and poverty, where he noted the development opportunities of tourism for local communities.Subsequently, the “Building Broader Support for Protected Areas” stream at the congress passed a recommendation on poverty and protected areas. It advocates a number of guiding principles for protected area agencies and practitioners, including the following:Protected areas should strive to contribute to poverty reduction at the local level, and at the very minimum must not contribute to or exacerbate poverty. Where negative social, cultural and economic impacts occur, affected communities should be fairly and fully compensated. Biodiversity should be conserved both for its value as a local livelihoods resource and as a national and global public good.Some conventional protected area approaches have tended to exclude people and / or prohibit most kinds of resource use within certain categories of protected areas, without providing alternatives to meeting the livelihood needs of local people.Many participants at the congress presented an alternative view that sees sustainable resource use and management as a realistic alternative, which would contribute to both poverty reduction and biodiversity conservation.The debate is very much alive at the Congress, but it is encouraging to note that new alternative approaches are being considered.In addition to better management of natural resources, there are also opportunities for developing mechanisms for payments to local communities for ecological services such as improved water and carbon sequestration.In order to direct the benefits of any income-generating activities (such as payments for ecological services and tourism) to the poor, a key need is to develop better governance structures and policies, which incorporate fair share of benefits with emphasis in preventing and reducing poverty.Source: World Conservation Union