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The Passionate Eye | Season 2012-2013, Episode 1 | Jan 18, 2014 | 42:56
Narco Bling
Narco Bling explores the Mexican drug lord's lust for luxury. It's a behind-the-scenes look at some of the world's most wanted criminals, their opulent lifestyles and how Mexico is fighting a battle against a rich and powerful enemy - the drug cartels.

subset: commoncrawl


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SBN Staff
Jay Flatley
Engage employees.
Many companies have 'Mahogany Row.' In those environments, employees become reluctant to interact with the management of the company, and that does a real disservice to the performance of any organization.
If the management is constantly in meetings and behind closed doors, that's not very conducive to good communication and interaction. Being involved with employees and having open forums with employees is a key ingredient to success.
If employees see you're engaged in and active in the business, they'll do the same.
It's important that the management of companies work hard, stay engaged and lead by example. I know a lot of CEOs who paint the vision and then go away and let other people execute it. The highest chance of success comes when the management team is fully engaged in executing the vision as well as painting the vision.
The worst thing is to have a CEO paint that vision and then spend 40 percent of the time in the office and the other 60 percent of the time on the golf course, letting everybody else make it happen. It's critical that the CEO be engaged on a day-to-day basis and continue to evangelize what's going to happen when we achieve success.
Hire good cultural fits.
We don't compromise on our criteria for bringing new people into the company. One of the key tests for any new employee is, 'Are they a good cultural fit?' It's critical, as we grow, that (the company's) culture be maintained.
If you begin to compromise the process and begin to hire 'B' players, then the 'B' players will begin to hire 'C' players, and pretty soon you'll find you regressed to the mean. 'A' players need to hire other 'A' players in order to keep us ahead of the competition and in order to have an aggregate work force that is significantly more skilled than our competitors in the industry.
Have a team involved in hiring.
While (the hiring manager) sort of makes the final call, they have to get input from many other people, and we do that in an interactive, open environment.
When people just send in a few notes about what happened in their interview, it's very easy for a hiring manager to discard flags that may have come up in an effort to get a person in quickly. When you get those people together interactively, if someone brings up a flag about a person, then someone else may jump in and say, 'I detected that, too, and I was a little concerned about that, now that you mentioned it.'
It's a great way to have checks and balances on the hiring process. It certainly works on the negative side, but it also works to overcome flags. If somebody says, 'Well, this flag came up for me,' another person may jump in and say, 'I saw that, too, but when I drilled into it, it was obvious why that wasn't an issue.'
That controls the process and puts the power of group thinking into the hiring.
It's cross-functional, and it's typically at different levels. Anybody coming into the company, we would have a number of people at the next level interviewing them, but we also have peers people they would be working with interview them. In the case of managers, we actually have some of the people they would be managing (present during) the interview process.
There's a recent book out called 'The Wisdom of Crowds,' and it speaks to the notion that people come to a process or task with very different sets of assumptions, goals and insights. The kind of thing a person the level above is thinking about may be very different than what a peer may be thinking about.
Having that diversity of viewpoint improves the value of the overall position.
Don't depend on one person.
As a young start-up company you're very dependent on particular people and personalities for success, but in developing a larger, more successful company, you need to have an infrastructure that is less or not dependent at all on individuals but is more self-sustaining.
One of the metrics of success as a company grows has to be, 'Is the company sustainable?' One measure of the sustainability of the company is that if any given person in that company wins the lottery or changes their mind about working every day, that the company can go forward with the plans that are consistent with the organization.
To get to that sustainability level, you have to create a structure that is increasingly independent of any given person. That doesn't mean that individuals aren't making phenomenal contributions because clearly they are, but what it does mean is you have ways of backstopping those individuals should the organization change in either planned or unplanned ways.
Have metrics.
They create focus, so it's important that everybody understands what it is we're trying tying to achieve. Once they know what the goal is, they can think about what's the best way to get there.
Those goals are often aggressive, so it creates some out-of-the-box thinking. If you set a goal that's simply step and repeat, say 'Get 10 percent better at X,' then people just think, 'How can I just nudge something in one direction or another to make it 10 percent better?' as opposed to setting aggressive goals that may be two or three better.
Then they have to stand back and think much more broadly about, 'Is there a new way to approach the problem?'
HOW TO REACH: Illumina Inc., www.illumina.com
Gray Hall
See the big picture.
Businesses are always going to have challenges and are always going to have problems. If you allow yourself to spend all your time just solving whatever problem is in front of you, you're going to miss the opportunity to pursue a bigger opportunity that could eliminate all your problems.
Balance growth.
There is a risk in a fast-paced business that your operations become disjointed. You have teams making decisions on the fly. You're moving quickly to keep up with the pace of the business and the pace of the market.
That's a good thing in the sense that you want your people to be empowered and you want to keep that entrepreneurial culture that was key to your success in the early years going as you continue to grow as a business. At the same time, successful companies need to remain focused on what their core value proposition is and what their mission is and keep priorities in sync. That's the balancing act.
Remain focused on your core.
It comes back to metrics. I got some really good advice early on that you get what you measure. It took a while for that to hit home for me. What that means in terms of what you do as a leader is rhetoric doesn't have the power of measurements.
You can give speeches. You can write e-mails and memos and presentations. You can have counseling sessions. But in the end, that's all rhetoric. It's words intended to inspire people.
If you really want to influence behavior, the best way to do that is through metrics specific goals that are measurable that you can assign to people. That's part of empowerment.
People are not truly empowered unless they have the resources they need to get the job done, but also they're told what success means. The best way to define success is by measurable, actionable, results-oriented targets that allow you to give people feedback and for people to measure themselves and how well they're doing in hitting the goals you set for them.
If you stay disciplined about measuring how people are doing, that's going to have a bigger impact on getting the results that you may want to achieve in your business than anything else you can do.
Empower employees.
You can't do everything yourself. That seems to be a challenge for a lot of entrepreneurs.
A lot of entrepreneurs are strong, independent performers that are very good at delivering results on your own, but as your business scales, one person doesn't scale. If you are on the critical path to results within your business, then ultimately you're going to hit a ceiling in terms of how large your business can become.
The only way to break through that ceiling is to empower people to do the kinds of things you may have done yourself during the early days of the business.
Communicate your vision and goals.
It's time-consuming to sit down and write an e-mail or craft a speech or put together a presentation. Mark Twain [is often credited with] having said, 'I would have wrote you a shorter letter, but I didn't have enough time.'
It takes time to boil down a message to the point that it's digestible by the people that you're trying to reach. As your company gets bigger, that gets more challenging because when you're growing, everybody is busy.
In this interview right now, what you're getting is a stream of consciousness response to your questions, but that's not the most effective way to communicate to a company. I try to take the time to think about, what's my message, who do I need to reach, what's the most concise, impactful way to communicate it.
The actual communicating of the message is the easy part. It's the preparation and the time that goes in to that that really makes it effective. Take the time to communicate.
Get buy-in when pioneering.
The biggest challenge that a pioneer has in a new industry segment is figuring out the recipe for success. If you're starting a business in a sector that has a long history and has been around for decades, you can typically emulate other businesses that have been successful in that sector.
You can adopt the metrics that they've used. You can adopt their business processes. You can hire people who have worked in that sector.
But if you're in a new sector that's never been done before, you have to figure all that out yourself. It can be challenging. It can be frustrating for your employees. Employees often want to step in to a job where the goals are clear, the purpose is clear, what it means to be successful is clear from the outset.
We often ask our employees, 'Help us figure out what the right set of metrics are for this particular situation.' That's part of being in an entrepreneurial situation. That's not for everybody.
If you're in a situation like that, it's key when you interview employees to make the determination if that employee has the resolve to be passionate about the cause. If you can communicate to your employees what the mission of the business is, and that employee can get fired up about it that mission and say, 'I get it. I understand what we're trying to do, now I want to be a part of helping you figure out how to get there,' then that employee is probably going to be successful in your business if they have the basic skills that are needed to perform the job.
How to reach: VeriCenter Inc., www.vericenter.com
David Haun
Hire independent thinkers.
Hire good people, empower them and let them do their thing. I look for people who don't necessarily always agree with me.
I look for people who have strength and conviction in what they believe, yet who are willing to, at the end of the day, go along with what the group decides.
Correct hiring errors.
There's always a tendency to make the job fit the capabilities, but it usually ends up with having to replace the person. Try to give the person the benefit of the doubt.
You coach them, and you give them time to see if they grow in the job. Once you decide that they're not going to, then you have to do something else.
A lot of times you find that there's another position within the company that they're more suited to. In the process of deciding that someone is not going to be able to do what you thought they could do, you see everybody has strengths and weaknesses. There aren't any perfect people. In the process of identifying what they're not capable of doing, you see what they are capable of, and a lot of times it turns out to suit the need better than the original one.
A lot of times it's a get-out-of-jail free card for them because they're not happy. Most people want to be successful in what they do. It's more of a driver than compensation is just the idea of your self-value and feeling like, every day, you accomplish something.
Empower employees.
It pushes decisions back to them and gives them a great deal of headway. When they make decisions that aren't necessarily what I would make, I don't punish them for it.
I may go to a manager and ask why they did something or how they evaluated that and what their thought process was, and try to share with them another perspective on it something that they may not have considered. Maybe it was outside the range of what they're aware of. For the most part, [it's] letting them make decisions and supporting them, good or bad.
One person can't make all the decisions. My big job, in terms of management, is to make these other people successful. The way to do that is for them to learn from the good and the bad of what they do.
Make employees happy.
Keep sight of the fact that there are a lot of people in the organization, and a lot of different needs and wants. Try to keep everything focused on your own people, because if they're happy, they'll treat your customers well, and if they're not, they won't.
Ease people's growth fears.
Every company has some up and down cycles, particularly a fast-growing company. It will go through a period of really rapid growth, and it will bring on a lot of folks, and then the growth settles out, and you end up having to readjust personnel levels and jobs and changes.
When you go through one of those cycles of having some reductions of force or reorganization, that kind of change brings a company down. What we've done over the years is focused really hard on the employee relationships in terms of company parties and picnics, doing the little things around the office bringing in lunches, taking everyone to the ball game.
We really focus hard on that to counterbalance the fear that 'I'm going to lose my job.' In general, it's fear of the unknown that's the biggest drag on a company's growth.
Watch your emotions.
Never let them see you sweat. You can't let the people that work for you know that you're concerned, even though you are concerned and you are worried, and you're making decisions you're not 100 percent sure of.
You have to keep a good attitude. It starts from the top and goes all the way through the organization.
I can see it in stressful times. We went through a period of time where there was some litigation going on, and it was very stressful for myself and the CEO, and you could really feel it out in the organization just this stressful sense all the way out from the people inside to the salespeople.
At the same time, when those things get behind you and you get on a roll and you're setting records for sales, and I've got a bounce in my step, it just goes on through the organization as well.
Communicate repeatedly.
A lot of people pay lip service to communicating in top-down, bottom-up type of stuff, and they will communicate once and then expect that to be it. You have to circle back and re-communicate over and over again.
We had a period of time when we lost a product line we had for a long time it was 50 percent of our revenue. We had to adjust and make changes. We had always had quarterly company meetings, but at each of the quarterly meetings for the next year or year-and-a-half, I went back over everything that had gone on since we lost those lines.
I know it was saying the same things over and over again, but it gave them comfort to circle back and see, 'Yeah, this is what happened to us, but even though this is what happened, this is what we've done and been able to do,' and kind of spread the optimism a little bit.
It has to be communication, but it has to be repetitive communication, because communicating change, it won't stick with them. Not that they don't remember it or don't understand it, but when you communicate it, it relieves the anxiety, but the anxiety comes back, so you have to go back and address it again.
HOW TO REACH: HADCO, www.hadco.net
Robert Hallam
Care about your people and let them work.
Everybody has good people even the worst companies have good people.
I don't think I've gone into a business and said, 'Wow that guy is an idiot. Boy, she looks stupid.' No, people care about what they do. Not all, but a high majority of the people work hard and try to do a good job. All you have to do is let them.
The question is, how do you get the most out of those people? Give them a job they like, that they have passion for, give them an organization that gives a darn about them, and get the heck out of their way.
People talk about how people were the key, but most didn't realize the key wasn't the people. The key was what they, as CEO, did to allow the people to be the key, which is really different.
Mold younger minds.
Mentoring is important. I'm 60 years old and have been through a lot of different things.
Although I don't think I'm particularly bright, I've run into some of these issues before, so I know how to handle them. To pass that information along to people, it's amazing to see the light bulb go on above their heads.
Get buy-in.
We have strategic meetings where we say, 'OK, where are we going, and what are we going to do?' and listen to what everybody has to say, and we argue about it.
We used to take all the vice presidents out, get locked in a room for two or three days and come back and announce this great idea and be surprised (if) 20 or 30 percent of it would get accomplished.
When we bring 40 or 50 people to a meeting and we hash out each person's vision and we pick and choose from these visions, you'd be amazed how much that buy-in changes the culture of the company and the attitude of the people that are trying to accomplish that vision or strategy.
If you give me an idea, and I like it and everybody else likes it, you're going to bust your back to get that done. It's part yours, so you have buy-in.
They were part of the solution, and when they are part of the solution, they jump on board and make sure it gets done. It makes a huge difference.
Think beyond a job description.
A job description limits your scope. You're an engineer and a marketing idea comes to you well, its not part of my job. Bullshit! Bull it is part of your job.
Every idea is part of your job. When I do job descriptions, I make sure they're wide, so somebody that has a passion can switch over to something else and do a little of that, too.
There's people we move from one department to another because we saw that they were doing an OK job here, but boy, these ideas in marketing are sensational. You change the place on the bus, and all of a sudden they go from a nice producer to a superstar.
Practice listening.
It's important ... to sit down with people and listen to what they have to say. Now I listen more.
As you get older, you've learned a lot, you've been there, so you spend a lot more time working with your ears than with your lips. People will tell you everything you want to know if you just listen and ask a few questions.
Don't search for one magic bullet.
Most people think there's a magic thing to do to your company to sell more product or become more lean. There isn't.
Every corner of your business is a way to make you 1 percent better. Whether it's using ... a new marketing campaign or a better way to do procedures or a new product, that will make you 1 percent better, but it won't make you 100 percent better or 5 or 10 percent.
All these things are no better than 1 percent, but if you do all of them, that's what makes for a successful company. Do not depend on any one thing to save you or to make you successful.
There are no seven highly effective habits of a successful person. There's a hundred habits of a successful person. Your habits may be different than somebody else's. They both can be successful. It's foolish to believe that one thing can solve it.
Instill the value of teamwork.
Every Friday, all the individuals write a report of what they did during the week. If you spend more than five minutes doing this, you're chastised. The idea is, 'This is the highlight of the week' one line, two lines 'By the way, this person really helped me this week, and I want to give them a penny.'
When people give another person a penny, they value that person, and it comes back to them. It doesn't necessarily come back to them directly, but it may come back in a roundabout way. You, as a company, are patting somebody else on the back, so it makes it a much happier company.
Be a strong manager.
One of the questions I ask when I'm hiring a manager is, 'What do you expect out of your employees?' They'll give you a list of different things.
'What do you expect out of me?' Nine times out of 10, those will be different, and they shouldn't be. They should be the same.
I'm looking for somebody who helps other people get better, who sets certain goals for people and helps them attain it.
HOW TO REACH: Dimension One Spas, www.dimensiononespas.com
Change agent
In 2002, Gainsco Inc. was primarily in the commercial lines insurance business and was hemorrhaging money. After the company tried unsuccessfully to fix the problems, that part of the business was scrapped.
There was a seed of hope, however, in a small Florida subsidiary of the company that specialized in the nonstandard personal automobile insurance line. Anderson, CEO of the company, took that seed, spread it across the Southern states and created a stronger foundation, allowing Gainsco to grow to $99 million in revenue last year, a 103 percent increase over the previous year.
Smart Business spoke with Anderson about how he leads growth and establishes a vision for his 400 employees.
How do you manage growth?
When a rocket goes up into the air, it looks to be a perfect flight, but in reality, what is happening is the computers within the rocket are making adjustments on a millisecond basis. So what appears to be a perfect flight is really just a series of micro-adjustments.
The analogy is that when you grow as fast as we're growing, you have to work under the assumption that something is not working right, and you have to have a highly proactive approach to find out what is not working right so that you can make those milli-adjustments.
If you're successful in making a lot of millisecond adjustments, then that avoids the more severe adjustment that might otherwise occur because you failed to make the millisecond adjustments. God forbid you don't even do that, and then the rocket falls out of orbit.
How do you make decisions?
What underlines our ability to do business is the fact that we have capital. One of the most central tenets of all is to make money. If you make money, you can always come back another day and write more business.
If you don't make money, you've not earned the right to come back the next day to make money. If you're facing decisions in business, ultimately you do what the right profit-making decision suggests you (do).
Be extraordinarily service-driven. Our customers ultimately vote as to whether they want to join or stay with our company. The retention of customers in our business is extraordinarily important because it's our downstream and revenue stream, so to earn the right to retain those customers earn their votes, so to speak you have to provide extraordinary service because their doors are being knocked on at all times to leave our company and join another company, because that's how competition works.
What keeps a company from growing?
If you don't have the vision, and if you do not have a leadership team that is driven to achieve that vision, you essentially will not be compelled to make the changes that will drive you forward ... in that vision. You're more likely to be operating more as an administrative maintenance organization, just keep on keeping on and sustaining what you have, but not developing the growth of the company.
There's a tremendous amount of leverage associated with the vision and the leadership team that's dedicated to achieving that vision.
In the absence of vision, there's no reason to change or to upgrade or to improve or to develop or to grow.
How do you get employees to buy into that vision?
By having a broader environment and culture that's exciting and vibrant, and enabling people to perform their jobs and grow in their careers. We grade out the performance of our organizational units in terms of 1 to 10 and keep track of their performance. We evaluate each of the individuals in those organizations with the same type of grading system.
The spirit of this is complete teamwork and honesty. If the organizational units are not evolving from a 6 to a 10, we're candid about that measurement. We proactively identify what it takes to advance that organizational unit to become a 10.
If every day, every person is focused on moving from a 6 to a 10, in the context of fulfilling the vision, then we will make that happen.
How do you get them to do that?
Culturally, we create the environment where people are encouraged to speak up and perform at a high level and show how good they are. Secondly, we're providing a lot of resources to provide the tools to enable them to succeed.
We're investing a lot of money in new systems, new products, new tools, new capabilities. We've been less concerned with the impact of those expenditures on our bottom line and more concerned with building a foundation on the belief that if you build it right, the business will ultimately be generated because of that.
Build the foundation, and then you can add almost indefinitely to that foundation, but if you start going for the top of the pyramid without the foundation, it will ultimately collapse.
HOW TO REACH: Gainsco Inc., www.gainsco.com
Rhea F. Law
Be a strong communicator.
Communication is probably the single most important thing in any business. If you do not do a good job of communication, then it's not likely that the individuals within your firm will be speaking in one voice and acting in concert with each other.
You cannot ever, ever, ever underestimate, nor can you overdo, communication.
When I first came on as president of the firm, the first thing we did was go around and individually speak with every single shareholder in the firm and talk to them significantly and in depth an hour or two-hour conversation. That took a lot of time, but was the most important thing that I did because it led to an understanding of what they felt the strengths of the firm were, what they felt the challenges might be and their ideas of how you might move forward.
That turned out to be so successful that we now do that every year.
Embrace change.
You've got to be really open-minded. The world is changing every day. You need to be open to suggestion and comment, doing things differently than they may have been done before.
Change is a very difficult thing. There are times when people are concerned about change, so you need to see the greater good. It's a matter of making a case for change.
It's very easy to become complacent in anything that you do because it's comfortable. If we are not aware of what's going on and addressing those issues and, in some cases, guiding that change, we will wake up in the morning and have no business.
It's a matter of understanding the changes impacting our clients, and therefore, changes impacting us. We need to be leading that. We need to have a culture that accepts change, not as a bad thing but as an opportunity to grow.
Make concentrated efforts to help your customers.
I go and meet with our clients, even if I'm not doing the work for them. I spend time with their CEO, saying, 'We really care about your business. We want to know what challenges you're having. How can we help you? How do we do it the very best we can?'
They come up with wonderful suggestions, which we bring back to implement. We have industry groups, client service groups, all of which are focused on an individual area: What's happening in the law? What's happening in agencies and legislative actions and communities and government, and how does that affect our client? What could we propose to help?
Sometimes it's doing seminars for them. Sometimes it's just giving them a heads-up. Sometimes it's just keeping them up to date with our weekly e-newsletters.
All of those things are focused on giving them information, giving them the opportunity to focus on things before it becomes a crisis. When our clients are successful, then we're successful. Our whole focus is on our clients.
Without them we wouldn't have a business. As they are satisfied with our effort, and as they grow and they prosper, so do we.
Get buy-in before, during and after a decision.
Make a determination of the direction, and make sure you have buy-in from those individuals that are going to be tasked with carrying out the implementation.
Always be very straightforward with those that you're speaking with. Make your decisions based on a lot of input from people and information.
It gives us a diversity of input. It helps with the buy-in. You can make a goal for a company, but unless you have everybody agreeing that that goal applies to them, the implementation becomes very difficult.
Empower them by having buy-in to the vision, because then you're going to ask them to be responsible for some part of the implementation.
Keep your employees around for the long-haul.
Hire extremely bright, confident, innovative, proactive people. Once you've done that, you just turn them loose and let them do their job.
As they're coming in to a firm, you really inquire into their character and capability. They will prove themselves to you, and as they prove themselves to you, you give them more and more opportunity.
One is making sure you understand what each individual might want for their own individual career. People's needs and desires are very different, and that's something you should explore very early on when you're hiring so you don't get a mismatch.
Certainly mentoring is important. When a new lawyer comes in, we have a supervising shareholder, peer coaches, as well as these training programs, that are really intended to help them along the way when they hit an area where they may be unsure or have questions on how to proceed, but also to recognize what their strengths are and how they might best be utilized within the firm so they get the most satisfaction out of it, too, and the clients get the best service.
Take risks, but maintain focus.
The success of a firm has a lot to do with the willingness to be innovative and to be forward-thinking, and to be always focusing on solutions and opportunities. If you don't do that, you only get what's left.
Focus on your goals. Then every step you take, you go back to your base goals and say, 'What is it that has led me here?' And make your decisions based upon what those goals are. Does it fit into the scenario or not?
HOW TO REACH: Fowler White Boggs Banker, www.fowlerwhite.com
Mike Dunn
"When did anybody tell you life is fair?" Those were the words left ringing in Mike Dunn's ears in 1991 when he was fired from a previous company he had built. Six years later, though, he got a rare second chance. The company was struggling more than it was when he was booted, so he bought it back from those who had fired him. He turned it around and one year later, sold it for three times what he had paid. Today, he is CEO of PolyVision, and leads the $175 million, 1,150-employee company that make products for creative visual communication displays. <I>Smart Business<P> spoke with Dunn about how the lessons he's learned have shaped the way he leads and manages.
Practice higher choice.
You have to be absolutely truthful. You have to live to your principles, and if you get fired, where you have to walk away from the situation, that is the best example of what you're made of.
If you're willing to compromise your standards to protect a job, you're doing it for the wrong reasons. I refer to it as higher choice. Higher choice is never easy, but if it truly is the right thing to do, then you owe it to yourself to live to it.
Communicate your vision.
If you're lucky enough to be a one-man band, you can go off and think about the business and create a vision that everybody else will work at implementing, but those people are rare.
Vision becomes culture. It becomes a strategy. It becomes a statement as to what you want to be. That has to come out of the leadership team, not just the CEO.
When you want the vision effectively communicated throughout the company, you have to have people that believe it, that understand it, that they themselves buy into. The more you make them a part of creating it, the greater the representation that they can offer.
Lose the ego.
Be as devoid of ego as humanly possible. I don't think people like following people that have big egos, so trying to eliminate or minimize your own sense of being from an egotistical perspective is absolutely key.
As you do that, you begin to learn the value of the people around you the fact that you wouldn't be where you are if it wasn't for those people. As you begin to learn and appreciate that, your ability to celebrate the successes of the company becomes that much easier and natural.
Make selfless decisions.
It is difficult and, in some respects, it's what separates the gene pool of people who ultimately end up as CEOs and those who don't. It doesn't make people who don't achieve the position of CEO worth any less, it's just a different skill set, and as a CEO, it's a desirable skill set.
I haven't met a CEO who hasn't learned to deal with failure. This goes hand-in-hand with having your ego in check. It goes hand-in-hand with learning the value of the people around you. As you begin to do this, and as you deal with failure, it allows you develop an enhanced appreciation.
Go beyond the typical reference checks.
Most people provide two to three references. I'll ask for 20. Give me the name of somebody that doesn't like you. Give me the name of someone you may have had a serious disagreement with.
Whoever this individual is and whatever job they're being interviewed for, they're not going to be perfect in the job. I'm not a perfect CEO. Once you can get the whole idea of eliminating the faade out of the way, we can deal with each other at a level that will be meaningful and productive.
Show employees you're part of the team.
You can't ask the organization to take risks unless you're willing to take risks yourself.
It's important that the organization see the CEO as someone not hiding behind a brick wall, not hiding behind an organization, not hiding behind processes, the corporate rule book, that he, in fact, is willing to put himself at risk in a situation in an attempt to further the organization.
That comes down to the CEO being in a position to admit that he or she is wrong. 'We decided to try something, and I was wrong. I apologize to the organization because we have all paid the price.'
CEOs who are willing to admit they are wrong to their organizations are the greatest sign of strength and will inspire to get behind you more quickly than you standing in front of the organization and trying to inspire them with how wonderful you are.
Have a clear reason for change.
So many times, when companies have to change, managers go off-site. They come back, and there's 25 things that are going to happen, and they just release all these things on the organization, expecting the organization to jump, act and deliver. That's not the way it happens.
When there's fundamental change required, it's not just changes in processes. Many times you're going to expect changes in behaviors as well, and people don't change behavior very easily or without a real solid motivation and understanding.
Give them a real good reason why change is necessary. That comes down to making sure there is good reason for change in the first place.
Involve others in planning for change.
The first requirement is for the management to have an objective assessment as to the type of change that's needed. Quantify its impact on the organization.
Try to accurately and objectively assess the stuff necessary within the organization to make it happen. Then begin to involve the organization, not just in what needs to change but why. If you do that, people get on board, and they help deliver.
The big issues around change generally deal with resistance to change or the outcome of the change not reflecting what management thought it would be. More times than not, the reason for that was poor planning on the front end.
The change may have been necessary, but the solution not well-thought-out. The people most affected were not involved early enough to help assess the reason for the change and the steps to be taken.
As a result, we sit around after the fact and wonder why things didn't work the way we had planned. Well, poor planning and poor execution got us there.
How to reach: PolyVision Corp., www.polyvision.com
In focus
By developing junior- and senior-level management programs, he's maximized opportunities for Cherry Cos. and kept the company focused on its core.
"It's a progression of growth that all ties back," Cherry says. "Visually, I like to think of it like a circle. Our client is in the middle, and we do everything we can to encircle our client with the services that we provide.
"We're a house-moving and demolition company, and we're a recycler. There may be wonderful opportunities in other areas, but we like to stay focused on what we're good at and what we do. That focus doesn't mean we can't grow and can't expand."
It certainly doesn't, as Cherry Cos. posted $43 million in revenue last year, a 59 percent increase over two years.
Smart Business spoke with Cherry about how he focuses on his 220 employees to grow his companies.
How do you manage growth?
There are multiple facets to the issue of growth in business. There's market opportunities, liquidity demands, personnel benefits, equipment acquisition, the administrative function of overseeing increased values. If you don't have dedicated people to accomplish the goals, what you really just have is still a dream.
Focus upon the process, which is mainly driven by the people. Our employees are our single greatest asset. Anybody can buy equipment you just need a friendly banker. Focus on the individuals and the people that perform the work, and if you do your work correctly, relative to your people, the volume and margins will follow.
Without the people dedicated to the common goal, it's not going to happen. Concentrate on qualified people and passing on to them your vision, having them buy into that vision.
How do you get employees to buy into your vision?
I express to them what I think, where I think we need to go, the reasons why I think we need to go there, and because our management team has grown, they then have that opportunity for open input and, ultimately, a vote. That's a growth process.
You don't bring somebody brand new into the management team they're still weak in the concept and the vision and the goal, and they haven't had that opportunity to show that commitment and give them a vote. You nurture these individuals until they get to that point, and then you empower them responsibility with authority.
If they're responsible, you have to get out of the way and give them some authority. If you choose your individuals correctly and you give them the support they need, they will respond in time.
How do you strengthen the team as you grow?
Education and communication. There's a constant flow of information that moves in multiple directions. We've brought in an outside consultant that communicates with our junior management team and our management team on a weekly basis.
They always have reading material. Whether you agree with the concepts of whatever that book may be at the time, it helps them to broaden their horizon and makes them think beyond the issues of today.
They, in turn, can take that broadened horizon and verbalize it to their people and instruct in their own divisions.
How do you show employees you care?
I'm a firm believer in leading by example. When I'm starting to feel a little frayed and ragged, my people usually are as well, so we need to tone it back a notch - slow down, take a break.
Monetarily, we're all here to make a living. These individuals' first responsibility is to provide for the needs and wants of their family, and so much of that is driven financially, so that's the first issue we need to cover.
Their second issue is they want to feel like they're part of something larger than themselves. We all do. That's why we work with the open lines of communication, so everyone understands they are part of the larger picture, and each individual's application does apply toward the end result, whether that end is positive or negative.
With a company that's been here over 50 years, we've lived through those times when an individual reached retirement age, you'd pat them on the back, and they'd have Social Security to rely upon, and they can watch and come back and visit whenever they want.
We have a number of third-generation employees. It's important to continue to send the message to the new people coming in that this is a different environment. This isn't just a place to collect a paycheck.
This is a career. This is a place to stay. You can live out your professional career here with those opportunities for advancement.
HOW TO REACH: Cherry Cos., www.cherrycompanies.com
Robert W. Zoller
Hire people with broad experience.
I like to see people that have broader experiences in lots of different areas, people who have crossed over from one functional area to another in their career. They have a well-rounded view of management and management style when they join the team at the senior leadership level.
Sometimes if people have experience in one particular area, they become narrow or their focus is too specific. Every department requires some technical expertise and experience. The higher you go in management, the more generalist your approach needs to be. You may be an expert in the subject material, or you may not, but you have to rely on other people to accomplish certain things.
Hire open people, not defensive ones.
I like to see people who are also collaborative with their staffs, people who are very visible in the work areas, who communicate clearly and always make sure that the team they're working with is fully informed about what is happening, what the latest bit of information is, the direction of the company or the direction of their department.
You can tell when somebody might be defensive they're being very careful about how they answer particular questions. Look for someone who is very open and honest and easily communicating what their strengths and weaknesses might be. Look for examples of when they've displayed leadership.
Look for if someone is continuously pointing out the things they've accomplished or whether they point out the things their team has accomplished, whether they give credit to other people to things they have achieved in their career.
Be adaptable to continue growing.
There's always external forces that are beyond your control. A good organization is able to detect when that is going to affect or potentially affect their company, department or work unit, and quickly analyze the situation and start making some adjustment so the event is either not as serious or it can be avoided.
Internally, if departments or individuals create barriers to communication, that tends to stifle the communication of the overall goal or objective. People do not look at the overall corporate objectives and evaluate how they can help achieve those goals through their own efforts or work unit. That becomes a problem.
Stress highly that all the departments work together and communicate together on projects they're trying to accomplish, even though the departments may not be directly involved. At least they're aware of it. That involves them more in the potential solution.
To keep employees engaged, communicate with them.
Look at the overall organization to see whether or not the team members and the leaders are engaged. Are they actively working together as a team regardless of if they're in one department or another, regardless of what their title or their position is, regardless of what their responsibilities are? If everyone is engaged, active, focused on making the company successful, you have a much better chance.
The key is to select senior leaders, and leaders look for team members, who are open and willing to communicate to each other freely and not let titles or status in the organization keep you from communicating. Allow a free flow of information throughout the organization so people feel connected to what the goals and objectives of the company are as well as feel as though they have a way of contributing to the achievement of the goal.
Communicate clearly.
Clarity is extremely important. As CEOs, we tend to overcommunicate on certain things. That leads to a message that might be confusing to some people.
It's important to be as clear and concise as you possibly can be when you're stating an objective or a goal or you're developing or communicating strategy to others.
The key is to not rely solely on your direct reports to communicate the message to the rest of the team but to be available to discuss the strategy or the goals of the company with all of the team members. Make sure that, No. 1, they are getting clear, concise, accurate reporting of the goals and objectives of the company but also to open a dialogue in case they have ideas that may be helpful in shaping the future of the company.
When making decisions, include anyone affected by them. It helps if everybody is moving in the same direction. Managers sometimes make the mistake that they always know the right answer.
It's important that ideas and strategies be discussed and that everyone be open to critiquing the objectives and the strategies because you never know when someone's going to have a better idea. They may have a better approach. They may realize that there's something that was overlooked in the development of the strategy, or the objective needs to be taken into consideration.
The communication from the management to individual team members and then from the team members to the management is crucial.
Work collaboratively to focus each day.
You need to set priorities. You need to focus on three to six things to accomplish each day.
Make sure that the overall objectives of the company are clear and concise, and continue referencing those. Make sure the things you're setting as priorities and things that you're spending your time on are, in fact, the things that are most important in achieving the success you're trying to find.
CEOs tend to isolate themselves not because they do it deliberately, but there are a lot of demands on our time and our ability to accomplish things. One has to be an expert in time management, one has to have a support team of senior leadership and other staff support that will make sure priorities are established, things are not overlooked and we're focused on the correct priorities at the time.
It's a cooperative effort to make sure we all are looking out for each other.
Feel out the situation before making quick decisions.
Listen with an open mind. Don't prejudge a situation when you're new to a situation, a company or a department.
Communicate with all of the people involved, whether they be the team members inside the department, or they be the suppliers or the customers. Learn as much as you can about how they view the company or the position, and then assess what direction or what leadership needs to be given in order to be successful.
How to reach: Kitty Hawk Inc., www.kittyhawkcompanies.com
A vision and belief
These beliefs guided them in their quest to help provide financial support to help emerging technology companies thrive in a region not known for such endeavors. This quest led them to found Early Stage Partners, and though the journey required perseverance to get there, it was fueled by their solid beliefs.
Petras and Ireland founded Capital One Partners, the parent company of Early Stage Partners, in 1993 with the goal to invest in early-stage and middle-market companies that needed significant strategic and financial attention in order to grow. Over time, they saw much more of a need in the early-stage companies, so they shifted their focus.
They recognized a business opportunity in forming a fund to provide venture capital to the underserved Northeast Ohio region. With help from a State of Ohio grant, the seed capital was formed for Early Stage Partners. The team began investing capital and made its first investments in 2001.
The economy challenged their efforts during the dot-com bust and the Sept. 11 attacks, prolonging the period they needed to raise sufficient capital to launch a credible venture fund. In spite of the obstacles, however, they received fund-raising period extensions several times, and the company emerged two years later as the largest early-stage fund of its type in Ohio.
No other group in recent years has been able to raise more than one-third of the amount they raised in the same region. Even more impressively, they raised the money during the technology and venture capital market downturn and in a region with little history of supporting such initiatives.
Their efforts prove that a little faith in people can go a long way toward improving an economy. As a result, more small companies in the Northeast Ohio region are growing and thriving.
How to reach: Early Stage Partners, (216) 781-5134 or www.esplp.com


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|About Adoptions
We receive so many requests to adopt a "Safe Haven" baby. Realistically, it is virtually impossible to ask for and expect to adopt one of these children unless you are already approved and registered with a participating Adoption Agency that receives a "Safe Haven" baby. The adoption process is regulated by the State of Florida and is the same process for all children that are placed with adoption agencies.
The following are resources in Florida, the United States and Puerto Rico regarding Adoptions:
Children available in the other 49 states and Puerto Rico


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6880 65th St Ste 40, Sacramento, CA | Directions 9582838.501006 -121.430425
Neighborhoods: Florin
Great Hair Stylist – I had my Layers done at "Hair Do's" in Carmichael and it was so terrible I couldn't even walk out my front door. I heard about this place "Dream Hair" in South Sacramento from my sister and they really live up to their name. They're not only good, but "Tony" the hair stylist looked at my hair and fixed every little strand. He layered it and styled it perfectly! I wish I found this place even sooner. My new layers cost about $20, but he made me look like a million bucks! Very happy with this place.....
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|Product Type: Canopy
|Assembly Required: Yes
|Product Warranty: 10 Years
|Frame Material: HDPE Knitted Fabric
|Cover Material: HDPE Knitted Fabric
|Number of Items Included: 1
|Non Toxic: Yes
|Mildew Resistant: Yes
|UV Resistant: Yes
|Fade Resistant: Yes
|Tear Resistant: Yes
|Wind Rating: 50 Miles Per Hour (MPH)
|Hanging Rope Included: Yes
|Tilts: Yes
|Foldable: Yes
|Mount Type: Attach to pole, tree, wall, etc.
Questions & Answers
Coolaroo 9'10" Triangle Party Sail
Paulette from Napa, CA– Verified Buyer
We purchased several to layer and bring color and shade to the entrance to our backyard. Way fair has the best prices on these!
linda from louisville, KY– Verified Buyer
Had a wood door put in on side deck this was perfect to hang over the door.Lots of complements
Nice sail
Gloria from Missouri– Verified Buyer
No problems whatsoever. The party sail in the blue color is nice and it is exactly what I was expecting.
Triangle Party Sail
Anonymous from IL– Verified Buyer
Over all I'm happy with this triangle party sail. No surprises or anything I didn't like, it's what I expected.
Shade on a city deck!
Andrea from Long Island City, NY– Verified Buyer
I put 2 of these up this weekend to use on my sun-drenched deck in NYC. They work amazingly well! Perfect amount of shade without loosing the warmth of the sun.
Coolaroo Shade Sail
Jean Rae from Yorktown, VA– Verified Buyer
Great product and I love the bright Orange! It hangs above the Koi pond to help hide them, keeping them safe from the Herons!
leigh martin from hollywood, FL– Verified Buyer
just the perfect portable shade for a party, plus it is so attractive..everybody comments on it..may just have to buy more as gifts
Coolaroo Party Sail
Heidi Mortimer from Mesa, AZ– Verified Buyer
This shade sail is the perfect size to shade the uncovered part of my patio. I got it installed in less than 20 minutes, it's a well-made, quality product, and the icing on the cake....it arrived 2 days after I ordered it! Perfect transaction!
a smidge small
R.C. from Austin, TX– Verified Buyer
We got this to shade a sandbox in a 90 degree angle corner of our yard. I wouldn't say this is a true triangle. The points/corners are skinnier than you can tell in the photo. It works well for most of the day, but due to the slightly odd shape it is not directly over the sandbox but further out in the yard than I anticipated. You do need your own hardware to attach it. We purchased eye hooks from a big box store, screwed them into the fence, and then tied the strings to them.
Great product
Jennifer Schmitt from West Des Moines, IA– Verified Buyer
This has not only helped with the extreme heat on my 3rd story deck but has also made it thru and extreme storm with no problems. Great product


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University of Redlands > Academics >
Continuing Studies >
Certificate Programs >
Purchasing, Logistics and Supply Chain Management Certificate >
Adjunct Faculty Profiles
Milton Krivokuca DBA teaches Quality master's classes related to critical thinking in the application of quality theories and supply chain management. His undergraduate degree is in Management Science. His advanced degrees include MBA, MA and DBA. He has earned numerous professional certifications: CQIA, CMQ/OE, CQA, CQT, CQPA, CCT, CQE, CQE, CSSGB, CCT, RAB ISO:9000-2000 Auditor, CPM, and PCM. He is a senior member of ASQ and currently serves as the chair of the ASQ Quality Management Division. Dr. Krivokuca frequently writes articles related to current Quality subjects. He is frequently invited to deliver lectures related to quality and supply chain topics to domestic and international audiences.
Michelle "Shelley" Johnston has an extensive background in aerospace and commercial enterprises has held positions as a management professional in the business, contract, project, proposal, and subcontract management disciplines. She has most recently contributed to her profession as a project management consultant and adjunct professor. Ms. Johnston has completed certificate programs in Project Management through the University of California at Irvine (UCI) and in Government Contract Management through University of California at Los Angeles (UCLA). She holds a Master of Science degree in Project Management from the University of Wisconsin at Platteville, a Bachelor of Science degree in Business and Finance from California State University at Long Beach, and has earned a professional certification in contract management (CPCM) from the National Contract Management Association. She has taught for many years in corporate, professional association, and university environments.
Frank J. Putz, MBA, Lifetime C.P.M., Lifetime A.P.P., has 30 years of active Purchasing and Supply Management experience. He has also worked for various electronic companies in the Aerospace Industry. He is currently the Purchasing Manager for Daico Industries in Carson, CA. He has taught Purchasing, Management, and Economics classes at California State University, Dominguez Hills. Frank holds a bachelor's degree in economics and a master's degree in business administration from California State University, Dominguez Hills. He is the Vice President of Education at ISM-LA, the Los Angeles chapter of The Institute of Supply Management (ISM).
Michael P. Boyd, M.A. is the purchasing manager for the City of Chino. Prior to this, Michael served as a purchasing supervisor for major projects at Home Savings of America, as well as at Washington Mutual.
Michael holds a bachelor's degree in applied business and a master's degree in organization management from Azusa Pacific University. Michael is a certified purchasing manager, and served as past president of the Inland Empire affiliate of the Institute of Supply Management. He is also a member of the California Public Purchasing Officers Organization and the National Association of Purchasing Managers.
Richard Dimler, M.S.S.C.M. is a supply chain and operations manager with over twenty years of experience. His experience includes over fourteen years in the food and beverage industry and eight years in the medical device industry. His primary areas of focus have included process improvements, lean manufacturing, supply chain management, inventory management, operations, planning and forecast management, distribution and logistics, manufacturing, project management, purchasing and managing vendor relationships.
Richard holds a bachelor's degree in accounting from Manhattan College and a master's degree in supply chain management from the University of San Diego. He serves on the board of the Institute of Supply Management in San Diego and belongs to CIPS and APICS.
Mario R. Estrada, M.B.A. is currently national account manager for Lynnco, a supply chain service provider. Prior to this, Mario served in various leadership roles at UPS, including engineering, project management and business development for 10 years. Overall, Mario has over 17 years experience in logistics throughout Asia, Europe and the Americas.
Mario holds a bachelor's degree in business development from Ottawa University and a master's degree in business administration from the University of Dallas.
Rese Farrish, J.D., M.B.A. is a contracts manager with General Atomics-Electromagnetic Systems. He has over twenty-five years experience in contracts, subcontracts and supply chain management in support of international, commercial and government acquisitions. Rese is a retired Air Force officer who served as a warranted contracting officer in the National Reconnaissance Office and the Defense Contract Management Agency. He has worked as a manager for major subcontracts at Raytheon Space and Airborne Systems and as senior principal supply chain manager at Raytheon Intelligence and Information Systems.
His experience includes work in five foreign countries in a variety of contract and supply chain management efforts. Rese is a member of the National Contract Management Association and has served in a variety of positions at various local chapters throughout the United States.
Rese holds a law degree from Suffolk University Law School, Boston Massachusetts and a master's degree in business administration from the University of North Dakota.
Krystal D. Vaughan, M.B.A. is a senior material requirements planner for San Diego Gas and Electric where she is responsible for purchasing distribution transformers, electric switches and other renewable parts and maintenance equipment. She also has experience in cash services, electric meter services and the gas department.
Krystal holds a bachelor's degree in business administration from National University and a master's degree in business administration from the University of Redlands. She is a past member of the National Association of Purchasing Management, San Diego chapter, and served a 2-year term on the board of directors as the director of public relations.
The Sustainable University of Redlands Farm (SURF) is a natural farm in its beginning stages, but already grows and sells fresh vegetables to Bon Appetit, the food management company on campus.
© 2014 University of Redlands. All Rights Reserved.


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332 W Army Trail Road, Bloomingdale
In ShortEstablished in 1982, this chain gained a following for its laid-back atmosphere and generous portions. Patrons settle into comfortable booths and tables in dining rooms…
166 S. Gary Avenue, Bloomingdale
In ShortBoomerangs, Aussie flags, kangaroo portraits and faux aboriginal art honor the homeland's wilderness, but Outback delivers a polished version of rusticity with varnished…
358 Army Trail Road #190, Bloomingdale
I just moved to IL from NY and since I have been here I have been able to try various restaurants around the area. I have had fast food, family style, Greek, Pizzas, Oriental, and…
905 Stratford Square Mall, Bloomingdale
In ShortBright colors and comfortable furniture give this chain cafe a laid-back feel, with scattered tables that beckon coffee-sipping readers, chatters and diners. All baked…
358 West Army Trail Road, Bloomingdale
At-home and in-house weight-management programs include one-on-one counseling, phone consultations, fitness programs, cookbooks and pre-packaged food.
369 W Army Trail Rd, Bloomingdale
In ShortThis lunch spot differentiates itself from other sub chains with its toasted bread-based creations loaded with gourmet ingredients like avocado and black Angus beef.…
302 W. Army Trail Rd., Chicago
In ShortThe much-copied look of hardwood floors, decorative stained glass, checked tablecloths, brass rails and walls filled with knickknacks has been a staple at this restaurant…
404 Stratford Sq Mall, Bloomingdale
In ShortStrawberry-pink and milk-white are the signature colors of the fast-food realm's ice-cream leader. Customers belly up to counters in food courts or free-standing shops…
109 Franklin St, Bloomingdale
We very much wanted to like this place. We loved the charming setting which houses the restaurant. But our love ended there. With only 2 servers for a restaurant with a capacity…
134 E Lake St, Bloomingdale
In ShortDick Portillo opened his first restaurant from a trailer with no running water in 1963 in Villa Park, Ill. Today, each location has a unique theme that reflects the…


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This thread won't die! I can't keep up with the topic changes! WHEN THE HELL DID WE START TALKING ABOUT SEAN CONNERY!
I think around the time he defected with the Red October.
Speaking of Soviets, I watched Nova tonight on the 1945-1962 nuclear arms race. Tsar Bomba was a helluva scary weapon.


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1529 46th Avenue #6
Moline, IL 61265
Phone: 309-762-6955 Or 877-927-8387
Fax: 309-762-8298
Normal working hours are 8:00am to 4:30pm Monday through Friday. In an effort to better serve the veteran and family members, upon request Vet Centers will provide services after normal work hours and/or on weekends.
Veterans Crisis Line:
1-800-273-8255 (Press 1)
Social Media
U.S. Department of Veterans Affairs | 810 Vermont Avenue, NW Washington DC 20420
Last updated November 04, 2013.


text: Home > CIA New YorkDegree ProgramsFood Enthusiast CoursesProfessional CoursesAdmissions & Financial AidCampus LifeCIA RestaurantsConrad N. Hilton LibraryCraig Claiborne BookstoreVisiting Campus Share This The CIA in Hyde Park, NY Explore The Culinary Institute of America in Hyde Park, NY The CIA is the world's premier culinary college. As a true not-for-profit college, our mission is to provide the world's best professional culinary education. Students choose the CIA for our gold-standard education programs, expert faculty, world-class facilities, and outstanding career opportunities. Our programs are for anyone with a passion for food—from students striving to become the next Charlie Palmer (CIA Class of '79), Grant Achatz (CIA Class of '94), or Cat Cora (CIA Class of '95), to professionals looking to advance their skills and food lovers seeking the best in education for the home cook. As the college's main campus, the Hyde Park location presents students and visitors with the benefits of a major college campus, unique in all of culinary education for its offerings and resources set on 170 acres. Many guests come to dine at the college's famous on-campus restaurants and café. In addition, the New York campus offers public tours given by current CIA students and a bookstore featuring epicurean delights, cookbooks, souvenirs, and assorted kitchen utensils. Dining at the CIA New York Reservations are suggested for each of our award-winning restaurants except the Apple Pie Bakery Café. American Bounty Restaurant Discover Inspired Foods of the Americas Apple Pie Bakery Café Sumptous Baked Goods and Café Cuisine The Bocuse Restaurant Creative New Interpretations of French Classics Ristorante Caterina de' Medici Italy's Authentic Flavors in a Magnificent Tuscan Villa Setting Reservations The Culinary Institute of America1946 Campus DriveHyde Park, NY 12538-1499845-452-9600


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Soring Gaited Horses
House Bill would Amend Horse Protection Act
The bill would amend the Horse Protection Act by imposing stiffer penalties on anyone who sores a horse.
Photo by Photos.com
Anti-Soring Bill Advances to Full Senate
April 10, 2014
A Senate committee passed a bill that would ban the use of performances packages and chains. ... Read More
New Walking Horse Bill Expands Blackburn Legislation
April 03, 2014
The bill would aim to stop soring while preserving what it calls the "traditional" Walking Horse industry.... Read More
Veterinarians Oppose Blackburn Bill
March 10, 2014
The bill was introduced last month as an alternative to anti-soring legislation introduced last year. ... Read More
Bill Would be Alternative to PAST Legislation
February 28, 2014
A bill that would give lawmakers an alternate way to prevent soring was introduced this week.... Read More
AVMA Members Advocate for Federal Legislation
February 14, 2014
AVMA representatives gathered to educate the nation's policymakers on some equine-specific legislation.... Read More
California Group sues TWHBEA
January 18, 2014
The group says TWHBEA is violating law by making them to travel to remove a board of directors member.... Read More
California Owners, TWHBEA Grapple over Vote
January 08, 2014
The TWHBEA members contend the association is forcing them to travel in order to remove a director.... Read More
Wheelon, Three Others Plead Not Guilty to Charges
December 11, 2013
The Tennessee Walking Horse trainer pleaded not guilty to cruelty charges for allegedly soring horses. ... Read More
Grand Jury Indicts Horse Trainer Wheelon, Three Others
December 06, 2013
Wheelon is free on bond after a jury indicted him on animal cruelty counts for allegedly soring horses. ... Read More
U.S. House Subcommittee Hears Anti-Soring Bill Testimony
November 15, 2013
A U.S. House subcommittee heard from both sides of the soring issue during hearings on HR 1518. ... Read More
Program Recognizes Humanely Trained Tennessee Walking Horses
September 05, 2013
The award program is part of The HSUS' efforts to help end the practice of horse soring.... Read More
Soring Charges Against Trainer Wheelon Dismissed
August 20, 2013
The charges against a Tennessee horse trainer were dropped, but the case could still be far from over. ... Read More
Legislation to Eliminate Soring Introduced in Senate
August 01, 2013
There are now bills in both the U.S. House and Senate to amend the HPA to eliminate soring. ... Read More
McConnell Pleads Guilty to State Charges
July 11, 2013
McConnell has pleaded guilty to 12 of the misdemeanor animal cruelty against him.... Read More
Tennessee Soring Case Expands
June 10, 2013
Authorities arrested two men who allegedly worked with sored horses at Larry Wheelon's training barn.... Read More
TWHBEA President Backs Anti-Soring Bill
May 30, 2013
The bill would forbid the use of action devices and increase penalties for anyone convicted of soring horses.... Read More
Wheelon to Vacate Leased Blount County Barn
May 14, 2013
Trainer Larry Wheelon, accused of soring horses, has until June 10 to vacate the Tenessee barn he leases. ... Read More
Wheelon Suspended Amid Soring Charges
May 02, 2013
The license of a Tennessee Walking Horse trainer accused of soring horses has been suspended.... Read More
Tennessee Horse Trainer Charged in Soring Case
April 26, 2013
Trainer Larry Wheelon is free on bond after being arrested for allegedly soring 19 horses at his farm.... Read More
House Bill would Amend Horse Protection Act
April 15, 2013
The bill would amend the Horse Protection Act by imposing stiffer penalties on anyone who sores a horse.... Read More
Tennessee Grand Jury Indicts McConnell for Horse Soring
April 03, 2013
The grand jury indicted McConnell on more than 20 counts of animal cruelty in connection with horse soring.... Read More
USEF Bans Action Devices for Gaited Horses
January 25, 2013
The USEF executive committee approved a rule banning soring during its Dec. 17, 2012, meeting.... Read More
Annual TWH Sale Draws Controversy
January 17, 2013
Some equine welfare activists claim the event could include sales of horses wearing padded shoes and chains.... Read More
AAEP, AVMA Call for Passage Amendments to the Horse Protection Act
November 21, 2012
The organizations issued a statement Nov. 19 in support of HR 6388,... Read More
Amicus Brief Filed in HPA Penalty Case
November 02, 2012
The amicus brief asks a court to uphold USDA regulations requiring minimum penalties for HPA violators. ... Read More
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On the streetWritten by Admin
Woofstock! seeks barbecue participants
The second annual Woofstock! is now seeking applications from participants in its barbeque competition. The fundraiser will be held from 2 to 8 p.m. Saturday, May 3, at McGuire Gardens in Sylva.
Proceeds from the fundraiser will go to benefit ARF, which is the Jackson County Humane Society. The event features a barbeque competition, live blues music, offerings from Innovation Brewing, pet photos and a silent auction.
The barbeque competition will be judged in the following categories: beef, pork, chicken, sauce and a people's choice best overall. The tasting will be held from 4 to 7 p.m., with awards announced at 7:30 p.m. Participants will provide two-ounce tastes for an estimated 200 attendees and eight judges in any of these categories. There is no charge to participate; entry tickets will be sold and all proceeds will benefit ARF.
Sylva welcomes Greening Up the Mountains festival
The 17th annual Greening Up the Mountains Festival will be held from 10 a.m. to 5 p.m. Saturday, April 26, at the Bridge Park in Sylva.
The event kicks off with a 5K race from Mark Watson Park at 9 a.m. The race is sponsored by the Jackson County Recreation and Parks Department. For more information on race registration and routes, visit www.imathelete.com or call the parks department at 828.293.3053.
The Signature Brew Stage in the Suntrust parking lot on Main Street and the Bridge Park Stage will host live local music throughout the day. In the Wells Fargo Bank Parking lot, the Triple Threat children's stage will feature Jackson County's youngest performers, kicking off at 10 a.m. with the annual Mountain Youth Talent Contest. Children's activities in the Bridge Park will include face painting, an inflatable slide, volunteer project, and a time capsule to commemorate 125 years for the town of Sylva.
Dining Out for Life Day planned in WNC
The Western North Carolina AIDS Project's 12th annual Dining Out for Life benefit will take place on April 24 in Asheville and the surrounding communities.
The acclaimed national fundraiser has raised over $30 million for AIDS service organizations since it began. Locally, over 110 restaurants will donate 20 percent of their gross sales that day for breakfast, lunch and dinner.
• A German beer dinner will be held from 6:30 to 9 p.m. April 22, at Lulu's on Main in Sylva. The dinner features a five-course German meal paired with craft beer from Heinzelmannchen Brewery. $40 per person. 828.586.8989 or www.lulusonmain.com.
• The Smoky Mountain Oyster & Seafood Festival will be from 11 a.m. to 5 p.m. Saturday, April 19, at the Maggie Valley Festival Grounds. Peel n' eat shrimp, oysters, steamed and raw clams. Oyster-eating contest and mountain shucking championships. Rain or shine. $8 for adults, kids ages 12 and under free. Live music by Mile High and Al Coffee & Da' Grind. www.smokymtnoysterfest.com.
• A new dance program in which you can learn six dances in six weeks will be offered at the Waynesville Parks and Recreation Department. The classes will take place at 7 p.m., April 23 and 30, as well as May 7, 14, 21 and 28. Participants will be able to learn the Foxtrot, Swing, Waltz, Rumba, Tango and Cha Cha. $60 per person. 828.316.1412 or 828.356.7060.
• The Haywood Community College Cosmetic Arts Department will hold a Cut-A-Thon for Relay for Life's American Cancer Society from 8 a.m. to 6 p.m. April 23, at the HCC's Cosmetic Arts Center. All proceeds go to the American Cancer Society. Shampoo and cut available for a suggested donation of $6 and style for $5. Services for Cut-A-Thon do not include chemical or nail services. Walk-ins are accepted but appointments are suggested. 828.627.4641 or 828.627.4268.
• The Empty Bowl Fundraiser will be held from 4 to 8 p.m. April 25, at The Community Table in Sylva. Patrons have a choice of handmade ceramic bowls and soup. Sponsored by the Jackson County Chamber of Commerce. $20 per person. www.mountainlovers.com.
• The Taste of Chocolate will be held from 6 to 9 p.m. April 19, at the Maggie Valley Club. Patrons will be able to taste an array of deserts. The funds raised will help recruit volunteers for 60 organizations as well as counsel people on Medicare through the N.C. Seniors Health Information Program with supplements, advantage plans and prescription plans. Tickets are $12 in advance, $15 at the door. 828.356.2833.
• The Homebrew Competition and Chili Cook-off with Todd Hoke will be from 3 to 5 p.m. Saturday, April 19, at Frog Level Brewing in Waynesville. Applications available at www.froglevelbrewing.com.
• The 10th anniversary celebration for Heinzelmannchen Brewery will be held from 4 to 7 p.m. Thursday, April 24, at the establishment's new and upcoming facility in Dillsboro. Live music, food, craft beer. www.yourgnometownbrewery.com.
• The Spring Cornhole Tournament will be held April 18-20 at the Cherokee Welcome Center & Fairgrounds. Blind draw determines teams. Registration at 11 a.m. Event begins at noon. www.visitcherokeenc.com.


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Currency Displayed in
Suitable for Quakers, Senegals, Caiques, Small Conures, up to Timneh African Greys and Goffins
Pak O Bird Carriers are perfect to toting your small parrot around town! These innovative, soft-sided back pack style bird carriers can be carried in front of you or on your back making it convenient and fun to take your parrot in the car, on a hike, to the park or even to the vet office.
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The ekg library now supports user-defined counters. User-defined counters can be used to track custom program state (e.g. the number of requests served by a server.)
Adding a new counter to a program is easy. Here's a small example program:
main = do
handle <- forkServer "localhost" 8000
counter <- getCounter "iterations" handle
let loop = do
inc counter
The counter will show up in a new section of the web interface, together with a number of built-in counters (e.g. garbage collector and memory usage counters):
All user-defined counters are also available via the REST API.
I've expanded the REST API to allow you to retrieve single counters, with the caveat that single counters can only be retrieved using the "text/plain" MIME type, as the JSON specification doesn't allow simple values (e.g. integers) to occur at the top-level.


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Position Paper No. 45 — Folate
The Healthy Times Newsletters and Postion Papers make sense of the latest science for superior health and effective weight management. Dr. Fuhrman's articles on nutrition, health, weight loss, and critical medical issues provide life–saving information you need to know.
Note: All issues may be downloaded for FREE with a subscription to Dr. Fuhrman's Member Center.
For full access to all of the Healthy Times Newsletters and Position Papers join the Members Center today.


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SARANAC LAKE - It was hard to tell how much they were thinking about skiing while basking in the warm sun, but between 550 and 600 people came out to the Summer Ski Jam Sunday, organizers say.
The event was held at Mount Pisgah Ski Center, the village's Alpine (downhill) venue, but it was a fundraiser for Saranac Lake's other ski area, Dewey Mountain Recreation Area, which has Nordic (cross-country) ski, snowshoe and mountain bike trails. The Dewey Mountain Friends group is trying to build a new lodge to replace two small buildings that aren't in such good shape anymore. Pisgah had such a lodge until a 1990s community effort raised enough money to build the current one, which hosted Sunday's Summer Ski Jam.
Six local musical artists performed at the festival, and there was a wide array of food and beverages.
Article Photos
Dancers get into the music of Big Slyde and the band's cellist, Christina Grant, at Sunday's Summer Ski Jam at Mount Pisgah Ski Center in Saranac Lake.
(Enterprise photo — Peter Crowley)
Mary Thill of Dewey Mountain Friends said this morning that organizers haven't finished adding up the revenue yet, but she said they know it did well. They are grateful to the community, she said.


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Boys basketball: Monroe's scoring, defense guide Ashwaubenon
Kyle Monroe didn't think he would break the Ashwaubenon boys basketball team's career scoring record as a junior.
- Apr. 13, 2014
You will be redirected to the page you want to view in seconds.
Kyle Monroe didn't think he would break the Ashwaubenon boys basketball team's career scoring record as a junior.
Seymour basketball standout Sandy Cohen is going to play at Marquette after all.
Seymour senior Sandy Cohen was a first-team choice on the Associated Press all-state boys basketball team released Wednesday.
And now, Sandy Cohen waits.
Crazy things usually happen in college basketball during March. But this probably isn't what Seymour senior Sandy Cohen had in mind.
The welled-up eyes and blank expressions on the faces of the Northeastern Wisconsin Lutheran boys basketball team painted a painfully familiar portrait of WIAA state tournaments past.
Northeastern Wisconsin Lutheran's loss Saturday in the WIAA Division 5 state championship game can be summed up like this: Nathan Toenjes' foul trouble had a bigger impact than Thorp leading scorer Albi Maksuti's did.
The Northeastern Wisconsin Lutheran boys basketball team will need to replace a lot of production next season if the Blazers hope to make another run at a gold ball.
Championship Saturday at the Kohl Center features boys basketball title games in all five divisions. Follow the action live on our chat.
The West De Pere boys basketball team waited 81 years for this moment, but wasn't the only team with something to prove on Friday afternoon.
Chandler Diekvoss waited patiently just outside the West De Pere locker room late Friday afternoon for members of his team to finish media obligations.
West De Pere's starting lineup includes three players 6-foot-5 or taller. Its opponent in a WIAA Division 2 state semifinal Friday, Wisconsin Lutheran, started one player of that stature.
Gannett Wisconsin Media reporters Wes Hodkiewicz, Adam Thompson and Ricardo Arguello preview Day 2 of the WIAA boys basketball state tournament, featuring Manitowoc Roncalli in Division 3, West De Pere in Division 2 and Neenah in Division 1.
West De Pere makes its first appearance at state since 1933 as it takes on Wisconsin Lutheran at 1:35 p.m. in WIAA boys basketball Division 5 state semifinal action. Follow the action live on our chat.
Mark Meerstein refers to them as his 'Big 3.' Even if they didn't know it before Thursday.
It's called 'in your jersey' defense, and Northeastern Wisconsin Lutheran's Kristian Zimmerman showed how it's done Thursday afternoon on Wisconsin high school basketball's biggest stage.
Northeastern Wisconsin Lutheran's Noah Gosse knew he had to shake off a scoreless first half in Thursday's WIAA Division 5 semifinal against Sheboygan Lutheran on Thursday at the Kohl Center.
CHAT TIPS OFF AT 1:15 P.M.: N.E.W. Lutheran shoots for its first state title since 1998 as it takes on Sheboygan Lutheran this afternoon in WIAA boys basketball Division 5 state semifinal action. Follow the action live on our chat.
CHAT TIPS OFF AT 6:45 P.M.: Follow the action and feel the intensity as our Gannett Wisconsin Media crew keeps you up-to-date on tonight's WIAA boys' basketball sectional semifinal action through our interactive, real-time chat.
CHAT TIPS OFF AT 6:45 P.M.: Follow the action and feel the intensity as our Gannett Wisconsin Media crew keeps you up-to-date on tonight's WIAA boys' basketball regional action through our interactive, real-time chat.
Get the latest on game dates, practices and scrimmages
Arizona-bound Stanley Johnson was one of the stars, albeit in a losing effort, on Friday night at the Jordan Brand Classic in Brooklyn. Johnson scored 24 points for the West, which lost 158-147 to the East.
Rev. Ron Seltzer found himself with quite a dilemma on Friday: Coach in the Jordan Brand Classic or oversee Good Friday services?
D'Angelo Russell was among three players participating in Friday night's Jordan Brand Classic who took part this week in a roundtable with USA TODAY High School Sports writer Jim Halley.
What to look for at Friday's Jordan Brand Classic in Brooklyn, New York.
Cass Tech's (Detroit) Jayru Campbell is back in school after charges he assaulted security guard.
Bishop Fenwick (Franklin, Ohio) softball player Alicia Hansen leads the ALL-USA Performances of the Week.
Dominique "Dom" Cooks, a high school senior who continued to take part in varsity sports while battling an inoperable brain tumor, passed away late Tuesday night.
Delaware Valley Charter School's Nixlot Dameus was motivated by bullying to become bigger and stronger.
USA TODAY High School Sports' Jim Halley was in Brooklyn on Wednesday as the all-star basketball players such as Myles Turner prepared for the Jordan Brand Classic. But will Turner even play?
The Houston school district is paying a whopping $250,000 to get rid of offensive mascots.
A peek ahead at one of the nation's top defensive lineman recruits in the 2015 class, CeCe Jefferson.
Why Kingsley Okoroh committed to Tennessee, and 24 hours later, the University of California Berkeley.
The First Academy (Orlando) baseball player Foster Griffin is terrorizing his opponents.
An Ohio soccer player was suspended over a tweet - and now his father is suing.
Five things we learned from the Phenom Hoop Challenge gold division title game at Proehlific Park in Greensboro, N.C.
Duke signee Jahlil Okafor dominated yet another all-star event, scoring 14 points and grabbing 10 rebounds in the USA win over the World Select team Saturday night in Portland.
D'Angelo Russell leads the American Family Insurance ALL-USA Performances of the Week.
Check out this week's Super 25 Baseball Rankings, presented by Dick's Sporting Goods.
Five of the nation's best defensive linemen get a full breakdown.
Check out this season's final Super 25 boys and girls hoops rankings.
View Girls Rankings
A Dallas lacrosse dad filed a racketeering lawsuit against coaches of the LoneStar Lacrosse Academy.
Want to know who is going to win the big game? Want to know how you would do against a top team in the country? Now you can.
The stories and videos everyone will be talking about.
Each weekday we explore high school sports both on and off the field.
See which teams are in the Super 25.
See which states, colleges and conferences were most represented on this year's football team.
The ultimate 24-man roster from 30 years of naming the American Family Insurance ALL-USA football team.
Twenty-four names to know this high school football season.
Courtney Eckenrode is named the ALL-USA Player of the Year.
Jahlil Okafor is among the names to watch this high school basketball season.
Ariel Atkins and Jordin Canada headline the preseason ALL-USA girls basketball team.
We recently counted down the Top 30 ALL-USA selections of all-time.
A look at the 2013 ALL-USA Football Team.
Oñate High (Las Cruces, N.M.) softball player Alyssa Covarrubia leads student organization in raising awareness.
Alabama four-star football recruit Ronnie Clark's upbringing prepared him for the challenges that await in Tuscaloosa.
Caitlin Broadwell used volleyball as motivation to battle back from Graves' disease
Fargo Shanley (N.D.) junior Alivia Fraase volunteers her free time to the community and kids she loves
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Green Bay Press-Gazette photojournalist Evan Siegle shares his experiences from along the lines of Green Bay Packers games.
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Pyongyang construction workers took off their yellow hard hats and bowed at the waist as sirens wailed across the city for three minutes. The son, Kim Jong Un, presided over a solemn ceremony to reopen the sprawling granite mausoleum where his father's embalmed remains will lie in state near those of his grandfather, the nation's founder Kim Il Sung.
Tens of thousands of North Koreans gathered in the frigid plaza outside the renovated hall where Kim Jong Il's body was to go on public display later Monday. Lined with snow-tinged firs, the square has been turned into a park at Kim Jong Un's orders and his father's portrait installed on the building's façade alongside that of Kim Il Sung.
The elder Kim died last Dec. 17 from a heart attack while traveling on his train. His death was famously followed by scenes of North Koreans dramatically wailing in the streets of Pyongyang, and of his pudgy young son leading ranks of uniformed and gray-haired officials through a series of funeral and mourning rites.
The mood in the capital was decidedly more upbeat a year later, with some of the euphoria carrying over from last week's successful launch of a rocket carrying a satellite named for one of Kim Jong Il's many titles, Kwangmyongsong, or "Lode Star," a nickname given to him at birth according to the official lore.
Speaking outside the mausoleum, renamed the Kumsusan Palace of the Sun, the military's top political officer, Choe Ryong Hae, said North Korea should be proud of the satellite, calling it a show of strength to the world.
Much of the rest of the world, however, was swift in condemning the launch, which was seen by the United States and other nations as a thinly disguised cover for testing missile technology that could someday be used for a nuclear warhead.
The test, which potentially violates a United Nations ban on North Korean missile activity, underlined Kim Jong Un's determination to continue carrying out his father's hardline policies even if they draw international condemnation.
Some outside experts worry that Pyongyang's next move will be to press ahead with a nuclear test in the coming weeks, a necessary next step toward building a warhead small enough to be carried by a long-range missile.
Despite inviting further isolation for his impoverished nation and the threat of stiffer sanctions, Kim Jong Un won national prestige and clout by going ahead with the rocket launch.
At a memorial service on Sunday, North Korea's top leadership not only eulogized Kim Jong Il, but also praised his son. Kim Yong Nam, president of the Presidium of North Korea's parliament, called the launch a "shining victory" and an emblem of the promise that lies ahead with Kim Jong Un in power.
The rocket's success also fits neatly into the narrative of Kim Jong Il's death. Even before he died, the father had laid the groundwork for his son to inherit a government focused on science, technology and improving the economy. And his pursuit of nuclear weapons and the policy of putting the military ahead of all other national concerns have also carried into Kim Jong Un's reign.
In a sign of the rocket launch's importance, Kim Jong Un invited the scientists in charge of it to attend the mourning rites in Pyongyang, according to state media.
The reopening of the mausoleum on the first anniversary of the leader's death also follows tradition. Kumsusan, the palace where his father, Kim Il Sung, served as president, was reopened as a mausoleum on the first anniversary of his death in 1994.
Associated Press writer Hyung-jin Kim contributed to this report from Seoul, South Korea. Follow AP's bureau chief for Pyongyang and Seoul at http://www.twitter.com/newsjean.


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Special Education Listserv
Subject: February 4, 2010, 11:45 a.m., Monthly Webinar
Source: Heidi Atkins Lieberman, Assistant Commissioner
Intended Audience: Directors of Special Education, Special Education Coordinators, Superintendents
Date: January 28, 2010
On February 4, at 11:45 a.m., join me for the next monthly webinar.
Submit questions to: email@example.com (indicate "Webinar Question" in the subject line). Please ensure your questions are not specific individual children questions, but rather more systemic in nature.
To participate in the webinar, go to: http://desemo.na3.acrobat.com/r85403388/. When signing into the webinar, we suggest you use your county district code (you may also include your first and/or last name), then select "Enter Room." For the testing site and/or monthly archive, go to:
We have discovered some people with wireless computer connections cannot access the live webinar without serious quality issues and our best recommendation is to use a computer that is not wireless.
The topics to be covered during this webinar include, but are not limited to: RTTT update, State-wide Electronic IEP System update, MAP-A eligibility, and DMH participation at transition meetings.
If you need an accommodation as required by the Americans with Disabilities Act to participate in this webinar, please call 573-751-5739 at least 48 hours in advance of the webinar to discuss the accommodation.


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Im sick and tired trying to shut down the disturbing noise in my speaker when I made or receive a call plus nobody is able to hear me. I restored and unlocked 10 times but still, the noise is there.
Ill pay 50 euros to someone in Barcelona or via Payal to take that kind of magnetic shit sound out of my phone. Im serious