text:
Abby Cymerman
Give and take
Constant improvement is the key to success, says Andrew Armstrong.
The president of AB Mauri North America says that leaders must maintain a laser focus on continuous improvement while growing their companies and enriching the lives of their personnel.
"If you can accept that you, personally, are never the finished article, and you can always improve on both your own performance and your team's collective performance, it provides a solid platform for ongoing development of the business," says the head of the yeast and bakery ingredient products company.
AB Mauri North America — whose subsidiaries are Fleischmann's Yeast and Innovative Cereal Systems — posted 2007 revenue of $180 million with 300 employees.
Smart Business spoke with Armstrong about how to continuously improve your company by communicating the corporate vision and welcoming feedback from your employees.
Provide the strategy as well as the motivation. A successful leader is able to engage in strategic thinking and provide direction for the business as well as display an overall skill for the different disciplines within the business.
In leading people, you've got to be able to motivate. People want to be able to see evidence of the fact that there is some passion and energy there and, at the same time, there's sound judgment and some integrity.
Establish a corporate vision and direction. The challenge for all businesses is to build on what they've got, whether it is processes and procedures or the value proposition one offers to customers in terms of products and services.
We do three-year plans, updated every year, and as part of that, you tend to look at the business environment one operates in, both internally and externally. With that, one evaluates the markets that one trades in and the markets that you might be dealing in going forward.
As part of that planning process, you look to determine where you're trying to get to through a combination of organic and acquisitive growth. You also evaluate what you need to do about people in terms of getting the right skills and capabilities in the business. We tend to do that as an ongoing process.
Share ideas with your staff. On an annual basis, the vice president of human resources, the vice president of operations and I will do business road shows around the factories as well as here at center.
It's a review of the past year's financial performance in a formal presentation to the employees at those particular locations, and it's followed by question-and-answer sessions. We try and give them a feeling of confidence that there is a commitment by all to grow.
People are generally interested to know not only how the business has been performing but what plans we have to grow in the future. We've seen a more engaged and motivated work force. We've demonstrated a willingness to talk about these issues and demonstrated our respect for the work force.
We're prepared to go into this level of detail, and we're happy to answer questions within reason and take something back from that feedback as to how we might improve on our plans.
Be an active listener. A lot depends on how you choose to get feedback and what you do with it. Are you demonstrating that you're listening and acting, or are you doing the opposite?
You have to listen and learn. That's something I'm trying to get better at and something I have to work on. At the end of the day, if you're going to capture the best ideas and consider the best options before making a decision, then you've got to be prepared to listen.
Distill feedback into an action plan. We try to increase the different ways of communicating with the work force beyond the road shows, not only through feedback on the Internet where people are free to express their opinions but also we're in the process of doing an employee survey.
In this survey, people's identities can remain anonymous, and a third party will assimilate that data. We'll highlight what the findings were and what action we plan to take about that feedback.
It's quite important that you need engaged employees if you're going to have a successful business. That means treating them with respect. You're actually willing to ask for help in these areas, and it demonstrates that our employees do matter and that we're listening to them.
High up on the list of the leadership team's priorities is corporate culture, and you're only going to grow that if you stay in touch with what's happening on the ground so you can get feedback and respond accordingly.
Leadership isn't just the responsibility of one individual; it's a collective responsibility of all employees throughout the business. From that standpoint, we try to ensure that these feedback items stay on the leadership team's agenda and are acted upon.
In the factories, the employees came back to us and said, 'Look, we greatly appreciate that you come around and do the road shows, but we'd also like to see you a few times a year outside of that to go through some of these issues and concerns.' I am consciously making an effort to get around to the factories more regularly so that not only do we have meetings with the management there but also with selected employees from time to time.
HOW TO REACH: AB Mauri North America, (314) 392-0800 or www.abmauri.us
Keeping it in perspective
David B. Wright's father used to tell him that everything looks different depending on where you sit.
And it took awhile, but the chairman and CEO of Verari Systems Inc. says that, over the years, he has grown to understand the corporate wisdom in that advice.
"The ideas that you get from your perspective are different from the ones that somebody else might see from theirs, and that's OK, because they might be closer to the solution than you are," says Wright, whose company develops energy-efficient data-center and desktop-consolidation platforms.
Wright says another lesson he learned from his father is that the people you see going up are the same people you're going to see going down.
"I used to laugh about it, but basically, he was saying that everybody counts," he says.
Smart Business spoke with Wright about how he combined those lessons to lead his 310 employees and grow his business.
Hire the person, not the resume. During the hiring process, everybody gets excited about where the candidate went to school. I don't. You know what I usually look at first? I look at what they did while they went to school.
I look at people who got involved in the community — whether it's sports or social — because I want somebody who wants to be part of society. That's really important to me. If you can't be part of society, you can't be part of a team.
Second, you can tell a lot about people based on their personal life. If I know that somebody is a good father or a good mother, most times, that person is going to be a very good employee because they are unselfish.
Look at their eyes; either they have passion, or they don't. I always tell people, 'You can't create passion. You have to keep it alive, but you can't create it.' Once it dies, it dies. You can tell — how do they look every day, how do they look at themselves, how do they want to operate as a businessperson and also as an individual?
Also, I can deal with anything but lack of integrity. I don't think you can teach that; if you don't have it, you don't have it. If you're born a dog, you don't die a cat — as they say. People are what they are. I don't believe people change that much in certain areas. They have integrity, or they don't. It's that binary to me.
Focus on the strengths. My leadership style is geared around the team. As an executive running a company, one of your responsibilities is the people — building and keeping your intellectual capital.
What you do from a team approach is look for the positive strengths in every person. What do they bring to the table? What do they bring to the team? What do they bring to the game? How do you complement that for that person and also for the team?
I'm a big believer that you can make a weakness into a strength. You can neutralize negatives and invest in positives. If you ask most managers what they spend most of their time on, when it comes to people, they probably spend more time on the poor-performing employees than on the good ones. I have a very different perspective on that: You do a disservice by not spending more time with the performing employees. I believe in finding that positive in that person and working that pretty hard.
I have a lady who works for our software operation in Alabama. She's phenomenally bright, and she had enough experience in the back room. My job was to say, 'Hey, I think you'd be great in front of these customers. Meeting with customers is just a conversation between two human beings. It's not a win or lose in how you did.' In the beginning, she didn't believe it, but I believed it.
Seeing potential in people is something you do after a period of time. And there are times when I'm wrong — where my expectations are higher than theirs — but I've never set an expectation lower than the person thought they could do.
Require employees to be students of the industry. Look at yourself: Every day, you want to wake up and be better. You're probably always trying to find out how to do that. When you know about the company and the business you're in, you become better.
I require every employee to have two weeks of education every year. We spend a lot of time trying to make sure that our people know what the company's values system is and what we're trying to accomplish. We also explain that they've got to earn the right to have that customer.
For example, we run a management leadership class once a month, and we bring people in to talk to them about subjects like team-building, understanding the financial parameters of the business or how to be a better manager.
The only way that I know how to be the best is to invest in employees. Knowledge is an investment. In sports, people go back to training camps, and in business, once a year, you have to sit down and revisit how you did, where the business is going, what you can do better and how you can learn more about it.
HOW TO REACH: Verari Systems Inc., (858) 874-3800 or www.verari.com
Chief cheerleader
When Ken Blanchard was a
college professor, he was always being "investigated by
some of the best faculty committees" because on the first
day of class, he would pass out
the final exam.
"The other faculty members
would say, 'You're supposed to
teach these kids, but don't give
them the questions from the
final,' and I'd say, 'Not only am
I going to give them the questions to the final, what do you
think I'm going to do all semester? I'm going to teach them
the answers so when they get
to the final exam, they get A's.'"
Blanchard's "The One Minute
Manager" and other best-sellers
written by him are on executive
bookshelves worldwide, and he
plans to explore the final-exam
concept in his next book, "Don't
Mark My Paper — Help Me Get
an A," which he is co-authoring
with WD-40 Co. President and
CEO Garry Ridge.
In his "spare time," Blanchard
leads 293 employees as co-founder, chief spiritual officer
and "chief cheerleader" of The
Ken Blanchard Cos., an international management training and
consulting firm that posted
2007 revenue of $55.5 million.
Smart Business spoke with
Blanchard about how to encourage your employees to thrive.
Get your ego out of the way. The
biggest addiction that most
chief administrators, managers
and presidents have to deal with
is their ego, which I describe as
'edging God out,' and somehow
thinking you're the center of the
universe. When you do that,
you're pushing and shoving for
money, recognition, power and
status. You forget you are there
to serve rather than being
When leaders want everything
running up the hierarchy, they
create a duck pond. You end up
talking to a duck that goes
'Quack, quack. It's our policy.
Quack, quack. I just work here.
Quack, quack. I don't make the
rules. Quack, quack. I'll have to
talk to my supervisor.'
In an empowered organization, you'll be dealing with
eagles, and they will say, 'I'll
take care of it. I'll give you a call.
Consider it done.' And when
they do that, then you will go
crazy as a customer because
you're not used to it.
Make a plan to succeed. The first
part of empowering your
employees is performance planning. At the beginning of every
fiscal year, the leaders at WD-40
sit down with each of their
employees and they create a
final examination with goals
and objectives.
If they hit those kinds of numbers, they're going to get an A.
If the employee doesn't get an
A and the manager says, 'I think
I'm going to have to get rid of
this person,' Garry [Ridge, WD-40 president and CEO] asks,
'What did you do to help him
get an A?' If the manager can't
tell him, he fires the manager,
not the poor performer.
Stay in the loop. The second part
of empowering employees is
day-to-day coaching. Your job as
the leader is to help your employees get an A when you've agreed
on what the goals and objectives
are. That's where you turn the
pyramid upside down with your
people because you're really
working for them now.
In so many organizations, they
have these normal distribution
curves that you have to screw a
certain percentage of your people. Or, you take the Jack Welch
philosophy and rank-order your
people. None of that builds trust.
Day-to-day coaching means
that you are in the information
loop with your employees on
their performance. You're there
to praise their progress or redirect them if they're off. Part of
your agreement in performance
planning is not only the final
exam but how the supervisor is
going to be kept informed on
how well the employee is doing
so the supervisor can be there
to help when the employee
needs help.
You don't want to be out of
the loop. So many managers set
goals, and then they abdicate.
The difference between delegation and abdication is that, in
abdication, you're out of the
information loop and that creates the most familiar management style in our country —
seagull management. Seagull
managers aren't around until you
make a mistake, and then they
fly in, make a lot of noise, dump
on everybody, and then fly out.
Be the people's partner. Every
manager in an organization
should meet once every two
weeks for 15 to 30 minutes with
each of their direct reports. The
employee would be in charge of
the agenda, and that person
would talk about anything that's
on his or her mind.
You can't exceed 30 minutes
with the meeting because then
it's going to be a drag, and people are going to start saying, 'I
don't have time to do this.'
For instance, if you've got
10 or 12 people working for
you, and you can't afford six
hours with them over a two-week period, then you've got
your priorities out of whack.
You're going to too many meetings, and you've forgotten your
Most bosses don't know what
their people are doing because
they're running around playing
politics and spending more
time sucking up the hierarchy.
They're not focused on the
achievement of their people.
Review the results. The last part
of empowering employees is
performance evaluation. If you
really work with your people to
help them accomplish the goals,
the goals help the organization
achieve its goal. When the water
goes up, all the boats rise.
You empower people by making sure that they know what
they're being asked to do, and
then you're there to help them.
As they get more and more
experienced, they're going to
need less and less help, and
that really drives them to do
their best.
HOW TO REACH: The Ken Blanchard Cos., (800) 728-6000 or www.blanchardtraining.com
Fire in the belly
In 2001, Mark Williams' company landed some large contracts and doubled his work force to accommodate the additional work.
But the founder and president of Virtual Hold Technology LLC soon learned that those new employees didn't understand his company or its culture, threatening his growing company.
"We lost a year at a key point and jeopardized a key client in the process," says Williams, whose 75-employee business develops virtual queuing solutions for call centers for Fortune 1,000 companies.
As a result, Williams honed his company's interview process, allowing managers to better identify potential employees and screen out those who wouldn't fit it.
"Don't feel a compelling need to fill bodies into positions just to meet a head count requirement," he says. "If you hire the right people, chances are you don't need as many people."
Smart Business spoke with Williams about how to make your hiring process a two-way street to ensure you find the best people for your culture.
Q. How do you establish a strong work force?
We go out and look for that kind of fire in the belly. I'm not looking for somebody who's really good on paper, someone who's been with a company for 15 years, doing IT work or programming.
I would rather have the people a year or two out of school looking for a career and an exciting opportunity and surround them with good people.
Q. How do you identify people who would be a good fit for your company?
The managers over every department interview every person before they come in. They'll go through resumes, do the phone interviews and bring them in for a face to face.
They narrow it down to three to five candidates, and then we'll set up second interviews in which the other senior team members will have an opportunity to meet and interview the person.
At that point, the candidate is pretty much qualified for the position in terms of skill set. Now, it is just a matter of looking at chemistry fit because we view this company as a family. We are all committed to the same goal, and we are all going the same direction.
It takes a unique individual to come in and fit into our environment. We do a lot of interviewing along those lines, and then we, as a senior team, sit down and vote.
I abstain. I empower my team to make the decisions. I'm a part of those discussions, hearing firsthand everybody's feedback, both positive and negative.
The one thing that I don't do is micromanage.
Q. How do you ensure potential employees will fit in to your corporate culture?
That's why we do multiple interviews, and you don't have to be a manager to necessarily interview somebody. Sometimes, the manager may want somebody else in their department somebody who could potentially be interacting with that person to spend some time with them.
It's a two-way street: We are not just interviewing them; we also view it as the candidate interviewing us. You want to openly share with them not only the good things about your company and the benefits of working there but also what the downsides are the sacrifices, the commitments and what's expected. In some cases, we've had candidates thank us for our time and for bringing them in, and they wish us the best of luck and move on.
Being open and honest with the people you're interviewing is just as important as them being open and honest with you. They may be good candidates on paper, and they could definitely do the job, but your environment could be outside of what they're used to, and they could be miserable. When you bring that kind of person into your environment, they're not going to make it.
Also, this is still an entrepreneurial environment; it's not a 40-hour-week job. We have incentives through stock, and after one year, every employee here is an owner.
Q. How do you create a company of owners?
They have to believe they're making a contribution, seeing the benefits of their contribution and knowing there is a reward for their contribution, both short term and long term. Only then can I get the level of commitment and sacrifice from them that I'm willing to make.
They have to believe it's their company, that these are their clients. They have to take it personal when things fail.
Nothing would make me happier than to have every person here, at some point in the future, come into my office and say, 'Mark, I have learned from you and from the company, but I am going to go out and start my own company.' I don't want them competing with me, but the key is having a belief and then going after it.
HOW TO REACH: Virtual Hold Technology LLC, (800) 854-1815 or www.virtualhold.com
Nurturing your culture
With six decades of tradition backing Procopio, Cory, Hargreaves & Savitch LLP, Thomas W. Turner has a lot of reputation to uphold.
"Your overall reputation is the threshold that, if it is not surpassed, you are not even going to be given serious consideration," says the law firm's managing partner. "It's critical to have a solid reputation, not only in terms of competence in your given field but also in terms of being a company that has heart and soul."
Turner's business law firm has more than 200 employees and posted 2007 revenue of more than $50 million. The firm serves local, national and international clientele, and Turner says that devotion to the firm motivates employees to make the organization as good as it can possibly be.
"Employees recognize how passionate we all are about doing a good job," he says. "And that inspires them to do more of the same."
Smart Business spoke with Turner about how he sets a good example at his firm by being down-to-earth, accessible and friendly.Set the right tone. The philosophies, the attitudes and the approaches that are established and exhibited by the leader of a company ripple down throughout the organization. It all starts at the top, so it's important to set the right tone in the way that you approach things.
Applications of that philosophy are many and varied. It's important to be completely professional, prepared and technically competent, but you need not be overly formal about your approach to work.Be real. You need to be down-to-earth, accessible and friendly. If you're not, that's not the kind of tone that lends itself to a happy work environment. Take your work very seriously, but don't take yourself too seriously.
That ties in with bringing a sense of fun to work. We spend too big a chunk of our lives here to carve it out as a time of only seriousness and no enjoyment. I like to bring a sense of humor to the office; it's just an attitude, keeping an eye on the quirky, interesting and amusing aspects of things that are going on throughout the day, and sharing that with the folks around me.
Keep the tone light and enjoyable while maintaining the level of seriousness and focus that you need to bring to task.Show respect. Be genuinely respectful and considerate of everyone around you. That principle was inherent in the way our firm's founder, Alec Cory, approached his life, including his work. That focus and that set of values has rippled down and affects all of us here.
It attracts and helps us retain the best attorneys and best employees. It has helped us develop and continues to help us maintain and nurture a fabulous firm culture. People enjoy working here, and as a result, people want to come here to work.Make fairness a priority.
You need to think fairly, act fairly and be fair in the way that you approach your work and the people around you. It's how you address matters and the way that you treat people.
It's thinking not in terms of what's going to give to you an immediate benefit but in terms of what's going to be fair to everyone that is involved. We treat each other fairly, with respect and with genuine consideration.
You don't send a memo out to everybody saying, 'You will henceforth treat everyone fairly and with respect.' What you do is treat everyone fairly, with respect and consideration, and you expect that of those around you, and guess what all of a sudden, the whole firm is acting in that fashion.Hire well-rounded staff. Our attorneys are not only focused on a specific, narrow technical area but have a broader perspective on the practice and on life. We like people that have a variety of different interests and different business backgrounds.
It adds a tremendous variety of perspective that is applied in many different ways. It really makes us bigger-thinking, and therefore, we're able to offer a broader perspective to our client.Communicate your vision. We try very hard to make sure that everybody understands the bigger picture of where the firm is going so we all have an alignment with that vision. We try to make sure that everyone genuinely feels they are a part of it so there is real buy-in.
There is a good amount of communicating and a good amount of preaching, and those that believe will stay on board. There really is a self-selection process: Those that are comfortable with it will be attracted and will be retained.Adopt a forward-thinking viewpoint. My father-in-law is a sailor, a lawyer and a philosopher, and he tied those three aspects into this piece of advice for me: Look to the horizon, but don't be too shortsighted.
Don't get up hung up on quarterly or even annual performance, but make sure the ship is headed in the right direction. If you look at a shortsighted perspective, you are likely to achieve shortsighted positive results, but you'll miss the boat in terms of the long-run performance and the character of the company.
We evaluate performance on a regular basis here, but we're constantly taking a look at the industry trends, competitors and evaluating what moves we need to make to continue to head to the right point on the horizon.
I don't think that it's particularly difficult to do; it's just part of the position.
HOW TO REACH: Procopio, Cory, Hargreaves & Savitch LLP, (619) 238-1900 or www.procopio.com
It's all in the approach
The co-owner, president and CEO of Cope Plastics Inc. says that this reputation probably started because she treats her 390 employees with compassion. But after four years as leader of the plastic fabricating and distribution company, she has learned that it's important to balance compassion with empowering employees and holding them accountable for their actions.
"I've been caught on both sides, and it's not fun," she says. "If people think you're too soft, they're going to take advantage of you. And if you're too hard, they're going to think, 'What's up with that?' You have to constantly watch and make sure you don't go overboard on one side."
Saale's $93 million company has corporate offices in Godfrey, Ill., and 16 branch locations.
Smart Business spoke with Saale about her surefire way to manage employees and turn them into leaders.Learn to manage any issue. This is my famous line when it comes to dealing with anyone: It's all in the approach. It could be the ugliest thing you ever had to do maybe you had to reprimand somebody or you had to tell somebody that they're not going to get something.
Whatever it is, do it in a way that they understand why, and do it professionally and compassionately instead of coming down hard on them. If you can do it in a way that you're holding them accountable and they're making the choice, you get tenfold better results. Approach it in a way that makes sense and is not threatening.
Maybe they don't agree with it, but you're phrasing it in a way that they understand the 'whys' behind whatever it is. In anything you do, it's the approach that matters how you handle a situation. I've never been a hard-core 'do it my way or the highway' kind of leader.
It's always been my approach to say, 'We have a problem here, and we need to fix it. Do you think you could have done it better? What did we learn from this?'
There are so many different little things you could say to not make them feel bad, but they will also understand, 'I need to change this. I need to improve.'
Don't be a dictator. The alternative is to lead autocratically. I just don't see how you could ever sustain an approach that's any different from the way that I do it. If you threatened people, they might listen to you and do what they're told, but it's not sustainable. You're never going to have a thriving, secure business by leading in a way of fear or intimidation.
You're not going to get buy-in. You're going to get silos built, and you're going to get people not wanting to come to work and people not caring about what they do. And that's not good overall.
The approach is just so vital. In anything that we do here, employees need to understand how we approach things, how we get people involved and why we get them involved. They need to know the 'whys' behind some of the decisions and the direction that we're taking so they can get on board.
There's a difference between coaching and micromanaging. You don't need people in your business every single day telling employees what to do and what not to do. If you give people expectations and the right type of support and direction, they should be able to handle themselves and be held accountable for it.
Develop leaders internally. We've been in a leadership training development program for the last year now, and it has really helped people understand their role here the expectations, the accountability and the teamwork aspect of it.
Right now, we have upper management about 40 to 50 people in it, and the hope is that we'll have training all the way down to the guy on the floor running the machine. We talk about situational leadership how to react to different things, how to communicate and how to problem solve. Leadership training has got to be effective. It can't be just fly-by-night, flavor-of-the-month type of training. You've got to live it, breathe it, lead by example and understand it. You've got to give people opportunities to change and succeed, and you've got to empower them to do their job. It goes from the top down.
If this leadership program keeps progressing the way it is now, and we're happy with it, there's no reason why we wouldn't train all the way down. If you don't do it, you're never going to know how much better you could be.
Establish a corporate definition of success. Success is intrinsic satisfaction of what you do. If you don't love what you do, and you're not happy with it, change it because you're not going to be as successful.
I don't know that you can hard-data measure it, but you can definitely measure it by the way people are, their aura and their behavior.
Are they happy? Do they mope around? You can tell when people feel good about what they're doing. They've got to have a sense of pride and success in their mind. I can't see somebody being unhappy and thinking that they're successful.
Success is about winning. It's about understanding what you do and knowing that you contribute to a bigger piece.
HOW TO REACH: Cope Plastics Inc., (800) 851-5510 or www.copeplastics.com
Home team advantage
André Thornton appreciates the value of team-work.
Thornton learned a lot about being a member of a team when he played for the Cleveland Indians from 1977 to 1987. The lessons he's learned from that experience have carried over to his work as owner, chairman and CEO of Mogadore-based ASW Global LLC.
"Whether it's business or sports or any other endeavor, having the right people to execute your plan is one thing that is vitally important for any organization to be successful," he says.
Thornton's $25 million supply chain management company provides logistical and warehousing needs worldwide for Wal-Mart and other clients.
Smart Business spoke with Thornton about how he coaches his team of 250 winners to succeed.
Q. How do you find the right people for your team?
I don't think there's any magic wand for doing that. Finding the right people is hard work. It's good evaluation, good due diligence and making sure that you do your homework.
You have to find people that fit your culture, understand your goals and are willing to be a part of helping to realize that dream. It's a process that you put in place by going through that checklist of qualities and abilities that you're looking for.
Evaluating talent is always one of the most difficult things to do in any area because there are so many variables that come into play.
If you have the right people, then you're going to get the right execution. Getting the right execution of that plan puts you in position to be successful.
Then, you have to have the motivation and inspiration to keep your vision fresh in front of your people; to do that, you need to have the right sort of rewards that motivate your people, and they're not always financial rewards.
Q. What characteristics do you look for in the people that you hire?
Our values, which drive our culture, are tremendously important. You need good people with good values, people that are dependable and that have the integrity of character.
You can't lose when you have talented people that have those attributes and values because you know that, at the end of the day, your client is going to be served well. Those things are vitally important to establishing the kind of culture that is important to me, our team and our organization. That's evident in our values statement.
Our enduring values are trust, respect, integrity, excellence and diversity. Those are things that we hope will establish the kind of culture that makes it exciting and attractive to people who want to be a part of this organization.
We all have a values statement whether it's stated or un-stated in what we do and how we live. For me, my faith sets the values in which I follow.
Q. How do you attract employees to your business?
The best way to do that is you live it out. People hear what you say, but they watch what you do. It's what you do that really drives how people think about you.
I believe in doing the basics so well to where it becomes a routine. You live it out day to day, and you don't have to go outside and try to create something unnatural to communicate a natural reaction. Living out what you believe is key.
There's an ABC lesson we sometimes use as coaches, teachers and communicators, 'Attitude determines Behavior, and Behavior is what you Communicate to others.' If I don't believe in integrity, treating people right and honesty, I can't create a false sense of living that out.
Q. How does that affect the way you lead the company?
If I don't set the example from the top of the organization in terms of our culture, how we treat our people and how we treat our clients it won't be followed at the bottom.
That's one of the things that we talk about with our management team: Our employees are going to watch us. They're going to watch how we treat other people and how we treat them. They're going to see whether or not that's consistent with what we say, and they will measure us on that consistency.
That's a part of our evaluation: living out our values and our mission.
Q. How do you motivate and reward your employees?
We offer our people an environment that we think is conducive to their success. When it's done correctly, it's a joy. When it's not done correctly, it is miserable.
We try to surround them with people that are encouraging, challenging and motivating. We try to give them access to opportunity where they can be engaged in things (that) might peak their interest. But, most of all, we give them a chance to be a part of building something that is not only successful but has an impact on the lives of people.
HOW TO REACH: ASW Global LLC, (888) 363-8492 or www.aswservices.com
Consensus leader
Everyone who works in Phil Blair's office knows that he has a short attention span.
The co-CEO and co-owner of Manpower Staffing of San Diego admits that he bores easily, so he doesn't expect his employees to sit through long-winded staff meetings, communicate via impersonal memos or prepare reams-long reports the standard at many companies.
Instead, Blair prefers "management by wandering," walking through his administrative office, communicating with his employees in person and doing a visual checkup of their stress levels. He would rather talk with employees than get an e-mail from them, and he says they prefer that, as well.
Blair, who also serves as president of the San Diego Regional Chamber of Commerce, leads a staff of 100 people, who manage 3,000 temporary workers daily through his company's six countywide branches.
His franchise posted 2007 revenue of $85 million, and Blair anticipates 2008 revenue of $95 million.
Smart Business spoke with Blair about how he communicates with his staff and how he makes sure that everyone is heard.
Be inclusive. I like to have everybody give their fair share of input. I like to come to a consensus on a decision, but I also understand that sometimes the buck clearly stops with me, and I have to do what's best for the business. I may have more of a 35,000-foot-level view on issues than my staff may have, and they need to understand that.
Everybody understands that they get to have input. Often they get to have a vote, but I hold a veto. I play it very rarely, but when I do, I explain it very thoroughly so that they respect it. They may not agree with it, but they respect it, and that is important.
Otherwise, employees may say, 'I work for a consensus leader, except he ignores everything I say. He goes through the game, and we waste time giving our opinion and discussing issues because he's already made up his mind when he walked in the room.' Many times, I don't want to lead the discussion with my staff; I just want to be in the room, listen to their thoughts, let them come to their conclusion and let them make their decision.
Many times in those meetings, it's not worth playing my trump card. I understand their thinking, and the decision is not what I would have done, but it makes sense, and there is either value in the win or education in the loss. Sometimes, you have to learn through your errors. I'm never there to say my decision is always the perfect one and the right one.
Don't nurture the yes-men. When someone sees the CEO going down the wrong path, sometimes they're afraid to say anything, or they don't bother saying anything because the CEO's going to do what he wants to do anyway, so why ruffle the feathers?
Just the opposite: I want them to fight heartily for their point of view until I've either blessed it or not. I like people that challenge me, make me think and make me a better person.
If we're discussing an issue, I will lob out my concerns and will give them a chance to sell me on their point of view. Rarely do I say, 'I've got to think about this for a few days.' I like to leave them saying, 'I'm not with you yet on this. Let's meet again about it because it's probably important to you.'
Support your work force. You can't keep layering more good ideas on people and not give them the support, both financially and technologically, to let them do their best work.
Employees get excited about doing and implementing new things in the company. When they like working, they're energized by it and going to work is fun. They don't want to lose an opportunity to be challenged or to do an interesting new project.
Be both patient and impatient.You might have a great idea and want to start it tomorrow morning. Employees may not have the support system to make it work. You have to be patient, saying, 'OK, it'll wait two weeks, but let's do it.'
You also need to have the judgment to know when to be patient and when to push projects to fruition. If the staff says they'll do it when they get around to it, and six months later, nothing's happened, then you've been a little too patient. Nothing happens because all the momentum is lost. You've got to keep momentum going; you've got to keep the fire under an idea.
Provide a clear and supportive message. You're working through others and implementing, and you have to sell an idea that you think is obvious. It's not so obvious to others. A successful business manager delegates well, and that's a two-way path.
The great people around you will tell you when they disagree with you, and you have to give them their chance to explain their views and give them the opportunity to fail forward. You might say, 'I don't think this is going to work, but you're so excited about the concept, and you're energized by it, and the downside is not that bad, so go for it.'
And, never say, 'I told you so,' or insinuate it. If anything, you've got to give them lots of kudos for trying. That's how they learn, and often, you learn more coming out of a bad situation than you do if it's successful in a mediocre way.
HOW TO REACH: Manpower Staffing of San Diego, (619) 237-9900 or www.manpower-sd.com
Aiming high
Todd Ebert always wanted to be a winner.
As a 16-year-old growing up in Salt Lake City, he read in a newspaper a 'Thought for the Day' that has stuck with him since: "No one has ever won a race with the ambition of finishing second."
That told Ebert that if he set his goals at being second-best, that's where he would land, but if he worked toward being the best, one day he would achieve it.
Today, Ebert is president and CEO of Amerinet Inc., a $110 million national group purchasing organization for health care providers. That newspaper quote still motivates him, and he wants his company to be the best in the industry.
Aiming high is a simple concept, but Ebert constantly and sincerely reinforces it with his 365 employees. His monthly strategic update includes staff success stories, and employees often receive e-mails from Ebert, thanking them for a job well done.
Smart Business spoke with Ebert on how he plays to win and why it's up to you to make the tough decisions.
Plan for success. Be positive, be passionate about what you do, and at the same time, share your success stories. I'm a big believer that optimism breeds optimism and that success breeds success.
I share this with the people from our leadership team as well as the company: If you are going to set a goal, set it to be the best. It does not have to be the biggest. It does not have to be the most profitable. But it has to be the best of what you do in your space in the industry.
All companies look at the balance sheet. There is success in profitability and in revenue, but I look at a number of things. I'm on the road quite a bit and meet with customers on a routine basis, and I always ask these questions: 'How are we doing? Are we taking care of your needs? Are we providing you the cost-reduction solutions that you need and what we promised that we would do?'
Pay attention. Always ask the ones that matter the most that is your customers and your employees. If you take care of your customers and your employees, that should be reflected in your balance sheet.
I ask the questions, and when I do share information with them, it is in a very safe and nonhostile environment. If people are offering you candid, honest feedback, they are opening up to you. The last thing you want is the reputation that employees tell you what you need to do, and you get upset at them. Listen, and then address the issue. Sometimes, there are issues where not much can be done, but many times, you can come up with solutions or processes that are better.
Listening is tough for some people. I'm not always right, and I'm very willing to get some input to debate the issues and then, as an organization, come up with the best solution going forward.
By listening to my employees, I make smarter decisions. I get better input and better feedback, and at the same time, there is an inclusiveness relative to how we go forward. There are a lot of benefits, not only from a morale standpoint and better decisions, but also, your employees are asked to provide some input which is ownership into the organization.
Become a decision-maker. I see myself as very collaborative. I rely very heavily on input from my leadership team, as they should rely heavily on their management teams, as well. But there has to be somewhere where the buck stops, and I'm willing to make a call and make a decision.
You get paid to make the hard decisions sometimes. I've been in situations where the discussion can go on forever and ever, and no one wants to make a decision. Get the best information you can, make sure you really understand the issues and then make the decision. It's part of leadership; you've got to make the decision when the time is appropriate.
We always look at what's most appropriate for our customers, and then the decisions are usually pretty straightforward. There are two benefits: No. 1, we're always focused on what's important for the customers, and No. 2, we want to make sure that we move out with strategies, solutions or customer services that are on the leading edge.
Know when to back off. If we have made a decision, the team is empowered to go get it done. You need to know when not to butt in, and unless you see something really going the wrong direction, let your employees do their thing.
They're smart people. They have the passion about what you want to do as an organization, and they want to do what's right. Let them do it.
Be a good role model. Honesty and ethics are very important. People need to trust you, and they need to believe in you. People respond to trust, ethics and honesty.
My dad always taught me to be very honest and ethical with those that I deal with because when you start to trust folks, you can get a lot done. Your whole organization knows what you stand for, and that's what the organization stands for.
It is the right way to conduct yourself, not only for your personal life but for your business life. Those are the people that people respect. Although I would love to make a gazillion dollars, I would rather be known for my business ethics and integrity.
HOW TO REACH: Amerinet Inc., (800) 388-2638 or www.amerinet-gpo1.com
Vision quest
Ted Peters loves getting up every morning.
The chairman, president and CEO of The Bryn Mawr Trust Co. enjoys his job so much that he's often in his office on weekends and holidays. What motivates him? Leading the 255 employees of this high-performance business.
Leading a publicly traded company comes with its own set of challenges, and as a result, Peters says he has become a disciplined leader as he concentrates on keeping the company profitable, efficient and brand-savvy. In 2007, The Bryn Mawr Trust Co. posted 2007 revenue of $56 million, with $1 billion in bank assets, $2.2 billion in trust investment assets and 15 locations.
Smart Business spoke with Peters about how to share your corporate vision, focus on the big picture and maintain an upbeat attitude, even in tough times.
Sell your vision. You have to have a vision as a leader, and you have to sell it.
First of all, you have to repeat it over and over again.
It has to be in a lot of your communications to your employees when you talk in front of them, when you write them a note, in your annual report, all those types of things. We constantly, in a consistent way, remind people what our vision is as an organization, and after awhile, people know it.
It doesn't matter whether you are the coach of a team, the president of the United States, or you're running a nonprofit or for-profit organization, people want to be part of something where they know where they're going. The vision is where you're going and what you're trying to do.
It benefits your company because the people are motivated, and they're all working in the same direction. When people start a project, they say to themselves, 'Is this part of our vision?'
The CEO has to convince the directors of the organization, as much as the staff, that this is the right vision. It is a matter of making people know the vision is relevant, that it is doable and that it makes sense for the shareholders.
The vision is the CEO's job: Have the vision, sell it and then get the organization going in that direction.
Avoid the Jimmy Carter complex.I've got to make sure that the major things we do build a branch, start a new company, buy another company, come out with stock offerings I have to get right.
As you move up through the ranks, you have to realize your job becomes less about detail and crunching numbers and more about making major decisions. The board is not paying you to crunch numbers; the board is paying you to make the major decisions that take your organization in an upward direction more profitable and growing.
I always talk about the Jimmy Carter complex. He was probably one of the most intelligent and most decent men we've ever had as a president. However, everybody regards him as a total failure as a president, and part of his problem was that he couldn't get away from the details.
There is a story that is probably apocryphal that he was organizing the tennis court schedule at the White House. There was stagflation, and foreign relations didn't work well; he just didn't get anything done. On the other hand, Ronald Reagan wouldn't read anything over one page in bullet points, took a nap every day for two or three hours and is generally credited by people, both on the right and the left, as being a very effective president. You have to be very careful of having the Jimmy Carter complex.
Maintain an air of confidence. You have to be positive all the time. You are always on stage.
When you're the CEO, whether you like it or not, everybody is watching you. You've got to be upbeat and optimistic because that will feed its way through the organization.
You've got to set an example for your people. It is well-documented that, if the work staff is positive, they feel good about their company. They are optimistic, and they see good chances for their company to grow and be successful. First of all, people want to affiliate with those companies, and then when they are there, they want to stay with those companies.
If people see the CEO with his head down and a frown on his face, pretty soon employees think something must be the matter or that the company must not be doing well.
Your clients pick it up, as well. You have to be upbeat and positive, and if bad stuff does happen, you've got to address it, move on quickly and try to put a silver lining on it.
Live ethically and responsibly. Are you running your business in an ethical manner? You have to make it an absolute. You can't tolerate ethical lapses with employees.
It's really setting a tone from the top, and it's just the right thing to do. I always like to be treated fairly, so we treat our people and our clients that way, with respect and in a professional manner.
You are accountable for your actions. When you do something, there are going to be results, and you're going to live with those results. That is a lesson in life as well as in business.
HOW TO REACH: The Bryn Mawr Trust Co., (610) 581-4800 or www.bmtc.com


text:
Academy Players of the Week for the Week Beginning Jan. 18
U-15/16: Asa Kryst
Position: Forward
Club: Charlotte Soccer Academy
Charlotte Soccer Academy forward Asa Kryst continued his scoring ways this past week with a hat track against AFC Lightning and the lone goal against Concorde Fire. The second-year veteran's tally of seven goals in seven games earns him the third highest goals per game average in the U-15/16 Academy age group this season. Charlotte Soccer Academy will look to continue their run of strong performances during the month of January when they play host to the Richmond Kickers and Richmond Strikers to close out their Academy schedule this month.
U-17/18: Chris Duvall
Position: Midfielder
Club: Concorde Fire
Chris Duvall is the third Concorde Fire player this season to be named the U-17/18 Academy Player of the Week, providing the team a strong presence in the midfield linking the defense with the front line. The Fire held North Meck Soccer Club and Charlotte Soccer Academy to just one goal this past weekend, building on their strong defensive performances in 2009-10, in which they have held divisional opponents to 14 goals in 13 games this season. The two wins last weekend added to the Fire's impressive run to the top of the division with an average of 2.46 points per game. With only a handful of remaining matches on the schedule, Concorde Fire will be looking at the crucial divisional clashes this coming weekend against Atlanta Fire United and Birmingham United to close out the season strongly.

subset: commoncrawl


text:
Main Content
Order today, receive no later than
Order today, receive no later than
Wednesday, April 30th
Some limitations apply
Rock a quirky interpretation of Sea Life with this fun tee by Jedidiah!
- Jedidiah basic fit T-shirt
- Jedidiah screen print
- Rib-knit collar
- Tagless collar
- Made in the USA
- 100% Ringspun cotton fabric
Jedidiah Customers also liked:
Special event items are produced by manufacturers only after the outcome of a game or event. These are advanced sale items and will ship immediately after they are received in our warehouse.
Manufacturer direct items are shipped directly from the manufacturer. These items are not available for international or expedited shipping.
Customized items can be personalized with options such as your name, your favorite number, and/or designs. Some options may be limited by league rules.


text:
Welcome to Wi-Fi! Please remember to read the rules and do NOT create a new thread for simple trades or Friend Safari codes.
Labarith's Trading and Cloning Services 2.0 (Now w/ G5 Pokemon + G5 EV training).
Discussion in 'Wi-Fi' started by labarith, Nov 19, 2010.
Page 1 of 25
Page 1 of 25


text:
Nkemdiche Sets Announcment Date
March 19th, 2012 08:15 AM║ Posted By: Josh Ward ║ Permalink
Tags: AJC, Atlanta Journal Constitution, Georgia, LSU
Highly-touted defensive end Robert Nkemdiche from Grayson High School in Loganville, Ga., will announce his college decision on May 18.
"I'm ready to commit because I know where I want to go," Nkemdiche told the Atlanta Journal-Constitution. "I feel like I've seen all the places I needed to see and talked to all the coaches everywhere.
"I don't feel any need to wait any later than the spring. I'm ready to get it over with and then I can focus on other things … my senior year of high school, my schoolwork, and helping Grayson try to win the state championship again."
Nkemdiche told the AJC his top five schools are Alabama, Georgia, LSU, Ole Miss and Clemson. Nkemdiche gave his list of schools in no particular order (we listed them alphabetically), although Alabama has been widely considered the favorite to land Nkemdiche.
His most recent trip was to LSU over the weekend. Nkemdiche gave the visit a "10″ on a 1-10 grading scale.
"LSU felt like it was home," he said. "They've got a great tradition of defensive linemen. I feel like I could do some good things there. I could see myself playing there."
Nkemdiche could return to Alabama and Georgia for unofficial visits this spring. He had tentative plans to visit Mississippi State and Vanderbilt in the upcoming weeks but those trips appear unlikely, according to the AJC.
|Post Comments »
|Comments (14)


text:
Give him cool on-the-court style with this Above The Rim basketball shoe! It features a soft, durable faux leather upper with sporty accents, laces for a great fit, padded collar, tongue and insole for comfort and support, breathable mesh lining, and a lightweight, non-marking outsole to keep him on his feet. Manmade materials.
Payless is pleased to assist you with any step of the ordering process. If you should require assistance please contact our friendly customer service staff at 1-877-474-6379 or email firstname.lastname@example.com.
Wipe dirt and dust off with a clean, dry cloth. We recommend: Instant Shine Sponge for a quick, dust-free shine; Athletic Shoe Cleaner to instantly clean vinyl, nylon, mesh and rubber; and Shoe Shampoo to remove soil from canvas, nylon and fabric.


text:
Information contained on this page is provided by an independent third-party content provider. WorldNow and this Station make no warranties or representations in connection therewith. If you have any questions or comments about this page please contact email@example.com.
SOURCE The Biocom Institute
SAN DIEGO, Feb. 10, 2014 /PRNewswire/ -- The Biocom Institute announced today that Kristie Grover has resigned as Executive Director, effective February 28, to assume the Executive Director position at Chelsea's Light Foundation.
(Logo: http://photos.prnewswire.com/prnh/20130228/LA69104LOGO)
"Kristie has been a member of the Biocom family for over nine years and co-founded the Biocom Institute in 2008 to provide innovative training and science education programs that enhance life science literacy," said Joseph Panetta, Chairman, Biocom Institute's Board of Directors. "We are very grateful to Kristie for all she has done, and we wish her the best as she begins a new chapter in her career."
Liisa Bozinovic has been named the new Executive Director and will take the helm starting March 3. Liisa has long history with Biocom serving as the Controller and as the Treasurer for the Biocom Institute Board of Directors. From her various roles in operations, finance and outreach she brings a vast array of experience and expertise in financial management and grant administration as well as human resources and understanding of workforce needs.
"I am pleased that Liisa Bozinovic has accepted the role as Executive Director," said Panetta. "The board looks forward to working with Liisa and the Biocom Institute staff to build to ensure that the Institute remains the gold standard in life science knowledge."
About the Biocom Institute
The Biocom Institute is the gold standard in life science knowledge. As a national leader, we have built our reputation on being responsive to industry needs. Job seekers, life science professionals and the public come to the Institute to accelerate their careers through training. Organizations work with us to connect with communities, build business and inspire innovation. We encourage the bioscience workforce to be savvy in both business and science through our online BioCollaborative certificate program. For more information please visit www.biocominstitute.org.
©2012 PR Newswire. All Rights Reserved.


text:
Dreamshow – Eagle City Lyrics
All I wanna do is smoke weed and stay high
[Verse 1: Dreamshow]
Fly planes across the country
Think about Eagle City
Think about the marching mountains
Think about the different Karl Blau songs
Think about everything inside your head...
[Verse 2: Dreamshow]
I might stay home, cuz I hate the life
All I wanna do is smoke weed and stay high, stay high
And that's what I'mma do
Your homie Strick told you dude
Finish your breakfast
And that's what I'mma do
Take you back to the dude in the Lexus
Fast forward the jewels and the necklace
[Verse 3: Curren$y]
Uh, one time for the lifers, two times for my lighter
Three times for my folk, slammed outside on them gold and chrome wires
You could hit a bong in a elevator and never be higher
Than a perma-high chevy driver
Baby girl a rider, concealed half a pound of that fire
Saint Elmo, sticky icky velcro
Can you get a hit? Hell no, what you ask for?
On the seashore, stoned in my shell toes, holmes
[Verse 4: Dreamshow]
I might take a trip
I might touch down in LA
I might eat indian, smoke some weed after
I might walk down the street, smoke some weed after
I might walk down the street, do do do do do do
Walk through the streets, do do do do do do do
Edit song description to add:
- Historical context: what album the song's on, how popular it was
- An explanation of the song's overall story (example: "In this song, Eminem corresponds with a crazed fan who ends up...")
- The sample used for the beat — use WhoSampled.com and wikipedia as references


text:
You can find us at the following address twitter.com/pure_cycling, where we'd like to chat with you about our favourite topic: Pure Cycling!
There's one thing we want to promise you: You won't be bothered by unwanted advertising on Twitter, but will receive news from the world of cycling that we consider important or entertaining. This may also be a tip for a new bike model or a test victory, because we are simply too proud of our bikes for us not to mention such important events.


text:
- Home
- Research
- Visit
- Collections
- Digital Programs
- Support
- About
Lara Michels
Archivist (2008-2012)
Lara Michels, PhD, an archivist and historian with a special interest in increasing public access to and awareness of archival and library collections, was the Archivist and Librarian at the Judah
A page devoted to the wonderful people, and often skilled professionals, who continue to give their time, patience and expertise to The Magnes Collection of Jewish Art and Life.
These pages document the work and the legacy of the community of scholars, museum professionals, and treasure hunters that over the decades worked at the former Judah L.
These pages are devoted to the community of donors, individuals and institutions, that have supported and continue to support The Magnes, its collections and its programs.
Since its foundation in 1962, the Judah L.
These pages are devoted to the scholars who studied and continue to study the holdings of The Magnes Collection of Jewish Art and Life from a variety of disciplinary approaches.


text:
Soft Structured Carriers
Ergo Baby Carrier
" My husband and I are anti-"baby bucket." Everyone these days seems to carry their baby around in a plastic bucket with a handle, holding her at shin height and putting her on the floor for convenience. When I got pregnant, we swore we would never be "bucket people." We didn't know it at the time, but we were destined to become Ergo people instead. Need to get your..." --JulieInChicago
Boba Classic Baby Carrier
" This carrier is amazing. I got it just after my son turned 2 years old. I have been carrying him for just about a year. And we love it. He loves the back carry but we also do front carries for when he is tired. I am a very small mama. 105lbs 5'2". And this carrier is perfect for me. My son does not care too much for the foot straps, But they can be a good thing. I also use this carrier..." --Kasey Goodnough
Boba Carrier Organic 2G
" I couldn't rave enough about the Boba Carrier. I love it so, so much and my son adores it as well. The bad around the waist is so nice and large it makes it very comfortable, along with the straps and the part that goes around baby is so large, you can tell they feel nice and supported inside it, and it also makes for a perfect carrier for older babies. So if you have a tall, big baby like I..." --Ps Mamae
ERGO Baby Organic Carrier
"I used the Ergo with my first until he was nearly three. He preferred to be on my front most of the time, right up till the end. We used it for grocery stores, walks, travel (so great for airports!) and some epic hikes. I am now using it for my second baby, age 3 months. She was too big for the newborn insert (birth weight 11 lbs, 4 oz and the insert goes to 12 lbs!), so I had..." --MinneapolisMama
ERGO Sport Carrier
" We use this carrier all the time. We love to hike and walk all over town with this carrier. One thing that I really like is that the ERGO sport carrier keeps me cool on the outings which is no small feat carrying a little love oven everywhere. Definately worth the price if you want a carrier that can take long hikes. Sometimes it seems like the straps slip on long hikes and..." --psmama
Ergo Baby Performance Carrier
Ergo Baby Performance Carrier - Charcoal BlackAnother exciting addition to the ERGObaby Performance line of baby carriers! With the same rugged, high quality features as the rest of the line, this versatile Charcoal Grey ERGObaby Carrier is perfect for a day on the trails or a day at the mall! Features high-performance polyester exterior, ideal for outdoor activities in all climates; a...


text:
Narrow results:
- Canada
- Nunavut (3)
- Ontario (3)
- Quebec (3)
- British Columbia (2)
- New Brunswick (2)
- Nova Scotia (2)
- Newfoundland (1)
- Yukon Territory (1)
Time Period
- History & geography (35)
- Social sciences (12)
- Technology (5)
- Arts & recreation (5)
- Science (1)
Additional Subjects
- War posters (19)
- World War, 1914-1918 (19)
- Canada. Canadian Army (8)
- Recruiting and enlistment (8)
- Soldiers (8)
- Economic conditions (5)
- War bonds and funds (5)
- Food supply (4)
- Indigenous peoples (4)
- Atlantic Coast (North America) (3)
- Banks and banking (3)
- Canada. Canadian Army. Duchess of Connaught's Own Irish Canadian Rangers (3)
- Discovery and exploration (3)
- Indians of North America (3)
- Arctic regions (2)
- Description and travel (2)
- Expeditions and surveys (2)
- Explorers (2)
- Farmers (2)
- Great Lakes Region (North America) (2)
- Home economics (2)
- Maritime Provinces (2)
- Nautical charts (2)
- New England (2)
- New France (2)
- Agricultural laborers (1)
- America (1)
- Brazil, French colony, 1555-1567 (1)
- Butcher shops (1)
- Butchers (1)
- Canada. Canadian Armed Forces. Canadian Grenadier Guards (1)
- Canals (1)
- Chickens (1)
- Civilization (1)
- Clover (1)
- Colonial America (1)
- Eggs (1)
- Emigration and immigration (1)
- Eskimo cartography (1)
- Families of military personnel (1)
- Farms (1)
- Ferdinand I, Czar of Bulgaria, 1861-1948 (1)
- Fish (1)
- Flags (1)
- Forests and forestry (1)
- Franklin, John, Sir, 1786-1847 (1)
- Franz Joseph I, Emperor of Austria, 1830-1916 (1)
- Ganda (African people) (1)
- Georgian Bay (Ontario : Bay) (1)
- Gjøa (Ship) (1)
- Gold mines and mining (1)
- Great Britain--Colonies (1)
- Grinnell Expedition (1)
- Guidebooks (1)
- Gulf Stream (1)
- Honors and salutes (1)
- Huron, Lake (Michigan and Ontario) (1)
- Inuit (1)
- Jesuits (1)
- Jews (1)
- John Bull (Symbolic character) (1)
- Landscape painting (1)
- Manuscript maps (1)
- Maples (1)
- Mehmed VI, Sultan of the Turks, 1861-1926 (1)
- Merchants (1)
- Middle Atlantic States (1)
- Military ceremonies (1)
- Montagu, Edwin Samuel, 1879-1924 (1)
- Mothers (1)
- Mothers and children (1)
- Netherlands--Colonies (1)
- New Netherland (1)
- Niagara Falls (1)
- North Atlantic Ocean (1)
- Northwest Passage (1)
- Nuts (1)
- Ontario, Lake (New York and Ontario) (1)
- Post roads (1)
- Postal service (1)
- Railroads (1)
- Reading, Rufus Daniel Isaacs, Marquess of, 1860-1935 (1)
- Samuel, Herbert Louis Samuel, Viscount, 1870-1963 (1)
- Saturna Island (1)
- Scientific surveys (1)
- Simcoe, Lake (Ontario) (1)
- Sleds and sleighs (1)
- Smoking (1)
- Squirrels (1)
- Swine (1)
- Tennyson, Alfred Tennyson, Baron, 1809-1892 (1)
- Thevet, André, 1502-1590 (1)
- Tobacco pipes (1)
- Treasure chests (1)
- Uniforms (1)
- Watercolor painting (1)
- Waterfalls (1)
- Whistler, James McNeill, 1834-1903 (1)
- William II, German Emperor, 1859-1941 (1)
- Woodcutting (1)
Type of Item
- Prints, Photographs (22)
- Maps (10)
- Books (6)
38 results
Map of New Netherland, Virginia, and New England
Joan Vinckeboons (1617–70) was a Dutch cartographer and engraver born into a family of artists of Flemish origin. He was employed by the Dutch West India Company and for more than 30 years produced maps for use by Dutch mercantile and military shipping. He was a business partner of Joan Blaeu, one of the most important map and atlas publishers of the day. Vinckeboons drew a series of 200 manuscript maps that were used in the production of atlases, including Blaeu's Atlas Maior. This pen-and-ink and watercolor map ...
The Western part of New France, or Canada, Done by Mr. Bellin, Royal Marine Engineer, in Order to Further Understanding of Present-Day Political Matters in America
This detailed map of the Great Lakes region of western "New France" by Jacques Nicolas Bellin was published by the Heirs of Homan in 1755, shortly before the outbreak of the Seven Years' War, the conflict that resulted in the transfer of New France to British hands. Bellin was just one representative of a greater movement by French royal and military cartographers in the 18th century to map New France using the knowledge possessed by Native Americans. This map shows details not only of the Canadian waterways, but also of ...
A Chart of the Gulf Stream
This map, from the Peter Force Map Collection at the Library of Congress, was created by the Philadelphia engraver James Poupard. It was the third in a series featuring a chart of the Gulf Stream. The latter was well known to Spanish ship captains, who relied on it to sail from the Americas to the Iberian Peninsula, but there were no universal charts or maps due to Spanish secrecy. This map originally was sketched by Timothy Folger, a Nantucket fisherman and a cousin of Benjamin Franklin, who conceived the map ...
View of Quebec, Capital of Canada
This illustrated map, from the Rochambeau Collection of the Library of Congress, presents a striking panorama of the City of Quebec during its last years as the capital of New France, the French colony of Canada. Drawn in 1755 by Royal Geographer Georges-Louis Le Rouge, the map identifies ten key sites throughout the city. Located on the St. Lawrence River, Quebec was an administrative, military, and commercial hub, as well as a religious center that was home to a cathedral, bishop's palace, seminary, and Jesuit mission. Originally established in ...
A New Map of Nova Scotia, and Cape Breton Island: With the Adjacent Parts of New England and Canada, Composed from a Great Number of Actual Surveys; and Other Materials Regulated by Many New Astronomical Observations of the Longitude as Well as Latitude; by Thomas Jefferys, Geographer to the King.
Thomas Jefferys (1710-71) was a royal geographer to King George III and a London publisher of maps. He is well known for his maps of North America, produced to meet commercial demand, but also to support British territorial claims against the French. The period from 1748-63 saw fierce global competition between England and France, culminating in the Seven Years' War, which produced a high demand for maps of the contested territories. This map presents Nova Scotia and Cape Breton Island in the wake of the "great upheaval," when the British ...
Maps of Bermuda, Iceland, Jan Mayen Island, and Newfoundland
Vincenzo Coronelli (1650-1718) was one of the most important figures in the history of Western cartography. Although best known for his globes, he also produced numerous maps and atlases. These maps of four North Atlantic islands appear on a single plate in his Corso geografico universale (Course of universal geography), a two-volume work published in 1692. The map of "Iceland" is erroneous, and is based on a claim by the Venetian Nicolò Zeno, later discredited, that around 1380 he undertook a voyage to the northern seas where he found a ...
The Special Features of French Antarctica, Otherwise Called America, and of Several Lands and Islands Discovered in Our Time
André Thevet (1516/17-92) was a Franciscan friar who traveled widely and, through his writings, helped to establish cosmographie--as geography was called at the time--as a science in 16th-century France. After making trips to Africa and the Middle East in the 1540s, he was appointed chaplain to the expedition of Nicolas Durand de Villegagnon, which set out from Le Havre in May 1555 to establish a colony in Brazil. The expedition landed near present-day Rio de Janeiro in November of the same year. In January 1556, Thevet fell ill ...
Active Passage, Saturna Group, Looking West
The Northwest Boundary Survey of 1857-61 was a joint U.S.-British project to survey the border between the United States and Canada from the crest of the Rocky Mountains to the Pacific Ocean. Carried out jointly by American and British experts, it involved four years of strenuous work in rugged and heavily forested terrain. James Madison Alden (1834-1922) was a Massachusetts artist who, in 1854, enlisted in the U.S. Navy and worked as a cartographer on a project to chart the California coast. In January 1858, Alden became ...
The Changing of the Guard Ceremony, Parliament Hill, Ottawa
This photograph shows soldiers in ceremonial dress executing the changing of the guard ceremony at Parliament Hill in Ottawa, the capital of Canada. The photograph is from the collection of the Columbus Memorial Library of the Organization of American States (OAS), which includes 45,000 photographs illustrative of life and culture in the Americas. Many of the photographs were taken by prominent photographers on OAS missions to member countries. The OAS was established in April 1948 when 21 countries of the western hemisphere adopted the OAS Charter, in which they ...
Description of the Coasts, Points, Harbours and Islands of New France
This portolan-style chart on vellum was compiled by Samuel de Champlain (1567-1635), the founder of New France, and was originally intended for presentation to the King of France. One of the great cartographic treasures of America, the map offers the first thorough delineation of the New England and Canadian coasts from Cape Sable to Cape Cod, showing Port Royal; Frenchman's Bay; the St. John, St. Croix, Penobscot, and Kennebec Rivers; and Mount Desert Island, which Champlain himself named. The place names and coast line correspond closely to Champlain's ...
French-Canadians: Enlist!: Re-form the Salaberry Riflery Regiments
In World War I, all sides used posters as tools to mobilize their populations for the war effort. This recruitment poster from Canada was directed at French-speaking Canadians, with the warning that "England, bulwark of our liberties, is threatened." The call to re-form the Salaberry rifle regiments refers back to the War of 1812 between Britain and the United States, when Major Charles de Salaberry, a member of a distinguished Quebec family, was given command of a new regiment, recruited from among French Canadians, to defend against a possible American ...
Bushmen and Sawmill Hands Wanted. Join the 224th Canadian Forestry Battalion
In World War I, all sides used posters as tools to mobilize their populations for the war effort. This poster by an unknown artist appeals to men with logging and sawmill experience to join a new military unit being formed in Canada. In 1916, the British government asked the government of Canada to recruit a specialized forestry battalion for service in Britain and France, where forestry skills were in short supply. In a period of six weeks, over 1,600 men were recruited for the unit, which was assigned such ...
Fight for Her. Come with the Irish Canadian Rangers Overseas Battalion, Montreal
In World War I, many Irish immigrants to Canada volunteered to serve in the Canadian armed forces. To assist with recruitment, the Canadian government established a purely Irish battalion, the Irish Canadian Rangers 199th Overseas Battalion. Based in Montreal, the unit began signing up volunteers in the winter of 1915–16. Also known as the Duchess of Connaught's Own Irish Rangers, after their royal patron, wife of Prince Arthur, Duke of Connaught and the governor-general of Canada, the rangers sailed for Europe in December 1916, and made a triumphal ...
Concerning the Savages, or, the Voyage of Samuel Champlain, from Brouage, Made in New France in 1603...
This book is an account of Champlain's first voyage to New France, or Canada, in 1603. Amyar de Chastes, the governor of Dieppe, received from King Henry IV of France a grant of land in Canada, and asked Champlain to accompany him on a voyage to explore the territory. The expedition left Honfleur on March 15, 1603, and reached Tadoussac after a 40-day Atlantic crossing. Champlain first explored some 50-60 kilometers up the Saguenay River. He then proceeded up the Saint Lawrence River to near present-day Montreal. He returned ...
General View of Niagara Falls from Bridge
This Detroit Publishing Company photographic print from around 1901 shows Niagara Falls, the spectacular natural wonder on the Niagara River, which forms part of the border between Canada and the United States. The photograph is a cyanotype, a process that was invented in 1842 by the British astronomer and photography pioneer Sir John Herschel (1792-1871) and came into widespread use in the 1880s. Herschel discovered that water-soluble iron salts, when exposed to sunlight, form the compound known as Prussian Blue (a complex molecule that contains the compound cyanide, hence the ...
Immigration Handbook for Scandinavian Settlers in Canada, with Comprehensive Descriptions of Manitoba, the Northwest Territories and British Columbia
This immigration handbook was published by the Canadian Department of Interior in 1889 for the express purpose of recruiting settlers from Sweden. It includes an introduction to Canada and Canadian society, an immigration procedures handbook, and a topographical description of Manitoba, the Northwest Territories, and British Columbia. Special attention is paid to already-existing Scandinavian settlements.
4 Reasons for Buying Victory Bonds
This World War I poster, produced in Canada in 1917, depicts "4 reasons for buying Victory Bonds." The "reasons" are the four most important German civilian and military leaders, whose faces would have been familiar to many Canadians from news reports: Kaiser Wilhelm II, the German emperor; Field Marshal Paul von Hindenburg, the chief of the German General Staff; Crown Prince Wilhelm, the son of the emperor and heir to the throne; and Grand Admiral Alfred von Tirpitz, commander of the German Navy. Canada, a dominion within the British Empire ...
All in One with the Irish Canadian Rangers 199th Overseas Battalion
In World War I, many Irish immigrants to Canada volunteered to serve in the Canadian armed forces. To assist with recruitment, the Canadian government established a purely Irish battalion, the Irish Canadian Rangers 199th Overseas Battalion. Based in Montreal, the unit began signing up volunteers in the winter of 1915–16. Also known as the Duchess of Connaught's Own Irish Rangers, after their royal patron, wife of Prince Arthur, Duke of Connaught and Governor-General of Canada, the rangers sailed for Europe in December 1916 and made a triumphal tour ...
Boys to the Farm. Bring Your Chum and Do Your Bit
In World War I, Canada established a Soldiers of the Soil corps under which boys aged 15 to 19 were asked to volunteer their summers to work on farms, replacing farmhands who had enlisted for military service. In all, 22,385 boys signed up as farm "soldiers." This poster, issued by the Canada Food Board, is an appeal for farm labor. It shows a boy wearing a Soldiers of the Soil uniform blowing a bugle to summon others to the corps. In the background, other boys wearing the uniform of ...
Britain Expects Every Son of Israel to do His Duty
This 1918 World War I recruiting poster was designed to encourage Jewish immigrants to Canada to enlist in the Canadian armed forces to help the Allied war effort against Germany and Austria-Hungary. Underlining British sympathy for the oppressed Jewish populations of central and eastern Europe, the poster shows a soldier cutting the bonds from a Jewish man, who strains to join a group of soldiers running in the distance and says, "You have cut my bonds and set me free—now let me help you set others free!" The message ...
Buy Fresh Fish, Save the Meat for Our Soldiers and Allies
This World War I poster, issued by the Canada Food Board, urges consumers to purchase and eat fish rather than meat. The poster shows a butcher pointing at fish while a female customer looks on. The butcher and the woman are both smiling, and the words "A Good Butcher" appear in the background. Canada was a major producer and exporter of meat, grains, and other foodstuffs, and the country ramped up production during the war to help meet the needs of Britain, France, and other allies, where the war caused ...


text:
Contact details
Dalkey Castle & Heritage Centre is right in the heart of Dalkey, 10 miles south of Dublin city. It is just five minutes from the DART train station and across the street from the Church car park.
Read more
Ireland.com uses cookies to ensure that we give you the best experience on our website. If you continue without changing your settings, we'll assume that you are happy to receive all cookies from Ireland.com.
If you're a visitor from the island of Ireland you may want to visit one of these sites… Otherwise proceed to Ireland.com


text:
Your Gelato Moment Has Arrived
Savor a trio of textures with new Breyers® Gelato Indulgences™; creamy gelato, luscious sauce and gourmet toppings.DISCOVER GELATO
Pink Lemonade Vanilla Pie with Potato Chip Crust
Sweet, tart, colorful and crispy. This recipe has it all, and it's made with the legendary taste of Breyers® Homemade Vanilla.GET RECIPE
Breyers® Has Over 30 Gluten Free Flavors!
Breyers® is proud to announce OVER 30 GLUTEN FREE FLAVORS**, including Natural Vanilla, Mint Chocolate Chip and Fat Free Strawberry. Look for the gluten free logo on your favorite Breyers® flavors soon!SEE GLUTEN FREE FLAVORS
NEW Swirls of Sweetness
Kick back with the freshest flavors of the season! Introducing new Breyers BLASTS® Sara Lee® Strawberry Cheesecake and Orange Creamsicle®, plus limited edition Summer Berry Cobbler. With swirls of deliciousness in every bite, how can you resist?SEE NEW FLAVORS
Vanilla Berry Angel Food Cake Ice Cream Sandwich
Enjoy a delicious springtime favorite! Warm toasted cake, Breyers™ Real Fruit Wild Berry Topping and the legendary taste of Breyers® Natural Vanilla.GET RECIPE
If you want a taste of something spectacular, try these individually sized Banana Split Shooters, made with legendary Breyers® Vanilla and Breyers™ Toppings.GET RECIPE


text:
Two things made me want to review Hutong Sushi and Grill.
The first was the name. When I was in China a year ago, I walked through many hutongs, narrow alleys that run all over Beijing. Many have been destroyed during the city's construction boom, but at least a few have been restored and turned into hip, thriving districts where lots of young people meander into shops and restaurants.
The second was what I heard about the menu. One person told me it was her favorite sushi place in town. Another said Hutong's rolls are "better than the ones at Blue," another popular Omaha sushi restaurant.
Hutong Sushi and Grill
Where: 7202 Giles Road, La Vista
Phone: 402-575-5646
Online: www.hutongsushigrill.com
Hours: Monday through Thursday, 11 a.m. to 9:30 p.m.; Friday and Saturday, 11 a.m. to 10 p.m.; Sunday, noon to 9:30 p.m.
I tried some rolls at Hutong that were indeed some of the better ones I've had — simple, focused on fish, not slathered in mayo. And aside from a few strange fusion dishes, there was much to like inside this LaĀVista restaurant on both its sushi menu and cooked entree menu.
So first things first. I asked Lee Wei, the manager at Hutong, about the name. He said the owner also runs other Asian restaurants in different locations, including Chinese ones, under the name.
"In China, the best food comes from within the deepest of the hutong," Wei said. "And you know, the hutong is also the community, or the neighborhood."
Though most of the food on the menu at Hutong is sushi, Lee said the menu is really meant to be Asian fusion, and he's right — we tried Thai and Chinese dishes during our two visits.
The restaurant is in a nondescript strip mall near a Walmart. It's clean and modern, with booths and tables, neon-colored lights in the ceiling and a partially open kitchen fronted by a busy sushi bar. Both times we were seated in booths near the back of the restaurant, and service was prompt and friendly.
We focused our first visit on Hutong's sushi, which is divided into nigiri and sashimi, classic rolls and Hutong Signature rolls. We sampled from each section.
The Sweetheart Roll and the Make U Dancing Roll, both off the signature list, were hits. Neither one was drowned in sauce — one of my pet peeves — and instead had just enough sauce to complement the fish and keep the roll from being dry.
Both rolls also earned presentation points. Each piece of sushi in the Sweetheart Roll, filled with tuna, salmon and avocado and topped with honey dressing, came shaped like a teardrop, and the eight pieces were arranged on a plate in the shape of a flower, with a center of wasabi and pickled ginger. The roll had a subtle sweetness from the honey sauce and the fish was cool and fresh.
The Make U Dancing, our other favorite, came filled with crunchy spicy yellowtail, salmon and avocado topped with a fresh piece of white fish. A jalape±o and spicy cilantro sauce added heat and flavor but didn't overwhelm the delicate fish.
We also tried a selection of classic rolls and all were good, including an eel and cucumber roll that had a deep smokiness; a tamago sashimi — egg custard served over sticky rice — that had a firm texture and subtle sweetness; and standard spicy tuna rolls and vegetarian rolls.
My husband said the restaurant's ability to make the sushi both original and tasty "without using 35 ingredients" impressed him. I agreed. The signature rolls especially were creative without being grandiose and lived up to what I'd heard.
Prices at Hutong are in line with other sushi places, and, in some cases, lower. The standard rolls ran around $6 each for eight pieces. The signature rolls run between $9 and $13 for anywhere from five to 10 pieces.
The restaurant has a wine-by-the-glass list; I had a glass on each visit for $6. There's also a selection of Asian beers. A large Kirin, a Japanese beer, will run you $7; a large Tsing Tao, a Chinese beer, is $4.
Wei said the restaurant aims to serve the highest ingredients and still keep the prices reasonable.
We tried two Mexican-Asian fusion dishes that I didn't love: tuna tacos and avocado egg rolls. We tried similar lost-in-translation American dishes when we were in China — one was sweet and sour chicken served with a side of french fries that we ate with chopsticks. I thought of those fries when I first saw both of Hutong's dishes. Even though I love both egg rolls and tacos, these missed the boat in the same way the fries did.
The inside of the tuna tacos we tried on the first visit was delicious: bright red, extremely fresh tuna sashimi flavored with spicy black pepper, a squirt of sour cream, ripe avocado squares and a topping of fresh tomato and red onion. The problem for me? It was served in a grocery store-bought taco shell. If the shell had been different — soft, homemade or with a less processed flavor — the tacos would have been a creative hit.
The same thing happened with the egg rolls, which we had on our second visit. In another twist of Asian meets Americanized Mexican, the inside of the crispy rolls contained yellow American cheese and hunks of avocado. It came with two dipping sauces: the expected bright red sweet and sour, and salsa that tasted like it was from a jar.
Wei said the restaurant serves the two Mexican-inspired dishes because they're popular and easy to prepare.
"Tacos are everywhere here," Wei said. "We tried to use nice avocado and Japanese-style sushi inside those Asian fusion dishes."
The rest of the second visit, when I dined with my husband and two friends, was smooth sailing.
The Elegant Tofu was our favorite of the appetizers we tried. The tofu was hot on the inside and covered with a thin, nearly transparent layer of crispy breading. One of my friends said he liked that it wasn't "fried to death" and I agreed. A sweet and spicy sauce covered the top of the appetizer, which we all would order again.
Special prices, names
Hutong has a daily happy hour from 2 p.m. to 5 p.m. Manager Lee Wei said the specials include half-price drinks, half-price appetizers and selected sushi rolls at half price.
The lunch menu has a number of specially priced entrees that come with miso soup and salad for between $6 and $8. Sushi combos, priced between $9 and $11, also are available at lunch.
A few of the rolls on the Signature list are cleverly named: The "Charming Giles" roll is filled with grilled salmon, cream cheese and avocado, then fried and topped with a sweet chili sauce. And the "La Vista roll" has a filling of crabmeat salad, cream cheese and asparagus and is topped with eel, avocado and spicy eel sauce.
Football fans might also find something here to like. The "Nebraska Roll" is made with spicy corn salad and cream cheese and topped with thinly sliced beef, scallion and creamy, spicy black pepper sauce. And the "Husker Roll" has spicy tuna, avocado and a topping of white tuna. The roll is finished with a sweet chili sauce.
Wei said the tofu is made fresh in house.
My husband ordered the Patai noodles, which turned out to be Pad Thai with a different spelling. It was the classic Thai preparation, with noodles, cilantro, peanuts, garlic, chili and egg. He said he would have liked more sauce, though otherwise the dish was hearty and good.
We also tried the grilled pork loin and a dish called "Tofu Stewed" on the menu.
The pork came in two thin but large pieces and was served alongside a pile of rice with seared carrots and onion rounds and cold slices of cucumber. A pleasant brown sauce spiked with lemongrass was good, though I could have used a bit more of it. Part of me wished the components were mixed together in a stir-fry because I blended them myself in each bite.
The Tofu Stewed, in contrast, was really saucy — again, the tofu here was nicely cooked and blended with bits of peppers and mushrooms. The menu said the dish featured baby bok choi, but we didn't see any in our mix.
Prices on the entrees are also reasonable. The pork was the most expensive that we tried, at $10, while the Pad Thai was $9 and the tofu $8. Most entrees hover around the $13 mark; sushi platters that serve two or more and come with soup or salads range from $13 to $43 and are the most expensive dishes on the menu.
After visiting Hutong twice, I'd definitely go back. Prices are reasonable, staff is friendly, and the sushi is indeed some of the best I've had in town. If the best food does indeed come from deep within the hutong, as they say in China, then this off-the-beaten-path Omaha hutong is worth seeking out.
Contact the writer:
402-444-1069, email@example.com, twitter.com/SBHOWH


text:
Ningin | GirlyBubble | ZiggyTek | Wirebot | FlauntMe | SwanDiary | Rekuru | CrazySingleLife | HTCYou | OMGHaute | Reelwire.com | Funsauce.com
In Korea I was some what spoiled since my hairstylist was a friend of my mom's so I always got a discount on getting my hair done (trim = $1 - $5, sometimes free depending on length). I miss my stylist so much and now that I'm in the US again, you would think I would just bite the bullet and deal with the overpriced salons (trim = $17?!) but no I didn't. These past few months I've been trimming my own bangs which have saved loads for me. Why bother having someone else do it when you can do just the same for free? Yeah you can say it's professional and safe but it's really simple but more on that later.
So far I've stuck to the semi side swept bangs but I've wanted to change it up for awhile now that they're long again. I haven't decided what style I want so I figured I would ask you!
P.S. I just noticed how huge my forehead looks in that photo. LOL! More »


text:
If you have purchased a ticket on a participating Star Alliance partner airline flight, you may be able to use your Airpoints Dollars™ to upgrade.
Star Alliance Upgrade Awards are able to be requested with participating airlines when you have purchased a ticket in an eligible booking class. Star Alliance Upgrades are confirmed at the time of request based on space availability.
The Star Alliance Upgrade award chart shows you how many Airpoints Dollars you need for your upgrade and outlines more information relating to eligible booking classes for each carrier.
Please note that upgrades on ANA may only be requested within 28 days of flight departure. Upgrades to First and Business Class on Singapore Airlines' B777-300ER, All Business Class A345 and A380 are not available.
See the Airpoints Terms and Conditions for full programme details.


text:
It's time to start talking about real fiscal policies and stop relying on the Federal Reserve to fix the country's problems, former Utah Gov. Jon Huntsman said Thursday on CNBC's "Squawk Box."
"The Fed has become increasingly this repair shop for broken fiscal policy," Huntsman said. "At some point you've got to say they can't do anything more. There's no Ritalin in the medicine cabinet."
Huntsman, who sought the 2012 GOP presidential candidacy, said leaders need to start addressing the country's fiscal issues instead of relying on monetary policy.
"We're right to this critically important time in our economic history," he said. "You can't devalue your way to prosperity. You can't bash your currency and expect your great export industries to succeed longer term because everyone's going to follow suit."
(Read More:Still Fiddling While the 'Fiscal Cliff' Gets Closer: Bartiromo.)
For Huntsman, growth is key to getting the country's fiscal house in order. "We need to look at growth as being the primary discussion that the Republican Party ought to be having now about solving our problems," he said.
A big part of that is tax reform. "I want to broaden the base and lower the rate," Huntsman said. That means phasing out deductions like the health care deduction, the home interest mortgage deduction and the charitable deduction over time.
(Read More: American Tax Havens.)
The same thing needs to happen on the business side. "All the subsidies and corporate welfare needs to be flushed out of the system," he said.


text:
- Nintendo
- © 2014 Nintendo. Games are property of their respective owners.
Nintendo of America Inc. Headquarters are in Redmond, Washington
Contact Us
Newsletter Signup
Website Feedback
Find Us:
Comic Mischief
The charm and creativity of Animal Crossing returns as a Nintendo 3DS™ exclusive with Animal Crossing™: New Leaf, and this time you step into a new role–mayor–where the decisions you make will shape your town and your life.
Experience a living, breathing world where new friends and new discoveries await every day—morning, noon, and night. Express yourself by customizing your character, your house, and your town as you create your ideal world.
Visit other players' homes and towns through your local wireless connection or online play for creative inspiration, or to socialize with up to three other players at once. Show off your custom designs and cool new outfits by posting your in-game screenshots with Nintendo 3DS Image Share.
Cultivate your creativity and make Animal Crossing your world with more choices and more fun than ever before!
Check out other players' houses and order furniture and items that they have on display.
Play over 1,000 professionally designed crossword puzzles and enjoy other word games.


text:
Adaptive Technology
Student Disability Services offers a variety of adaptive technology solutions for students.
Including, but not limited to:
Assistive Listening Devices
- Equipment that makes auditory information accessible to those with hearing loss.
Braille Embosser
- Allows printing of text documents in Braille for visually impaired students.
Services for Web Based Videos
- Transcriptions for web based videos (youtube).
Dragon Naturally Speaking
- This is a voice recognition software that will allow you to "type" by speaking into a microphone.
Livescribe Pen
- Livescribe Pen allows students to record a lecture while handwriting class notes. The notes are then electronically transferred to the student's computer for later review.
Screen Readers
- We offer access and training to a variety of screen reading software programs, which can make reading material more accessible.
A variety of assistance with mobile technology applications for both iPad and Android Tablets.
• And more!
If you would like additional information, please contact Dan Williams at email@example.com or
607 274-1315.
Alternative Text Format
Electronic text, also known as e-text, is any material that is useable by computers. Publishers are now required to provide electronic files of textbooks and related materials to college and universities.
Click here to read the Ithaca College policy on Alternative Format Services.
Click here to print out and submit a paper copy to 110 Towers Concourse.
If you would like additional information, please contact Dan Williams at firstname.lastname@example.com or
607 274-1315.