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Panama City, Panama (Sports Network) - Kevin Foley birdied the final hole on
Sunday to capture his first career victory at the Panama Claro Championship.
Foley carded a 3-under 67 in the final round at Club de Golf de Panama to
finish at 8-under 272 for the tournament, which was a stroke ahead of third-
round leader Mathew Goggin.
Goggin entered Sunday with a 2-stroke lead, but recorded a double and triple
bogey during his final round en route to an even-par 70.
Scott Brown (66) finished alone in third place at minus-6, while Scott Dunlap
(68), Len Mattiace (69) and Roland Thatcher (71) shared fourth place at 6-
The Sports Network


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Property Information
|Location: tola-coast
|Community: hacienda-iguana
|Property Type: House
|Bedrooms: 3
|# of Beds: 5
|Bathrooms: 2
|Sleeps: Up to 6
High Season:
April - May - June - July - August - September
Low Season:
Regular Season:
December - January - February - March - November
December 21 - January 2
December 21 - January 2
Booking process / Requirements
In order to reserve dates in Casa Isabelle a 20% deposit is due via Paypal. The balance is due on arrival. IVA (15%) sales tax applies.
Cancellation policy
Reservations cancelled 30 days or more prior to check in are refunded in full. Deposit is forfeit for reservations cancelled less than 30 days prior to check in.
Casa Isabelle is one of the few rental homes located on the beach and right in front of the Colorado beach in Hacienda Iguana. The beach is one of the most beautiful and user friendly beaches in the country. White sand and calm waters are predominant in the November-February months. High quality intermediate to expert surfing conditions are predominant in the April-September months.
The Hacienda Iguana community boasts a well maintained 9 hole golf course.
The house sleeps 6 comfortably and has A/C in all of the rooms. Be sure to ask about our mealplan option in this home.
We can also arrange transportation, boat trips, catering, and activities for you.
- Drinking water provided.
- Ocean views.
- Fully appointed kitchen (microwave, stove, refrigerator, toaster, blender, coffeemaker etc)
- 3 bedrooms, each with generous queen sized beds, ceiling fans, closets, and if needed AC.
- Bath towels and linens (bring your own beach towels).
- Daily maid, cooking service.
- Stereo (no iPod connection currently we are working on this).
- Security Back up power system Board.
- Rentals available by request
There are several transportation options once you arrive in Nicaragua. In the dry season (Nov. - May), you can often get by with a taxi or shuttle to the Tola area. In the rainy season (June - Oct.), a 4wd vehicle is recommended. Nicaragua has all the major rent-a-car companies at MGA International and reservations can be made in advance, online or upon arrival. If you decide to drive on your own, please be aware that Nicaragua has regular police checkpoints. If you prefer not to drive, we can arrange private transportation for you and your group. We operate a fleet of vans and 4wd vehicles which will can accommodate virtually any need you may have.
Groceries and Restaurants
Food options are limited in Tola. There are no grocery stores, so you should stock up with food in Managua or Rivas. However, there are several restaurants worth checking out. In between Hacienda Iguana and Rancho Santana is a good local place called "Isabella". Food includes chicken, steak and fish dishes cooked local style with sides of veggies, rice and beans. Between Rancho Santana and Popoyo is a small town called Limon. Limon is home to one of the best area restaurants - "Yolanda's". Yolanda's is owned by one of the nicest local families in Limon and features large portions of fresh local fare (chicken/fish/steak/rice/beans/veggies) at budget prices. Other places worth checking out are "Red Frog Pizza" and "El Toro" in Popoyo.
Meal Plan
For $30/person/day you will arrive to a kitchen stocked full of food and drink (yes, even beer and rum). Arranging this service will allow you to head straight from the airport to the house and beach without the hassle of shopping and spending time in a grocery store. Three delicious, healthy, and generous meals will be prepared daily by the staff allowing you to relax and enjoy your vacation completely. More details and a list of meals offered is available upon request.
- Surfing
- Fishing
- Snorkeling
- Horseback riding
- Golf at Hacienda Iguana
- Fun local restaurants
- Yoga
- Visit the Las Salinas Hot Springs
- Beach Combing
- Sunset beach walk
Side trips for:
- Shopping in Masaya
- Visit Granada
- Check out San Juan Del Sur
- The island of Ometepe

subset: commoncrawl


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See All Contributors »
From Travis Hines (Ames Tribune):
Travis Hines@TravisHines215mCurrent football coaches Bill Bliel and Shane Burnham and former assistants Luke Wells and Bobby Elliott named as well.
Travis Hines@TravisHines216m
Former MBB coaches Keith Moore & Daniyal Robinson named in ISU's report to the NCAA.
Last edited by Tornado man; 04-10-2013 at 04:01 PM.
Interesting. Not many current coaches, and I am pretty sure neither MBB coached under Fred.
Were Keith Moore and Daniyal Robinson on McDermott's staff then?
Damn Chizik slipped thru the cracks in this one...but we still get to flame McDermott.
Last edited by Palmer; 04-10-2013 at 04:21 PM.
Carrying the banner for ISU.
I wonder how many schools do this but just don't report it?
Ames Tribune link: College: ISU football, men
Originally Posted by Ames Tribune
The named coaches "are acknowledging personal acknowledgement in their respective findings and are at risk for a show-case penalty," according to the report.
The report states that these infractions are considered a major NCAA violation. ISU is asking that "some individuals will be taking the position that some findings standing alone should be found to be secondary violations."
This line makes the infractions sound like a big deal. Is that actually the case, or is this just scary language for something rather minor in the larger perspective?
Originally Posted by im4cyclones
[Anything] is easy if you are content to suck at it.
If these happened during McDermott for the basketball team it felt Iowa State was already on probation and ineligible for post season!!
Anyone else worried we will get the hammer? I'm guessing scholarships may be impacted. Maybe it's just a scare tactic though? It's not like we killed or molested anyone...
Originally Posted by huntt26
Anyone else worried we will get the hammer? I'm guessing scholarships may be impacted. Maybe it's just a scare tactic though? It's not like we killed or molested anyone...
With the bad luck we've had this year, and the fact that we're not necessarily a big boy, I have to admit I'm a little worried the NCAA tries to set an example. But it seems like we've seen way worse things than this happen across the NCAA for less consequences.
The pessimist in me is worried, but the realist in me says it can't be that bad.
Originally Posted by cyclonefan1983
Were Keith Moore and Daniyal Robinson on McDermott's staff then?
Moore was on Fred's staff in year one, but Robinson was a McDermott assistant.
Moore worked for Fred. The rest were prior to Fred, but a lot of Rhoads' staff seems to be implicated.
i guess we know why we stopped recruiting Jok now.
Baylor made almost 500 illegal calls and got almost nothing. I think the penelty will be minor.
Nobody but HB knows for sure. You pretty much know nothing....like Knownothing would like to say.
Auburn got away with paying cam Newton six figures and we will get the hammer for self-reporting a few impermissible calls that most schools probably do anyways and don't report to the NCAA. Life as a Cyclone fan.
"The greatest risk in life is not taking one"
Baylor had way more calls that we did so I don't think it could be worse, although we're Iowa State you know the school where sometimes it's a charge and sometimes it's not, sometimes the other team wins on a bank 3 point shot or just a 3 point shot at the buzzer, you know our team..........
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text: The past two weeks the elk have been talking their heads off but since Saturday they have stopped talking. I haven't seen any of the big bulls for about a week. Some of the cows are still together but no bulls. I did call in a small bull yesterday but he walked in quietly and I couldn't get a shot. Are the cows in that area already bred or have the hunters presence pushed the big bulls to shut up and hide in the thick nasty stuff? F.Y.I I'm in the NW part of the state.


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Descriptioncrafted of extra fine merino, our cathie sweater dress is decked out with cream-colored blocks at the waist, hips and hem. buttoned flap pockets with the same blocked border are a crisp finishing touch to this soft silhouette.
Shipping & Returns
- 100% extra fine merino wool
- patch pockets on front with button detail
- 3/4 sleeves
- size 4 measures 35'' from high point of shoulder
- a-line fit
- imported
- style # njmu2145
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text:
Collinsville, IL (KSDK) - Charges have been filed against a 23-year-old man accused of killing a woman while driving drunk.
Travis S. King of New Douglas, Illinois has been charged with one count of driving with a blood alcohol concentration of .08 or more resulting in death and one count of aggravated driving under the influence of alcohol resulting in death.
The accident happened around 8:13 a.m. October 20, 2012. King was allegedly driving eastbound on Interstate 270 near mile post 14 when he rear-ended a pickup truck 62-year-old Geraldine Davis was riding in.
Davis was pronounced dead at the scene.
The driver of the truck, Davis' 27-year-old daughter, Vera Davis, was taken to an area hospital where she was treated and released.
Court documents state witnesses told police King had been driving recklessly at the time and had a BAC of nearly twice the legal limit.
King is in custody at the Madison County Jail and held on a $60,000 bond.
If convicted, King faces between three and 14 years in prison on each charge.


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Explains Role of New Jersey's 102nd Cavalry in World War II
SEA GIRT, N.J. – The National Guard Militia Museum of New Jersey (NGMMNJ) opened an exhibit last year commemorating the 70th anniversary of D-Day, and the New Jersey National Guard role in the liberation of Europe during World War II. "Seventy Years On: New Jersey's 102nd Cavalry in World War II," presents a chronological history of the 102nd Cavalry Group's progress from the beaches of Normandy to the war's end.
Using images, artifacts, historic weapons, uniforms, and primary source documents, the exhibit chronicles the 102nd's arrival at Normandy, the critical role it played in overcoming German defenses in Northern France, and its participation in the Battle of the Bulge and other important engagements. Notably, the exhibit explains how New Jersey National Guardsmen earned the distinction of being the first Americans to enter occupied Paris.
"Soldiers of today's New Jersey Army National Guard can trace our lineage back to the units who fought their way across Europe," said Capt. Vincent Solomeno. "The troopers of the 102nd Cavalry battled from D-Day to the German surrender. The intent of our exhibit is to present their heroic story and honor the sacrifices of those who served."
In addition, the exhibit highlights the experience of New Jerseyans on the home front and discusses the Garden State's role in manufacturing the material necessary for the war effort. It also discusses the important role played by women who volunteered in the Armed Forces and served as civilian war workers.
"Seventy Years On: New Jersey's 102nd Cavalry in World War II," can be viewed at the National Guard Militia Museum in Sea Girt. The museum is open seven days a week from 10:00AM – 3:00PM. Admission is free. For more information, please visit the NGMMNJ website at http://www.nj.gov/military/museum/ or call (732) 974-5966.


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|Child care pre-licensing class Nov. 14-15
|Written by Holyoke Enterprise
Licensed family child care is the type of care that most working parents use to be able to work outside of their home. Family child care providers allow children to play and learn in a natural home-based setting that also has flexible hours to support a working parent's needs.
A licensed family child care provider makes a difference in the lives of children and their parents. They also own and run their own business and make a good living for their family. All this while staying home with their own children or grandchildren. What a great way to start a new year!
If anyone has thought about a career as a licensed family child care provider, now is the time to start the process. It generally takes six to eight weeks from start to finish.
To read the full article, subscribe to our e-Edition. Call 970-854-2811.


text:
PASADENA, Calif. (AP) — Jay Leno's last night as the host of the "Tonight" show will feature Billy Crystal, who was Leno's first guest in May 1992.
Leno's final show airs tonight.
Leno's top target during his two-decade tenure as NBC's "Tonight" show host was Bill Clinton.
The comic has cracked a total of 4,607 jokes at the expense of the former president.
WATCH: Jay Leno's highlight reel
The Washington-based Center for Media and Public Affairs counted and catalogued nearly 44,000 jokes Leno made about politics and public affairs during his time at "Tonight," which ends Thursday.
The center's director, Robert Lichter, said Tuesday that Leno loves politics and scandal — and Clinton generously provided material on both accounts.
Second on Leno's list — with 3,239 jokes at his expense — was former President George W. Bush.
Jimmy Fallon takes over the Tonight show Feb. 17, with fellow "SNL" alum Seth Myers taking over Fallon's former show, which airs after "Tonight."


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Trikke Tech Bikee 1 Balance Bike
|Eligible for Free Shipping on Orders $39 or More! (see promotion details)
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Product Details
The TRIKKE® TECH Bikee balance bike teaches kids the essentials of riding a bike without the tears, scraped knees and insecurities. Bikee is a fun and easy way for children to learn balance, steering, and maneuvering. With its pedal-free design, riders propel the bike with their feet on the ground, then can place them on the footrest and coast. Its lightweight, sturdy design and airless tires are great for low-maintenance childhood play!
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- Set-up: Purchase your new bike at sportsauthority.com, and get it assembled for FREE by a certified technician at your local participating Sports Authority store (Proof of Purchase is required).
- Durable steel frame
- Weighs less than seven pounds
- Appropriate for children 2-5 years old
- Teaches balance, steering, and maneuvering skills to prepare for riding a bike
- Increases confidence
- Footrest for safe cruising
- Maintenance-free airless, all-terrain tires
- One-year warranty against any manufacturing defects
- Made in China


text:
Hello all,
After my unsuccessful thread about local folder which disappeared on a Mac, I'm back with the same problem on a Windows : Mails stored in Local Folders suddenly disappeared, I can find a folder with 1Go of ".msg" in "C:\Documents and settings\user\Local Settings\Appdata\Zimbra\store" but can't import it.
Error is "Not allowed to import to root folder for this type".
Anyone could help ? My users will eat me up soon.. :(


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College of Business & Public Affairs
Office: 312 Anderson Hall
West Chester, PA 19383
Phone (610) 436-2261
Email: Department Chair
The typical entry point for freshmen and transfer students, who wish to obtain a Bachelor of Science degree in management, or any of the other business programs offered by the College of Business and Public Affairs, is the pre-business program. The pre-business program gives students an opportunity to test the waters before committing to a program in Management, Economics, Finance, or Marketing. On completion of seven business courses, you will be able to make an informed decision on the major that is most appropriate for you. Students are also encourages to seek guidance from either their assigned advisor or the department chairperson of a business major that interests them.
If you have general questions about pursuing a major in Management, please call our department at (610) 436-2304


text:
copyright the Chronicle October 21, 2015
by Joseph Gresser
GREENSBORO — The life of a congressman in Washington, D.C., may not be all beer and skittles, but U.S. Representative Peter Welch had an easy day Monday. While lawn bowling wasn't on the agenda, beer and cheese certainly were.
Mr. Welch started out a day long visit to the Kingdom at Sterling College in Craftsbury Common, where he conferred with President Matthew Derr before taking a tour of the Rian Fried Center and meeting the college's draft horses and its flock of turkeys.
While the two clearly enjoyed walking through the campus farm on a crisp October morning, there was some legislative purpose to the get together, as Mr. Welch later explained.
Sterling is a so-called work college,… To read the rest of this article, and all the Chronicle's stories, subscribe:
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All branches closed for Memorial Day, May 30th.
52 Library Card Uses
Learn how to use a database or computerized catalog: Number 45 in a series of uses for your library card.
The GRRL Catalog
If you spend just a little time exploring the library catalog you will see features to help you make best use of the library's resources. Access your current account by entering your card number and PIN. Your account information includes a list of items checked out, and your list of item hold requests.
Checked Out: Your list of items out includes the due date for each item. You can click the "Due Date" to quickly organize the list and show you which items must be returned soonest. Beside each item is a box. You can extend your loan period by clicking in the box and then clicking the Renew button. (Items on which other patrons have placed holds cannot be renewed.)
Holds: Your Holds list tells you which items are ready to be picked up, and which items are not yet available. You can cancel the request or change the status of a request. This feature is particularly useful if you don't want items to arrive at the library, perhaps because you already have books to read or you are leaving for a vacation. You can click the box beside individual holds, or click the box in the line above your requests to affect your entire list, and then click "Change Status" to delay your holds. This process is simply reversed at your convenience.
Library databases are electronic sources of articles, papers, and information created for the web, organized within broad general categories. The library provides numerous databases, including options for business information, health information, literature, automotive repair, environmental issues, and academic resources to assist students at various age levels. Feel free to talk with staff to find out which databases may be most suited to your information needs, and for tips on how to get good results for your information searches.


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Disease | Adm. Tim Ziemer has come through war, tragedy, and political upheaval-to do battle with the mosquito
"Survivor" Continued...
WASHINGTON-As a child, Tim Ziemer remembers lying in his home in the village of Ban Me Thout in southern Vietnam-then French Indochina-consumed with a burning fever from malaria. The antidote of choice at the time was quinine, which brought him along with his missionary parents and two siblings through the illness alive.
The fever "makes you almost blind-burns your lips," described Connie Fairchild, who was a next-door neighbor and family friend to the Ziemers in Vietnam and is now senior director of development at World Relief. Like everyone else, she had malaria too: "You shake. The shaking is terrible."
Today Admiral Ziemer, 63, heads up the President's Malaria Initiative, an aggressive $1.2 billion program begun in 2006 under President George W. Bush. The eradication program is supposed to reduce malaria deaths by 50 percent by next year, an objective that Ziemer says is on track to be completed. Ten years ago, the U.S. government was investing only $1 million to fight malaria in Africa-and losing.
Malaria is a fading memory in the United States, but in Africa-where Ziemer has made 16 trips as head of the Malaria Initiative-it kills almost a million people every year, almost all of them children under the age of 5. About 500 million contract the illness worldwide. The U.S. initiative is focused in 15 African countries, where malaria prevalence rates in Zambia, for example, fell by 53 percent in the first three years of the program.
One of Ziemer's chores as a child was to spray the insecticide DDT along the baseboards of his family's home to protect them from malaria-carrying mosquitos. A little bit of DDT mixed with water and sprayed on inside walls is one of the longest-lasting and cheapest protections against malaria. If a mosquito lands on the treated wall, it dies without passing the malaria parasite on to humans, and the repellant lasts for up to a year, months longer than other insecticides.
But few countries use the chemical widely because of environmental concerns that Rachel Carson introduced in her 1962 book Silent Spring. She alleged that DDT thins the eggshells of birds, threatening certain species. While those allegations have largely been disproved in years since, the perception of DDT remains, and a number of Western countries impose trade restrictions on countries that use DDT.
"The compliance is really cumbersome," said Ziemer, sitting in his office at the U.S. Agency for International Development (USAID). On his desk is a sign: "If only Noah had swatted those two mosquitos."
If DDT is used properly, he said, "There's no scientific evidence that would require us to remove it as a public health intervention." As restrictions stand now, only four of the countries the malaria program works in use DDT as their insecticide of choice, while Ziemer argues that laying off insecticides like DDT means, "We'll lose more lives, there's no doubt about it."
The funding for the program comes to an end next year, so Ziemer is working to convince Congress to continue the malaria budget, even as most politicians are thinking about domestic concerns like jobs. But Ziemer said he's confident, and that lawmakers have expressed support for the malaria program "in a very generous and aggressive way."
Ziemer is a rarity in Washington: a Bush appointee reappointed by President Obama, which he said was "unsolicited and unexpected." Mark Dybul, the head of a major health success of the Bush administration, the AIDS program PEPFAR, lost his job a few days after President Obama's inauguration. Dybul made choices on thorny issues like the U.S. government's promotion of abstinence efforts, issues that Ziemer doesn't have to bother with. Malaria prevention is a bit more basic: insecticide and mosquito nets.
Still, Obama has not personally owned PEPFAR or the Malaria Initiative the way President Bush did. To this point, Ziemer has not met the president, though he saw Bush often. "Frankly, in the big scheme of things, malaria is just one of the moving parts. I don't feel shunned or unappreciated," Ziemer said. "[President Obama] has mentioned the significance of malaria, so we're doing all right."
Ziemer has survived more than a change in administrations. Growing up in southern Vietnam, he watched the French leave the country and lived through the build-up to war with the north. In the midst of political upheaval, his parents, Bob and Marie, worked with a mission team translating the Bible into the regional dialect. They opened a school, a church, a clinic, and a leprosarium (leprosy was a scourge on Vietnam at the time, and remains a problem today).
One day as a boy Ziemer drove out with his father to a remote area, where a man was living with leprosy in a lean-to. His father brought the man back to the mission compound for treatment. The man's family soon joined him in the village.
"Why was this man kicked out and ostracized? I remember distinctly trying to process that," he recalled. "Medical missions, underline missions, is to restore, both physically and spiritually. . . . His life went from total abandonment to [being] restored to do normal things in that culture."
On Jan. 31, 1968, when Ziemer was a senior at Wheaton College, the Tet Offensive began in South Vietnam. His parents were still living and working in Ban Me Thout. As the North Vietnamese Army and Vietcong launched their cross-border offensive, Ban Me Thout came under siege. Injured and panicked civilians swamped the missionaries' clinic, looking for protection.
As the attacks raged, Ziemer's father left the bunker sheltering the local missionaries to seek permission from the North Vietnamese to move the critically injured to a regional hospital. When he walked out with his arms raised, the soldiers shot him.
Then the soldiers threw hand grenades into the bunker that held other missionaries and nurses. Ziemer's mother was the only one to survive. She tried to pretend she was dead, but the soldiers saw her breathing and dragged her out of the rubble. She saw her husband, barely alive, and tried to go to him, but the soldiers held her back. She watched him die from a distance. The soldiers then blew up other missionaries' homes. Connie Fairchild, the Ziemers' neighbor who was also in college at the time, saw pictures in the press of her bombed home, though her parents weren't in the village at the time.
Wounded, Ziemer's mother stayed in communist captivity until the soldiers believed that she was going to die. They dropped her in a ditch as they left the village. With help from locals, she made her way to a clinic and soon was on a U.S. military flight back to Andrews Air Force Base-the only woman on board a plane full of soldiers. Ziemer was there to meet the plane, climbing aboard as soon as it touched down. Under the bandages from his mother's 18 grenade wounds, he noticed her prematurely gray hair.
"I was going to be the big guy and make her strong, and I started weeping," he said.
Forty years later, Ziemer recites the verse from the hymn that his mother had written down and handed to him: "When upon life's billows you are tempest tossed / When you are discouraged, thinking all is lost / Count your many blessings, name them one by one / And it will surprise you what the Lord has done."
She also wrote down those blessings: She had the privilege of being married to Ziemer's father, of having three children, of serving the Vietnamese people, of having received good medical care, of knowing Jesus Christ.
In their 20 years of work in Vietnam, Ziemer's parents believed that the church, school, and clinic in Ban Me Thout shouldn't depend on American missionaries-this before "sustainability" became a catchphrase among missions and development experts. About a year before the missionaries were killed, the regional churches became self-supporting, based on a business plan that Bob Ziemer had devised years earlier. Six months before the attack, a Vietnamese took over administration of the hospital. One month before the attack, another national took over leadership of the school. The week before Bob Ziemer was killed, he sent his translation of the Bible into the local dialect to the British Foreign Bible Society, and that Bible has been printed and distributed.
"It really wasn't about them, it was about God at work in this world-restoring, meeting needs," Ziemer recalled.
Adm. Ziemer hasn't set foot in Vietnam since, though his sister is a missionary there now. But not too long after his father's death he returned-in the air. Facing the draft out of college, Ziemer joined the Navy, became a pilot, and flew more than 550 combat missions over Vietnam. He supported the U.S. involvement in the country that was his childhood home, but he explains that he wasn't seeking vengeance for his father's death: "That's the Lord's business."
The United States pulled out of Vietnam by 1975, but the Cold War was still in full swing. Ziemer's job shifted to chasing Soviet submarines, "Tom Clancy kind of stuff." When the United States quit hunting Red Octobers, Ziemer began conducting special operations in the Gulf leading up to the first Iraq War. He rose to become Rear Admiral and in 1996 took over command of the military's largest fleet in Norfolk, Va., where he assumed the unpleasant task of downsizing the base.
After 31 years in the military, Ziemer took a top think tank job in Washington, usually a prize for high-profile public servants, but he quit after a few months because it didn't suit him. Then came a phone call asking him to become the executive director of World Relief, the quasi-independent relief arm of the National Association of Evangelicals. He accepted the offer at a time when the organization was reeling from the economic impact of 9/11 and the halt of refugee arrivals in the United States, the bulk of its domestic work.
Ziemer consolidated the organization's offices in New York, Atlanta, and Chicago into one headquarters in Baltimore. "We can attribute the fact that we are still here to his skills and abilities," said Dan Kosten, the director of World Relief's domestic refugee program.
World Relief has been at the forefront of efforts to fight AIDS and malaria overseas, so when President Bush named Ziemer the head of his new Malaria Initiative in 2006, Ziemer slipped into the role easily, working in a program that proved successful by relying on the alliance of government and private nonprofit efforts.
"Those of us who are working in the secular community, when it comes to administering programs we have to be neutral, open, and objective," he said. "The faith-based NGOs must not abandon that spiritual component to what they do. Their big challenge is to make sure the world doesn't see their engagement as a means to an end. They don't exist to proselytize, they exist to show the whole reason for faith-that is to reach out, just like Christ did, to love the poor and suffering, and be Christ to them in body, soul, and mind."


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July 2008: Vol. 3, Issue 7
As part of our effort to address the needs of people with mental illnesses involved in the criminal justice system, NAMI Indiana has developed a 10-hour program to educate correctional officers about mental illness and provide them with practical skills for working with people with mental illnesses. By teaching correctional staff about mental illness, we prepare them to better understand and more effectively communicate with inmates with mental illness, and thus enhance their personal safety. We have trained more than 1700 correctional staff in Indiana and 247 from Kentucky.
The training has improved working and living conditions tremendously for both correctional staff and for inmates living with mental illnesses. Use of force by correctional officers who were trained has decreased by as much as 70%. (more… )
Contributor: Ron Honberg
On June 19, 2008, the Supreme Court of the United States issued a decision in which it held that a higher standard must be used to determine the competence of defendants to represent themselves in criminal cases than to determine the competence of defendants to stand trial. The decision in Indiana v. Edwards can be found here. Although the implications of the decision are somewhat limited, NAMI believes that it represents a positive step towards the goal of ensuring greater fairness in criminal cases in which the mental illness of the defendant is at issue. (more… )
NAMI Accepting Applications for Consumer and Family Scholarships for CIT National Conference
PowerPoint Presentations Available from NAMI Convention
Please let us know what you think we should include in future editions of CIT in Action by emailing Laura Usher at email@example.com.
To read the full-text version of this newsletter, click here.


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After not understanding the reason why I couldn't perform the upgrade immediately to 6 from my version of 5 (getting slapadd failed errors) I thought I would try again on 6.0.3.
So trying 6.0.3 it also failed with the slapadd import failed and decided this time I better check logs and discovered in /tmp/zmsetup.log
Doing a search on "ZIMBRADOMAINPREFMAILSIGNATURE" I discovered that this was part of the domain disclaimer extension I had installed and uninstalled donkeys ago as it really wasn't what we wanted and upgrading to different versions with it installed got messy. However this attribute had obviously remained in my LDAP db somehow even though it was not in my schema.Code:Thu Nov 26 10:38:09 2009 *** Running as zimbra user: /opt/zimbra/openldap/sbin/slapadd -q -b '' -F /opt/zimbra/data/ldap/config -l /opt/zimbra/data/ldap/ldap.60 <= str2entry: str2ad(ZIMBRADOMAINPREFMAILSIGNATURE): attribute type undefined slapadd: could not parse entry (line=1142) Thu Nov 26 10:38:09 2009 slapadd import failed.
So following this link on exporting/importing my LDAP data Exporting and Importing Zimbra LDAP Data » Zimbra :: Blog I removed these attributes from the dump
Reimported my LDAP data and hey presto the upgrade went like a dream!!!Code:ZIMBRADOMAINPREFMAILSIGNATURE:: ZIMBRADOMAINPREFMAILSIGNATUREHTML:: ZIMBRADOMAINPREFMAILSIGNATUREENABLED: FALSE
Hopefully others who have installed the domain disclaimer, removed it and then attempted the upgrade forgetting it makes changes to your schema will benefit from my post


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Stepchild Snowboards JibSlim SnowboardView Larger Image
- Detail Images
With a slightly softer flex and narrower waist, the JibSlim Snowboard is Stepchild's unofficial women's jib board. It also works awesome for bigger groms and dudes with small feet. Catch-resistant R.E.T.T. edges and a press-happy reverse camber profile mean more fun and fewer faceplants while adding to your bag of tricks.
- Rocker profile for pre-loaded presses and no-catch landings
- Kicker I core uses tip-to-tail poplar wood for durability and a smooth flex
- R.E.T.T. (Round Edge Tapered Tuning) edges come detuned between your feet for catch-free boardslides, and remain sharp up to the contact points for control
- Trojan 2.0 rubber strips for durability and shock absorption
- Armadillo Plates reinforce the high-stress area directly under your bindings
- True twin shape for equal-opportunity shredding both regs and switch
- Snag-Free extruded base has no diecut seams to prevent hangups
- Reviews


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About SuperMiek
My full first name is Annemieke, but most people just call me Miek. I was born on the 7th of June in 1988. I live in Zoetermeer, the Netherlands. Been a PR-fan since I was 12.
Atm I'm a student animal care. I have ADD and I'm awesome.
I haven't added this to my profile yet


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The 34th Annual F-100 SupernationalsWritten by on September 20, 2012 Pigeon Forge, Tennessee
If you are a fan of cool classic trucks, there's an event you need to add to your "can't miss" list. For the last 34 years, the F-100 Supernationals has been attracting Ford pickup fans from around the country for a great weekend's worth of fun. Held in Tennessee's scenic mountain resort town of Pigeon Forge, this year's event brought more than 700 vehicles together for the Thursday through Saturday get-together.
One of the highlights of the opening ceremonies was show promoter Charlie Cobble's introduction of almost a dozen vehicles making their debut at the show. All the midnight oil and barked knuckles were forgotten when the smiling builders heard the applause of the crowd. While the debuting vehicles were exciting, it was the huge collection of trucks on display at Pigeon Forge's Municipal Parking Lot that soon became the center of the weekend activity.
Enjoying everything from meticulously restored originals to radical customs and almost everything in between, spectators wandered the rows finding something new at every turn. The facility, in addition to providing display space for the gathering of Ford-powered vehicles, had parking space for spectators along with room for dozens of major manufacturers, swap meet vendors, and food vendors, along with the River Walk, a cool, tree-shaded path running alongside the event site.
Throughout the weekend, the "voice" of the F-100 Supernationals, TV personality Sam Memmolo provided nonstop entertainment, filling the air with '50s music, kidding with the crowd, and humorously harassing any of his close friends as they ventured past his DJ stand. Show promoter Charlie Cobble was everywhere as usual, solving problems, magically finding that last parking space, working to ensure that everyone had a great weekend experience, and handling the awards ceremony.
The F-100 event is known for its huge selection of significant door prizes. Cole Fisher was certainly happy to hear his name called as the winner of the Dan Carpenter bed giveaway – and they are given away at a rapid pace prior to the award ceremony. In addition to the 5-foot-tall class win trophies, the judging team selected a pair of winners for the top awards. Receiving a 6-foot trophy for the entry with the most overall points of any vehicle at the show was Joel Smith from Knoxville, Tennessee. His immaculate metallic green 1935 Ford wrecker was equipped with a modern 302ci V-8 and every inch detailed, with even the heavy-duty hook on the back sporting chromed chains.
Capturing the Pat Ford Truck of the Year Award was the equally spectacular 1953 Ford of Art and Ann Walters from Bumpass, Virginia. Art and builder Eric Smith worked four years to create the highly modified Ford, sporting a 504ci V-8, custom interior, polished bed, and striking PPG Brandywine and Sunset Orange paint. The amazing Ford captured the Classic Trucks Editor's Choice trophy as well. Several folks were inducted into the F-100 Hall of Fame during the ceremony and other good friends no longer with us were remembered for their accomplishments throughout the years.
If you'd like to be part of this automotive family event that showcases some of the finest vintage Fords in the country, put the 2013 F-100 Supernationals on your calendar. Get all the details for next year's show and see shots of this year's event at www.f100supernationals.com. Special thanks to LMC Trucks for their help in making the event the success that it was.
More Photos From This Article View Slideshow
The collection of major manufacturers along with dozens of swap meet vendors meant that you could find virtually every part you needed for that restoration project back home.Event sponsor, LMC Trucks was busy throughout the weekend, meeting customers, providing catalogs, and selecting vehicles to be featured in American Truck Magazine.Winner of the Pat Ford Truck of the Year Award, the 1953 Ford owned by Ann and Art Walters and built by Eric Smith, took more than four years to create, upgrading every inch along the way.The vintage ride boasts a completely modern suspension, 504ci Cobra Jet V-8, camel-colored leather interior, and striking Brandywine and Sunset Orange paint.From Knoxville, Tennessee, Joel Smith displayed his immaculate 1935 Ford wrecker, rebuilt from the ground up and meticulously detailed. From the 302 V-8 under the hood to the chromed chains working the hook, everything on this 77-year-old ride is amazing. The truck was the overall points winner, surpassing an amazing collection of more than 700 other vehicles.Boasting a retina-searing paintjob, the bright yellow and scalloped 1965 Flareside of John Bailey rolled in from Clements, Maryland.Scallops on the exterior match perfectly with those under the hood. John captured the Best Engine award.
Runnin' just a little rough, "Runnin' Shine" is the 1951 F-1 of Mark Rogers, from Knoxville, Tennessee. We checked, but could not find any evidence of "shine" anywhere ... disappointed!White was the operative word when it came to the theme of Denny Rogers' F-1, complete with sparkling white paint and wide white tires.One of the true long-distance travelers at the show was Joanne and Sterling Brooks, arriving in their beautifully detailed 1956 Ford F-100 from Ontario, Canada.Lots of folks found the signboards and photo books fascinating, showing the construction process for many of the vehicles on display. This 1951 F-1 was built for John Dixon, owner of Dixon Restorations.From Clarksville, Tennessee, Tony Bowling's '56 F-100 is equipped with a short bed, but it's still long enough to haul his scale model truck, painted to match.Rolling in from Alma, Arkansas, the '61 Ford unibody of Donald Cochran boasts a RideTech air suspension, shaved body, and slick black and copper paintjob.Although we couldn't find him to chat, judging by the ultra-wide tires on the back of Mike Barillaro's custom-painted '56 Ford, there must be something potent under the hood.
The stunning paintjob on Brent Dockery's 1954 Ford, from Layton, Utah, had spectators crowding around it all weekend. It recently appeared on the cover of our sister magazine, Custom Classic Trucks. Brent's truck won the Best Interior award.Spectators got a close look at all the details, thanks to the tilt forward hood and the hinged pickup bed on this 1952 Ford F-1.This 1974 Ford Ranger is a father-son project with Richard and Kevin Harrell teaming up to create the perfect truck for young Richard.Kickin' it Old Skool, Mike Taylor accessorized his bright orange '53 F-100 with a vintage air scoop on the hood, sun visor, and fender skirts.Paul Babcock rolled into Pigeon Forge all the way from Rock Tavern, New York, with his all-white 1956 Ford F-100 – what a trip that must have been!Kevin Traylor is a member of the Georgia Lowriders and designed his black and silver 1956 Ford around a Harley Davidson theme.
The 2010 Top Truck winner was on hand, the 1955 Ford owned by Roger and Carolyn Hogan. The black and red, tilt bed F-100 was loaded with a 32-valve, 4.6L, DOHC and dozens of custom upgrades.Mark and Vickie Cresap have owned their 1955 Ford F-100 Panel more than 40 years. The recently completed eight-year build upgraded the vintage ride with a ground pounding, dual-quad, 600hp, 547ci V-8Built by M & M Rods in Lynn, Alabama, the sleek 1946 Ford of Bobby Tesney had custom touches everywhere.Subtle in silver, the 1956 Ford F-100 of Gayle and Dewayne Pierie arrived from Cleveland, Tennessee.


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May 24, 2016
Valdosta, GA - There's more than 10,000 seats at the Bazemore-Hyder stadium, and every single one of them is going to be filled. Tickets have been sold out since Wednesday.
WCTV's cameras caught Valdosta High School's Pep rally, which was sponsored by The US Marines.
The energy was much like it is at the Winnersville Classic - electric. Lowndes held their pep rally last night.
The rivalry between the two teams began in 1976 when Joe Wilson took over as head coach at Lowndes.
It's not just locals that have taken an interest. Georgia's Attorney General who's from Cobb County will be in the stands.
Sam Olens, Georgia Attorney General, stated, "both of these teams always beat the teams in Cobb County, so you know it's the type of thing where, you know, I just want to see a good game. I think what people don't like to see generally is where it's a blow out by the half. So I just want to see a good game and hope that no one gets injured and just have fun."
Kickoff is at 8PM.
Valdosta, GA - It's one of the biggest high school football games in our area every year.
It's the Winnersville Classic between the Valdosta Wildcats and the Lowndes Vikings. They say the early bird gets the worm, and many super fans are already out tailgating for the Winnersville Classic. The game doesn't start until 8, but that doesn't matter to some folks, because the Winnersville Classic is an all day event.
Be sure to join us tonight on Eyewitness News. We'll be out here with team coverage on the Winnersville Classic and we'll have highlights from the game, tonight at 11.
Click Here to access the online Public Inspection File
Viewers with disabilities can get assistance accessing this station's FCC Public Inspection File by contacting the station with the information listed below. Questions or concerns relating to the accessibility of the FCC's online public file system should be directed to the FCC at 888-225-5322, 888-835-5322 (TTY), or firstname.lastname@example.com.


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Monday Afternoon News, January 14
Victims Identified In Perry Creek Accident
(Sioux City) -- Sioux City Police have released the identities of the victims from that early Sunday morning auto accident that careened into Perry Creek, leaving three dead and two injured. Those that died from the accident are: 21 year old Torey Wickey of Sioux City, 23 year old Dominique Nok of Sioux city, and 24 year old Matthew Dean also of Sioux City.
Injured included Anthony Carr, 23 years old of Sioux City and 22 year old Alexander Brown of South Sioux City. The accident occurred shortly after 3:00 a.m. Sunday morning when a vehicle ran through a stop sign, then drove through a residence yard into the Perry Creek and came to rest on its roof partially submerged in Perry Creek. Sioux City Police believe alcohol was involved in the accident, and the accident is still under investigation.
State Legislature Back In Session
DES MOINES, Iowa (AP) - The Iowa Legislature has convened for a session focused on education reform and commercial property tax cuts.
On Monday morning, lawmakers in Des Moines opened the 85th session.
Earlier in the day, Gov. Terry Branstad unveiled a $187 million plan to change Iowa's K-12 education system.
The proposal calls for increasing minimum pay for entry level teachers from $28,000 to $35,000 annually. Aspiring teachers also could be offered tuition assistance.
Lawmakers this session also will take up Branstad's plans to reduce commercial property taxes.
Unlike recent sessions, the state now has a nearly $1 billion budget surplus, making it easier for lawmakers to fund programs.
Civil Rights Director Receives Bonus Pay
IOWA CITY, Iowa (AP) - Gov. Terry Branstad has given a $5,000 bonus to the Iowa Civil Rights Commission director, commending her for firing problem employees and reducing its case backlog.
The bonus announced Monday for Beth Townsend signals Branstad isn't backing off his controversial practice of granting bonuses to agency leaders that he believes deserve them.
The state's largest union, AFSCME, argues that bonuses shouldn't be allowed because the Legislature sets salary caps for those jobs. AFSCME officials say the practice is unseemly at a time when
Branstad is seeking to cut health care benefits for thousands of
But spokesman Tim Albrecht says Branstad will continue using bonuses in "the rarest of circumstances" to reward high-performers. He says Townsend has "corrected years' worth of inefficiencies and hostility" and dramatically improved the commission's service.
Man Wanted For Child Endangerment Case Has Been Found and Arrested
OTTUMWA, Iowa (AP) - An eastern Iowa man sought in a child endangerment case has been found and arrested.
Authorities say 25-year-old Michael Blair, of Swisher, is in Wapello County Jail and is being held on $200,000 bail. Online court records don't list the name of his attorney.
Linn County Sheriff Brian Gardner says Blair was discovered in an attic around 1 a.m. Saturday in Ely, which sits south-southeast of Cedar Rapids. Gardner wouldn't elaborate on what led officers to
Blair's hiding place.
Police say Blair is suspected of child endangerment involving a seriously injured 2-month-old who was taken to an Ottumwa hospital on Dec. 7.


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Hey guys,
I'm trying to contribute on my own and I got the NISUnpack. However, I cant seem to unpack anything with this. I tried to click on it, nothing happens, and when I try to use command prompt, I get an error saying unable to access jarfile NISUnpack.jar. I'm new to all this and if there is a thread stating the basics, I'd appreciate. Also, for using the command line """" java -jar NISUnpack.jar -LE [FILE] """"", which file do I put there? And do I need the file location description in it? (i.e. C:\Users\Microsoft\Desktop)


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Police officer denies racially abusing Beckton man
11:43 22 May 2012
A police officer has denied racially abusing a man after the summer riots.
Pc Alex MacFarlane elected jury trial as he appeared before magistrates this morning.
The bespectacled 52-year-old was granted bail to appear
at Southwark Crown Court on June 29.
Suited MacFarlane, wearing black glasses with tinted lenses, chose not to stand in the dock at Westminster Magistrates' Court as he entered a not guilty plea to a racially-aggravated harassment offence.
He confirmed his date of birth and gave his address as Forest Gate police station.
The indictment detailed that he intended to cause "harassment, alarm or distress" to his victim and "used threatening, abusive or insulting words or behaviour".
Alison Saunders, chief prosecutor for London, charged MacFarlane last month after a U-turn by prosecutors.
Mr Mauro Demetrio, 21, from Beckton, was held on suspicion of drug-driving but no action was taken.


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Hello all,
First, the query...
How do I set Zimbra up that _all_ outgoing emails from Zimbra goes to another server, regardless of whether there is a valid address on the Zimbra server?
I have a split domain setup, and was using it on a small scale before rolling Zimbra out company-wide. Now, today, I was setting up the rest of the email accounts ready to roll out the following weekend, when I realised that emails from the users already on the Zimbra box were going to the newly-created accounts of the not-yet-transferred but valid accounts. This is because Zimbra was accepting these emails thinking "Oh, this is for that user", even though the user in question is still on the old server.
So, basically...
1) How do I fix this?
2) How can I re-filter all these emails? (Not a big deal if it's a bit complicated - can always tell these users to walk to the other person & give them the email! :P)


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In Swedish & English.
The blog provides a place where I and any guests can share old photos and/or the little mysteries that our Swedish or other Scandinavian ancestors left us. During one's Swedish/Scandinavian genealogy research, new people and places in the family history are uncovered, many with fascinating stories. Some of mine include a small Finnish island I cannot find, strange ingredients in my grandfather's recipes, like deer antler salt in his cookies, and regional costumes worn in the wrong region.
Angel's Cloud Swedish Genealogy
Links to Swedish genealogy sites.
[The original link is broken. This link points to an archived copy on the Wayback Machine]
A web magazine in Swedish about Swedish genealogy and heritage. A lot of articles and beautiful pictures. Learn about your ancestor´s life in Sweden.
ArkivDigital - Swedish Genealogy $
A subscription service with newly photographed color images of original Swedish church books, military records, estate inventories, court records, tax registers, prison records and many additional types of records.
Asmundsson´s Webpage - Your Guide to Genealogy / Din Släktforskningsportal
Swedish link for emigrants to USA.
Swedish photo exchange
Countryside Band is an open source community driven website for local historical materials and is built around locations around Sweden. In addition to facts and stories about the places are linked images and documents, information about people who have ever lived on the site, but also audio files and movies. Overall, it's about more than one million sites, pictures, documents and people , and the content is constantly growing.
Find your Swedish family history - Swedish Skeletons In the Closet
A page for people who want help researching their Swedish family history. Here you can also find information about the immigration to America from Sweden and see examples of conducted research.
Welcome to Folklore in Sweden, a unique web publication, meeting-place and knowledge bank for everyone who´s ancestors at one time left Sweden. Here Swedish history is presented from the view of the common people, telling of how Sweden was in the past.
Swedish page about genealogy. Lessons in Swedish on the PAF-program, links etc.
Links to Swedish genealogy.
Genealogy in Sweden / Släktforskning i Sverige
In Swedish.
Nilssons Släktforskningslänkar
Links to Swedish genealogy sites, (only in Swedish).
Scangen - Skånsk släktforskning
Swedish genealogy resources. In Swedish & some English.
A one window, megasearch engine for surnames. Can simultaneously search various databases using only one input screen. Includes CGI (LDS Mormons) Sweden, Ancestral File (LDS Mormons) Sweden, Geneanet Sweden, Google, genealogy Sweden, Google News Genealogy Sweden, Rootsweb message board Sweden, Ancestry.com, Email Finder Sweden, White Pages Sweden.
Svensk släktforskning / Swedish Genealogy
In Swedish only.
Sweden / Sverige » General Resources
31 Links


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By Victoria's Secret for Women
Very Sexy 2 Perfume by Victoria's Secret, This is the newest fragrance of the very sexy collection created by victoria secret . This unique scent is a mixture of freesia, blackberries, peony, white patchouli, and black plum. All products are original, authentic name brands. We do not sell knockoffs or imitations. ... Read More
- Y Tu Tambien
- Yardley Iris
- Yardley London
- Yardley London Soaps
- Yardley Peony
- Yellow Jeans
- Yendi
- Yendi De Capucci
- Yerbamate
- Yes We Can
- Yin
- Yin 2
- Yin Yang
- Ylang In Gold
- Yohji Essential
- Yohji Yamamoto
- You & I
- You & Me
- You Are Divine
- Young Sexy Lovely
- Youth Dew
- Youth Dew Amber Nude
- Ysatis
- Ysatis Iris
- Ysl
- Yujin Art
- Yujin Ecstacy
- Yujin Paradise
- Yujin Sensual
- Yujin Star
- Yujin Starnight
- Yves d'Orgeval
- Yves De Sistelle
- Yves dOrgeval
- Yves Rocher
- Yves Saint Laurent
- Yvresse
- Yvresse Legere
- YZY Perfume
Sorry, Very Sexy 2 is not in stock
Enter your email and click "Notify Me" and we will email you as soon as it comes back in stock.
This product has 4 Out of Stock items |
0.5 oz Min EDP Spray
Item #464355
Customers Who Bought This Item Also Bought
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See all Victoria's Secret products
Customer Comments
Liked the service very much--letting me know what I ordered and the cost. Prompt delivery--exactly what I wanted and what was described. I already put in another order and shall continue to use thei service. Happy Customer, Thanks much!
E. Christianson (Pleasant Hill, CA)
REVIEW SNAPSHOT®by PowerReviews
- Great smell (13)
- Draws compliments (10)
- Sexy (10)
- Clean & fresh (8)
- Great value (8)
Best Uses
- Special occasions (9)
- Evening (8)
- Daily use (7)
- Signature fragrance (6)
- Anytime (4)
- Reviewer Profile:
- Classic style (8), Natural style (4), Adventurous style (3)
- Fragrance Type:
- Floral (7), Powdery (5), Fresh/aquatic (4), Oriental/spicy (3), Woody/earthy (3)
Most Liked Positive Review
I live in Vietnam and come to Melbourne for further study. I already tried Very Sexy for her 2 in Vietnam but I did not believe its quality because there are a vast flux...Read complete review
I live in Vietnam and come to Melbourne for further study. I already tried Very Sexy for her 2 in Vietnam but I did not believe its quality because there are a vast flux of me-too-products in Vietnam. When I come to Melbourne. I am trying to look for this perfume but I am still doubtful until I search online and find this website for perfume heaven. I am so satisfied with the first item (SheWood) I bought there, I keep pursuing that I love is Very Sexy. That is wonderful and my boyfriend loves it, too. It seems to me that Very sexy makes my life easier. I LOVE IT. Thank you for your supply.
Most Liked Negative Review
To strong
It's ok
It's ok
Reviewed by 16 customers
Displaying reviews 1-5
Previous | Next »
- Clean & Fresh
- Draws Compliments
- Great Smell
- Not Overpowering
- Hard to get
Best Uses
- Signature Fragrance
Comments about Very Sexy 2 Perfume:
Have used this fragrance since it launched. Absolutely love it. Thanks frangrancex for stocking it and being able to ship it to NZ. Slight hiccup with my last order which you have resolved very quickly thank you. Looking forward to getting my hands on my perfume which has been out of stock for soooo long. Down to the last couple of sprays ! Hurry up postie!
- Fragrance Type:
- Clean & Fresh
- Doesn't Hold
Best Uses
- Evening Use
Comments about Very Sexy 2 Perfume:
Use in eveng
- Fragrance Type:
- Floral, Fresh/Aquatic
- Draws Compliments
- Great Smell
- Sensual
- Too Expensive
Best Uses
- Anytime
- Daily Use
- Evening Use
- Signature Fragrance
- Special Occasions
Comments about Victoria's Secret Very Sexy 2 Perfume:
It is my favourite scent. When I couldn't purchase it myself I was devasted. Thank you for allowing me to feel complete again.
- Fragrance Type:
- Floral, Powdery
- Great Smell
- Great Value
Best Uses
- Anytime
Comments about Very Sexy 2 Perfume:
This is the best perfume that I have ever owned. My husband sneezes when he is around scents. But for some reason not this kind. So it is about the only perfume that I can use.
- Fragrance Type:
- Fresh/Aquatic
- Clean & Fresh
- Draws Compliments
- Great Smell
- Great Value
- Long-Lasting
- Sensual
- Sexy
- Overpowering
Best Uses
- Anytime
Comments about Very Sexy 2 Perfume:
I like to smell it on my wife nick
- Fragrance Type:
- Floral
Displaying reviews 1-5
Previous | Next »


text:
We are migrating from Lotus Domino 8.5 to Zimbra 8.0.2 using the ZCSDominoMigrationWizard-220.127.116.116 tool.
The problem is that the emails in Zimbra show the sender and recipients with Lotus Canonical name instead of an correct email address.
In Zimbra appears CN=Laura/OU=Sistemas/O=Organitazion instead of email@example.com
We are found posts where the solution is enter our Lotus domain name in the BaseDN field, but does not work.
Can you help us?
Thanks in advance,


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Dear Editor:
Woodstock Land Conservancy is thrilled and inspired by Gov. Cuomo's recent announcement that his 2013 budget includes $2 million from the state's Environmental Protection Fund to initiate work on a Catskill Scenic Rail Trail.
This funding represents a strong endorsement of Ulster County Executive Michael Hein's plan for this spectacular 38-mile section of the mainly county-owned Ulster & Delaware Railroad corridor, which curves around the Ashokan Reservoir before following the Esopus Creek westward.
Hein's plan envisions a county-wide unified rail trail network (the largest in New York ), with Kingston as the central "hub" of three rail trails: Wallkill Valley Rail Trail (state Route 32), O&W Rail Trail (U.S. Route 209) and the Catskill Scenic Rail Trail (state Route 28).
This will be an extraordinary recreational asset for Ulster County residents as well as a powerful driver for sustainable tourism, economic development and non-motorized transportation.
A soon-to-be released study commissioned by the Catskill Center for Conservation and Development, Catskill Mountainkeeper and Catskill Heritage Alliance puts some hard data and dollars behind this vision. It estimates the economic impact generated by outdoor recreational activities in the central Catskills for the surrounding communities at more than $46 million from 1.7 million visitors annually, supporting 980 jobs.
Our supporters have made it clear they see creating and stewarding trails as a key part of our mission and our service to our community. We floated a warmly received, big-picture vision for an Catskill Scenic Rail Trail linked to the other Ulster Country rail trails and the Walkway Over the Hudson at our November 2011 Community Visioning/Stone Soup event. This concept was also incorporated into our recently unveiled Vision 2020 Strategic Plan (www.woodstocklandconservancy.org).
While the county's planning of the Catskill Scenic Rail Trail is still in its preliminary stages, we anticipate that when completed the rail trail will provide unique and strategic linkages to multiple key trails, recreational and scenic areas, potentially including the dramatic vistas along the Ashokan Reservoir. It will provide enhanced recreational tourism and business opportunities in communities from the city of Kingston, all along the Route 28 Catskill Gateway corridor in the towns of Kingston, Hurley, Woodstock, Olive and deep into the wild beauty of the Catskills in the town of Shandaken, ending at the Belleayre Ski Resort.
We are excited to work alongside a number of our sister land trusts in this effort to make the unified county-wide network a reality. Together we can help realize this bold and inspiring initiative.
We want to thank both Gov. Cuomo and County Executive Hein for their vision and leadership.
The writers are, respectively, chairman, president and executive director of the Woodstock Land Conservancy.


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If you didn't attend the webcast, Understanding Executive Issues with Employee Engagement & How to Increase their Support, with Dr. John Sullivan and moderated by Garry Kranz, Contributing Editor, Workforce Management, you can view it on-demand at: http://www.workforce.com/webcasts/may2012-engagement
Questions related to increasing executive and manager buy-in:
1. Engagement is not a priority for our organization. What can be done to increase the buy-in of senior leaders on the need for engagement programs?
John Sullivan: I find that executives are relatively easy to understand, they care about dollars first and then on what they are measured and rewarded on. They may say that other things are important but in my experience, if they're not directly measured or rewarded on a factor, then it won't get much more than lip service. Executives are usually measured on corporate goals, their own personal goals or objectives and the factors in their bonus formula. Executive compensation can tell you what specific factors they are rewarded on. Obviously if you want them to care about engagement, you need to show a direct connection between lower engagement scores and something they are measured and rewarded on. So if you're really bold, work with compensation to include engagement scores and improving engagement in their performance and bonus criteria, if you do, surprisingly you will find that they will be calling you and asking for your help on improving engagement. A second approach is to show a statistical correlation between a fall in engagement scores and a fall in revenue or business results. If there is no connection, your best option is to apply engagement actions to a weakly performing business unit in order to turn it around or to use the split sample approach that I referred to in the webinar. Be careful of making connections between engagement and turnover, because not all executives consider turnover a negative thing. If you use turnover, work with the CFO office to calculate the dollar cost of the turnover and present that dollar impact before you mention the turnover percentage rate. A final but weaker alternative is to convince business unit leaders of the value of engagement and have them lobby the CEO and CFO.
2. You've talked about getting executive buy-in on Engagement. If the survey identifies areas that executives themselves need to change, how do you make sure executives "hear" the feedback and actually change?
JS: Most engagement surveys do show that executives and their actions are a primary cause of low engagement. I find that executives must first see that engagement has a direct impact on productivity, retention and innovation before they will take any of your engagement results seriously. But even after you convince them that engagement has an impact, it is a harder sell to convince them that" they" are part of the problem. Because executives are focused on money and business goals, I find that the most effective way to get their attention is to demonstrate that business units with low engagement scores have weak business results and vice versa.
3. Working in government with a low turnover rate, how do you obtain executive support for engagement?
JS: The key in a low turnover environment is to shift the focus away from retention and toward productivity and meeting organizational goals. You need to be able to show that service levels, goal attainment and quality improve when employees are highly engaged. It's also important to remember that there are many factors that impact productivity, so you need to involve workers in determining the barriers to productivity and innovation.
Questions related to actions for improving engagement, innovation and productivity:
4. What kind of actions have you seen listed?
JS: I presume from this question that you mean what actions do HR departments and managers normally take to fix problems identified in the engagement survey. To start with, obviously the actions that you take should directly relate to the individual problems that are identified in the survey. However, there are standard actions that many organizations take. There is no master set of engagement actions but normally the list includes acknowledging the employee's concerns, increasing work/life balance, putting together a task force to fix any broken HR processes (i.e. career development or progression) and educating the workforce about actions that management is taking in each area of concern. Additional common actions include improving career progression, improving recognition, improving training and development, fixing bad managers and improving two-way communications.
5. What are some examples of "doing employee engagement"?
JS: Generally when that phrase "doing employee engagement" is used, it refers to the actions that HR and managers take as a result of receiving lower engagement rates from a survey. Obviously, you can't just take actions at random, so your actions should directly emanate from the individual engagement problems that were identified in the survey. Some engagement actions are relatively cheap and easy, like improving employee communications, while others, including increasing pay and benefits, are both more difficult and expensive. Whatever the actions, the basic goal is to increase employee loyalty and motivation to do more work.
6. Is there any logical grouping or hierarchical order to factors impacting talent management - for example: gaps are i) imprecise career paths; ii) engagement; iii) skills development, iv) subjective performance assessments; v) etc... Are there rules about which is foundational and which is built on the foundation?
JS: An excellent question. Of course every organization is different but if there was a single universal factor it would be weak managers, who are the primary cause of low productivity, low innovation, low engagement and high turnover. In my experience, the next most powerful impact factors are rapid learning and "doing the best work of your life". Firms like Apple are highly successful despite a relatively harsh and secretive management approach simply because the work itself is so important and exciting. Having unclear career paths is also mentioned in many surveys but firms like Google and Apple are notorious for having imprecise career paths but they are still productive and innovative. It's also true that the performance appraisal processes is mentioned as being too subjective, but this is true at almost every firm, except in the rare cases where managers rely on metrics and data, rather than opinions in their assessment. The Gallup organization has a list of productivity factors (i.e. the twelve questions) that have been developed over many years and I find them to be quite accurate.
7. How can managers boost employee engagement while dealing with budget and staff reductions?
JS: When resources are extremely limited, the most effective approaches for improving engagement involve shifting at least part of the burden to your employees. You can ask them directly or put together a team of employees to identify the most appropriate actions to improve engagement and productivity. You should also use employees to identify barriers to increasing productivity and innovation. Obviously you should try to identify "low hanging fruit" which usually include action tools like improved communications and best practice sharing. Both cost very little but they usually have an immediate impact.
8. How do we become experts on productivity vs. Engagement?
JS: First you have to decide if you are in the "survey business" or whether you are trying to impact business results. If you are results oriented, you have to identify and focus on all of the factors that affect productivity. There are at least twenty and engagement/motivation is only one of them. I recommend that you work with managers and employees to identify the factors that increase productivity and the barriers that decrease it. Then you need to benchmark both inside and outside your organization to identify the most effective "tools" for increasing it. I recommend that you provide managers with a "toolkit" that allows them to select which individual productivity tools seem most appropriate for their situation. Some productivity tools that I recommend include "how to best manage me", what motivates you?, How the best learn and best practice sharing tools.
9. What do you do with the results. How can you ask questions on surveys to get results that you can take action on?
JS: Negative survey results add no value if nothing is done to resolve the issues that they raise. In my experience, the best way to ensure that you take the "right action" is to ask employees to provide feedback on what they would like to have done. You can do this right in the engagement survey by following up any question about any issue or problem with a section that allows the employee to select their recommended actions from a provided list. An alternative approach is to track the effectiveness of the actions taken by different managers to resolve the same issue in the past, in order to specifically determine which actions were the most effective. In the cases where managers refuse to take action, the best approach is to quantify the dollar impact of the lack of action on productivity, work quality, attendance, innovation and turnover and report it to both the manager and their boss.
10. What are some ideas on how to support mid-level managers to act in an effective manner about Employee Engagement even if there is no Executive support or acknowledgement?
JS: Athough the support of senior executives is highly desirable, many organizations have successfully increased engagement, productivity and innovation without it. The most effective "mid-level" approach that I have seen involves providing managers with a "toolkit" which allows them to select the tools and actions that are most appropriate for their situation. Larger firms are now using internal social media and wikis to connect managers with similar engagement and productivity issues. The support from other managers, the ability to ask questions, along with a more effective sharing of best practices has an immediate impact without much cost or effort on the part of HR. Asking individual managers that have successfully resolved engagement issues to volunteer to act as virtual mentors can also be effective.
11. Do you see a difference in the engagement strategy for Baby Boomers and the succeeding generations?
JS: If you work in a global organization, it is extremely difficult to generalize about common characteristics of generations around the world. But given that caveat, it is certainly true that surveys of new generations show that they have less respect for corporations and that they don't intend to stay in any job for more than a few years. But since you're hiring individuals, your recruiting process needs to sort through the masses and select only candidates with a high level of excitement and commitment. Longer tenured employees are generally more engaged simply because they made a decision to stay long ago. And older employees may have fewer job choices, so they are more likely to accept what they have.
12. Do Google and Apple push increased engagement from HR? Or is it upper management with HR implementing tactics/programs such as measuring length of the line at the coffee bar?
JS: Both Google and Apple understand the value of great people management but in my experience, they rely less on centralized HR to provide direct help than most organizations. In my analysis, they focus more on hiring passionate and engaged individuals, than they do on tracking employee engagement. They both realize that increasing innovation is everyone's job. In addition, other important factors like productivity, collaboration, speed and agility are too important to be left to a single overhead function. It turns out that if you hire self-motivated, bright and agile people and you allow them to do the "the best work of their life", those two things alone will get amazing results.
13. Our CEO and top HR Leader recently separated from the organization, about three months after the results of our most recent survey results were released. What is the best strategy to get the new CEO and HR Leader engaged into developing an organizational response? Please note action planning is now occurring at the department level.
JS: Delaying the responses to any employee survey can be a major problem. When employees and managers take the time to fill out the survey, they almost always expect a quick response outlining the results and an action plan to resolve any identified issues. It doesn't take a rocket scientist to understand the problems caused by a long delay in reporting results, so my first recommendation would be simply to approach them and to ask them to act right away. My alternative recommendation would be to have the CEO announce that their response would be delayed for X weeks, until they can learn more about the issues and the effectiveness of the previous responses.
14. Do you have examples of those motivation questions from the hospital you spoke about?
JS: Baptist health care in Pensacola Florida provides all employees with a personalized motivation questionnaire. For example, employees are provided with a list of ways in which they can be recognized for good work and they then rank each on a scale, based on which one would have the most impact on them. The list of recognition factors includes a pat on the back, a small token of appreciation and acknowledgment in a staff meeting or in a company newsletter. There are other approaches and most of them involve providing a list of available motivators and the employee is then asked to choose the ones that would have the most impact on them.
15. Why is employee health and wellness not on the list of factors that increase productivity?
JS: Health and wellness is included under number 19 on the slide, outside of work issues. This item can also include family issues. Each firm should determine the specific productivity factors that have the most impact in their environment.
Questions related to proving the impact of engagement:
16. When you are trying to gather data for a sample: how do you eliminate all other variables to indeed prove a connection between engagement and increased productivity?
JS: A split sample with a control group is designed specifically to control all other variables. It is a standard approach that is used by many corporations to prove whether their products or advertising work. By definition, the control group "controls" for the other variables. In contrast, a pilot implementation does not control for other variables. In all cases, it's a good idea to work with the CFO's office in advance to ensure that your process for proving impact is logical and it has no major flaws.
17. What about a smaller organization without multiple divisions - how would we link engagement to results without that failing division "test case?"
JS: In smaller organizations, rather than selecting an entire division, instead select some poor performing teams or functions to demonstrate the impact of engagement. In some cases, the CFO's office will allow you to utilize a simple statistical correlation to show the connection between the scores and a rise in productivity or revenue. It's always a good idea to work with the CFO's office in order to determine in advance what approach would be credible and what approach would not be acceptable.
Questions related to reporting engagement results:
18. How do we evaluate how critical our workforce (engagement is) at different levels?
JS: The key to getting data from different job levels is to code your surveys with a job code so that you can identify the job level of the responders. It is still possible to have an anonymous survey but to be able to identify the job family or job level of the employees with low engagement scores. Most engagement surveys show that executives and those higher in the organization chart almost always have higher engagement levels (this may be because they have more control over their job). If you also prioritize your jobs so that you identify those with the highest business impact, you can then focus your engagement actions on those jobs, whether they appear at the top, middle or bottom of the organizational chart. You can also include a code for recognizing individual business units. If you're willing to give up anonymity in your survey, you can even track engagement levels back to the individual.
19. How can we evaluate employee engagement. If this is a survey how do we follow up with employees on the results?
JS: There are several ways to evaluate any "soft" program. The most powerful is ROI, showing that the value of the benefits that the program provides is much higher than the cost of the program. A second weaker measure is to survey all managers and ask them to rank all overhead functions and services based on how much they contributed to the manager reaching their business goals that year. In the survey, you simply list all of the overhead functions and have them select the ones that the manager feels contributed the most (i.e. cost accounting, purchasing, recruiting, engagement etc.). The weakest option is to survey employees or managers to see if they are "satisfied" with the engagement process and its execution.
20. We have our employee's review the data in small groups with their leader, so they own the data and agree upon actions rather than expect others to solve the problems. They are accountable for the solutions. No open ended questions are included. That is left of open discussion. Engagement is built into the debrief process.
JS: What you have described is an excellent approach. Rather than shot gunning actions across the entire organization, you are localizing them. The only thing I would add to your process is to develop an interview or survey approach for employees and managers to identify the barriers that restrict increases in productivity and innovation. This process of identifying the factors that prevent employees from doing more has a major and immediate impact.
Questions related to metrics and measurement:
21. How do you capture innovation on the front lines? The things an employee does differently that reflect a new innovation?
JS: First you have to set a definition for what is innovation. Normally it includes at least a 20% improvement in product features, quality or results, compared to the existing product, service or process. Some organizations use the term "implemented innovation" to differentiate things that are actually put into practice, compared to simply having creative ideas. If the leader sets innovation as a primary goal at the beginning of the year, it is much easier to increase innovation in those areas. In some cases, you have to attribute innovation to a team, rather than to an individual.
22. What exact metrics can we measure?
JS: Metrics are really simple, you need one for each major goal and problem area. Work with the CFO's office to identify what data is available and what are the organization's strategic goals. With engagement, you must show a direct connection between a change in scores and a change in productivity, innovation, output or goal attainment. Intuitively, almost everyone believes that there is a connection between engagement and performance but metrics allow you to move beyond beliefs and to prove it with numbers. The best single measure of effective HR is the ratio of dollars spent on labor and the revenue or profit of the organization.
23. How could I measure engagement when our organization has no measure on productivity? (This is In a University setting)
JS: Every organization (whether they are profit or non-profit institutions) has yearly output or results goals. These goals are usually broken into categories including volume, dollars, time, quality and satisfaction. At my university, goals include the number of students admitted, the number that graduate on time, job placement, money raised and student and faculty satisfaction. US News, Business week and various guides to selecting a University all include criteria and goals that can be used to measure the effectiveness of universities each year. So I often recommend that you use these already set performance criteria because they have been proven over many years. Once again I recommend that you work with the VP of finance to determine what they consider to be productivity and what is the best way to show that higher engagement scores result in an increase in productivity.
24. Having trouble understanding examples of engagement scores. Just surveys?
JS: The typical practice is to measure employee engagement through periodic employee surveys. Some surveys are done in-house, while others are done by outside vendors. Surveys can be inaccurate if your employees don't take them seriously (this usually occurs because past surveys have not resulted in any meaningful change). You can also target your surveys to particular functions or business units. There are alternatives to the survey, which can include utilizing focus groups or interviews with a sample of your employees to assess engagement levels. Engagement scores are usually reported as a percentage (i.e. the percentage of all employees that are highly engaged, the percentage with average engagement and the percentage with low engagement). The engagement numbers from this year are then compared to the numbers from last year. If you use an outside vendor, you can compare your scores to other firms.
25. Actually engagement is down now...people feel overworked and underappreciated.
JS: Engagement scores may well be down at your firm because of how workers have been treated. But the fact is that they would be down even further if factors like high unemployment and layoff rates didn't make your current employees feel more engaged (because at least the firm has provided them with job security). That is why you should adjust engagement scores either up or down based on these environmental factors that are outside of your control.
Questions related to turnover:
26. Is high turn-over then an indicator of underlying issues?
JS: High turnover is usually an indication of issues but there are exceptions. High turnover might mean you have great employees and a strong external image, so it is only natural that external recruiters will raid your employees simply because they are so desirable. Having too low of a turnover rate can actually be an indication that external recruiters do not view your workers as worth recruiting. The best way to determine the causes of turnover are to use post exit interviews to anonymously ask key employees why they left six months after termination. Gallup has done some excellent research in this area and they report that 75% of the cause of turnover can generally be attributed to something that the manager did or didn't do. As a result, I recommend implementing a bad manager identification program as a first step in reducing preventable turnover among your most desirable employees.
27. Don't a lot of people lie as to why they leave so that they don't burn any bridges?
JS: Yes, employees do lie during exit interviews. It is easy to find out if people are not telling the truth when they leave. Simply compare the causes of turnover that you obtain from normal exit interviews to the answers that you get using anonymous post-exit interviews after they leave. In my experience, because normal exit interviews are not anonymous and there is a risk of hurting your future references, you should not rely on exit interview results alone.
28. Engagement means "intent to stay" and "increased effort", but is not related to turnover rate? Why? Even though the definition includes "intent to stay?"
JS: Actually neither the conference board nor the Gallup definitions that I provided included any mention of "intent to stay". I emphasize productivity and innovation because they can decrease almost immediately when you have disengaged workers. Turnover problems occur over the medium or longer-term, so you will increase your impact if you focus on engagement, productivity and innovation. It's also important to note that there is some evidence that disengaged workers don't automatically quit. The factors that cause turnover are not automatically the same as the factors that cause engagement.
29. Isn't there a cost to replacing someone? Isn't that the case to make to the CEO or CFO?
JS: There is the cost of replacing employees but the cost is dramatically lower if the employee can be easily replaced or if the individual who is leaving is a bottom performer. The cost of losing a key employee can be 3 times their salary or even more if you include customer impacts. The key factor with engagement is that low engagement may cause an immediate drop in productivity and innovation but low engagement don't always cause immediate turnover. Incidentally, you can never assume that low engagement results in turnover and that high engagement levels prevent it. You must prove that engagement causes turnover using a process that the CFO approves. In my experience, executives are not overly concerned about employee turnover unless you can show that 1) it is preventable and 2) you go the extra step and convert the turnover rate into its dollar impacts, so they fully understand the cost of turnover. Many executives prefer to focus on "regrettable turnover", which includes only high-impact and hard to replace employees.
Questions related to hiring and engagement:
30. How would you recommend measuring engagement during the recruitment process?
JS: Obviously, if you hire individuals that have a history of high engagement or those that are already engaged and passionate about your firm, you won't have to spend as much time working on engagement once they become an employee. Applicants that barely know your company and that simply "want a job" are less likely to be engaged and passionate about your firm and what it does. You can assess the engagement level of candidates during the hiring interview or with a survey questionnaire. After one year, you can then assess whether highly engaged candidates turn out to be more productive and innovative on-the-job. If you find that their initial engagement level makes no difference, then assessing it during hiring is not necessary. But you are more likely to find that if you only hire individuals that know and are passionate about your firm (as well as self-motivated individuals) these new hires will require less effort to maintain their engagement and productivity levels.
31. After hearing an interview from an occupy person on Hannity of his discontent with corps., why would they apply? Why would we need to be concerned of this group? After the introductory period ends and the productivity of a person is not satisfactory, the choice of ending the work relationship may be more beneficial than keeping them....
JS: Because of the large volume of upcoming baby boomer retirements, it is highly unlikely that a growing firm can avoid hiring from the next generation. I certainly do support the concept of proactively terminating weak performers but many managers and HR departments are reluctant to get rid of their turkeys. An alternative approach is to assess individuals closely during the hiring process to ensure that they are a fit for your firm. Companies like Zappos, Google and Southwest go out of their way not to hire non-engaged individuals that simply want a job, any job". Zappos even requires a second interview by HR to ensure that they are hiring people that are passionate about the company and customer service.
32. Do you have any data on how long it takes a new hire to become disengaged?
JS: A great question. You could measure when they become disengaged. If you surveyed candidates during the hiring process on their engagement levels and then repeat the survey every six months to see when the individual's engagement levels went up or down. In my experience, engagement levels can begin decreasing during the first week as applicants begin to realize that the picture that was painted by the recruiter was overly optimistic. There is research to show that at some firms, as many as 40% of new hires quit within six months. The reasons for that early turnover include that the recruiter was less than honest about the job and that the individual's expectations were simply too high. Research by the Aberdeen group shows that 90% of new employees make their decision to stay at a company within the first six months, which could be an indicator that engagement is important during the first six months.
Questions related to revenue per employee measures:
33. Regarding revenue per employee - how do you account for the different factors that affect revenue? For example, Google's products and business model are very different from IBM's. So how do you know which workforce is truly more productive?
JS: Businesses are not tied to a particular business model, so if they stick with a failing one, you have to blame the managers and the employees. Google used to be a search engine and then it shifted its business model to become a phone company also. An alternative approach is to simply calculate the improvement in revenue per employee at your company year in and year out. By comparing yourself to yourself, you can see the improvement in productivity. You can also compare the percentage of improvement in revenue per employee at your firm compared to the average improvement percentages at other firms.
34. How to find out the revenue average in your industry?
JS: Some industry groups and analysts publish the industry average but you can also get it on Hoover's or Bloomberg. You can calculate it yourself among select firms by using the calculator found on wolframalpha.com.
35. Didn't answer my question - sounds like he said success was tied to the business model choices of managers. Seems to underscore my doubts about using revenue per employee as a measure of workforce performance.
JS: You really don't get to select your own measure based on your own personal doubts. You should always work with the CFO's office to determine which workforce productivity measure they consider to be the most appropriate. Revenue per employee is a standard measure used by CFO's in many industries but there are of course better measures. Profit per employee is another measure (at Apple it is over $500,000 per year) and the most effective measure that I recommend is the cost of labor compared to the dollar of profit generated each year (i.e. labor ROI).
Questions on related topics:
36. How do you measure decision-making speed?
JS: In a fast-changing and competitive marketplace, first entry and innovation are essential not just for success but for survival. Making fast decisions with sometimes less than perfect information is a critical component to reducing product time-to-market. You can measure decision making speed by tracking the number of weeks or months that it takes (on average) to a get approval of a million dollars idea or concept. You can also measure the average time it takes from project funding until completion. You can also measure the number of approvals required to find out why decisions are slow. If you find that decision-making speed is slowing, you can then take actions to speed it up.
37. How well does Dr. Sullivan feel executives understand organizational culture and its role in performance?
I have never met an executive that didn't feel that they fully understood their organization's culture. But the reality is that culture means many things to many people and almost no one uses a common definition of it. If you actually measure an organization's culture, almost every time you will find that it doesn't match what executives think it is. In my experience, converting" culture" to the desired behaviors, actions, measures and rewards makes any culture easier to understand and adhere to. Because a corporate culture is designed to enforce desired behaviors, spelling out in writing the direct measures, rewards and punishments for each desired behavior is also essential. Organizational performance is most often negatively impacted when executives post one set of values and behaviors on the wall but they recognize and reward a completely different set.
38. How do you manage an employee's sense of entitlement for "stuff" within an organization?
JS: Entitlement is when an employee believes that they have the right to continually get something, once they have been initially provided with it. The most effective approach for limiting entitlement is to make any benefit contingent upon a certain level of performance. And obviously you have to adjust the benefit when performance goes down. You also need to educate workers, so that they understand that these factors can only be provided when performance, revenue or productivity goals are met. Obviously if you never vary the factor or benefit, employees may get the sense that they deserve it. Fighting the entitlement mentality is especially difficult in large bureaucracies and in a union environment.
39. A supervisor has told an employee that he puts out much effort to satisfy her but he is not growing? How can this employee move from present stage to the growth stage as being suggested by the supervisor?
JS: Not every employee is focused on the future, so it's not unusual for an employee to be focused exclusively on doing their current job well. I have found that if you want an employee to shift into growth mode, you must first tell them not just what you expect, but also why you expect them to grow. If the growth eventually means more job security, a promotion or a pay raise, you have to let the employee know that. Many employees are not confident in their ability to grow, so you might also need to have their manager encourage them and to reassure them periodically that they can successfully grow and learn. And finally, the employee may need direct help. As a result, the manager should agree to help them develop a growth plan and also agree to work with them directly or to provide them with a mentor to help them grow. Unfortunately, some workers are simply not interested in growing, so in those cases, you need to accept that fact or begin steps to replace the worker with someone that has growth capability.
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Understanding Executive Issues with Employee Engagement & How to Increase their Support