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I have two laptops in my house running xp which I'd like to lock to only use
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DAN RYAN NEW ADELAIDE THUNDERBIRDS HEAD COACHDan Ryan will lead the Adelaide Thunderbirds in Australia's new National Netball League after being appointed head coach for the next two years. His clear vision for...Read More
Brice named Best New TalentAdelaide Thunderbirds goal shooter Kristina Brice has been named ANZ Championship Best New Talent for the 2016 season. First called up to the team in Round 4,...Read More
Glitz and Glam – Thunderbirds Awards NightJoin us for the 2016 Adelaide Thunderbirds Awards Night, as we celebrate in style with a bit of glitz and glam! The glamours night starts as the...Read More
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I wrote:
> These tests always kind of make me a little mad, knowing that
> people are actually using them to make important decisions
> about people's lives when in fact they seem so arbitrary.
In fact, I'm not the only skeptic of this stuff:
Anything that relies on the work of Carl Jung might be fun and interesting,
but it's definitely not science.
Christopher Fahey
me: http://www.graphpaper.com
Extroverted Intuitive Feeling Judging
1 50 38 44
I am a consultant IA that specializes in search optimization and stand
firmly with the person who said Jungian analysis is a little suspect. :)
Fascinating exercise. Many thanks for initiating.
-----Original Message-----
From: discuss-bounces at lists.interactiondesigners.com
[mailto:discuss-bounces at lists.interactiondesigners.com] On Behalf Of
Christian Crumlish
Sent: Saturday, September 30, 2006 11:48 AM
To: Dana Smith; discuss at ixda.org
Subject: Re: [IxDA Discuss] What's your Personality Type? (Related
to:NowHiring Leonardo DaVinci?)
[Please voluntarily trim replies to include only relevant quoted material.]
The quick two:
- What is your type?
According to the test I just took, to which you linked, I'm an ENFP, about
2/3rds toward extrovert and hovering right around the middle on the other
three axes.
I'm quite sure in the past, though, that I've come up an I, a T, and a J. I
think I'm always an N. My problem with this system is that the questions are
all dichotomies without context, sometimes false dichotomies, and I often
could choose either answer. The other problem I have is that I think
sometimes we answer with a self-assessment and other times with a wish about
who we were.
- What is your occupation? (Please be as specific as possible.)
Web strategy consultant, specializing in information architecture and
interaction design.
If you're willing to write more:
- How does knowledge of your type impact your thoughts about your
career, design, other people, and yourself - as a designer and as a
Not at all, as I don't really trust the scheme.
- What was your experience when you learned your type? Was it
meaningful to you?
Not really.
- Has personality type ever played a role in your research or designs?
Christian Crumlish
Welcome to the Interaction Design Association (IxDA)!
To post to this list ....... discuss at ixda.org
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On Oct 1, 2006, at 7:06 PM, Marianne wrote:
> I am a consultant IA that specializes in search optimization and stand
> firmly with the person who said Jungian analysis is a little
> suspect. :)
> Fascinating exercise. Many thanks for initiating.
Yeah. I'm also very skeptical of both MBTI and the Kiersey
temperament tests. Some years ago, when I took the tests online, I
managed to score in each of the 4 areas by taking it many times.
Entertaining, yes. Meaningful? Valid? Not sure--- I didn't study it
in-depth. Also, I point out that Kiersey, and the MBTI are not the same.
What about other such profiling surveys? Such as the Herrmann Brain
Dominance Instrument? See: http://hbdi.com/
Have people used other such tests?
For today, I'm ENFP, though this is highly volatile, as i mentioned I
seem to recall: INTJ, ENTJ, ENTP, etc...
have a nice day.yad


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By Todd Ritter
From: Lafayette
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rating: 5.11d 7a 24 VIII 25 E5 6a
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Here's Malaya! Malaya is almost a year old, and in August of this year she was diagnosed with a very aggressive and cancerous brain tumor. Malaya was only 7 months old at the time of her diagnosis. Malaya did have surgery done in an attempt to remove the tumor, but only about 10% of the tumor was removable. The specific type of cancer that Malaya was diagnosed with is called Atypical Teratoid Rhaboid Tumor or ATRT. This particular type of cancer is extremely rare and occurs in about 3 in a million children every year. This particular type of tumor effects the central nervous system (brain and spinal cord). The survival rate of children with this particular type of cancer is 10%, and most typically, children under the age of three are diagnosed with ATRT. You can read more about ATRT here: http://www.cancer.gov/cancertopics/pdq/treatment/child-CNS-ATRT/patient/page1
Since her diagnosis in August, Malaya has been through so much. She has had two shunt surgeries, and two central line replacements. Central lines have been used to give Malaya the chemotherapy drug to help kill this tumor. At the end of October, Malaya had scans done and found that her tumor was shrinking!!!! Doctors didn't see a need to do surgery as the chemo is working!!! This little fighter is definitely winning her battle. Cancer has nothing on her! Through all of the battles Malaya has been fighting she still smiles. I chose the picture above from her Facebook Page : https://www.facebook.com/pages/Malayas-Mountains-Testimonial-Page/144442139035751?fref=ts because her mommy said that they had just spent 2 hours trying to get her TPN line back in and she was crying the whole time. She spent 2 hours crying and still managed to flash a beautiful smile through all of it! What an amazing little girl!. Malaya also has another Facebook Page https://www.facebook.com/groups/415957868451889/ her mommy updates on her appointments and general updates on how Malaya is doing. Please take a moment and check it out.
I'm very thankful to Misty, who is a friend of Malaya's family, for contacting Malaya's Mommy and letting her know about Precious and Priceless Kids. I'm grateful for having the opportunity to be able to share Malaya's story with all of our blog readers. I'm most excited to continue to read up on how Malaya is kicking cancer's behind and ultimately deemed in remission!


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High school and middle school Nordic skiers headed south to compete in the fifth CNISSF race of the season, the Mammoth Classic, at Tamarack Lodge XC on Friday.
Danielle Nivinski of the Sugar Bowl Academy won the high school girls race, while Shane Christian of North Tahoe won the high school boys race, Alder Creek's Megan Burrill and Grace Bronstone tied for the win in the middle school girls race, and North Tahoe's JC Schoonmaker won the middle school boys race.
Nivinski posted a time of 23:02.75 to take the win ahead of Mammoth's Amanda Kirkeby, who was runner-up in 23:13.62. Bria Riggs of the Sugar Bowl Academy was third with a time of 23:36.24 and was followed by Truckee's Lizzie Larkins (23:55.16) and Skyler Flora (24:57.40).
Sugar Bowl Academy skiers Camille Hartley and Savannah Blide finished sixth and seventh, respectively, followed by North Tahoe's Tara Gallant and Truckee's Bri Parker, Kyla Burrill and Claire Lang-Ree.
In the high school boys race, Christian led the way with a winning time of 19:43.30 Peter Carroll of the Sugar Bowl Academy was second in 20:22.61 and North Tahoe's Dylan Syben rounded out the top three in 20:37.74.
Sugar Bowl Academy athletes claimed the next three spots, as Ryland Belisle posted a time of 20:54.48, Skyler Mullings 21:03.68 and Casey Jobe 21:05.04. They were followed by Mammoth's Trace Calvin, North Tahoe's Julien Bordes, South Tahoe's Harley Norton and Mammoth's Connor Kusumoto.
Burrill and Alder Creek teammate Grace Bronstone finished 1-2 in the middle school girls race. They're listed with identical times of 16:46.6. Chloe Gorman of the Sugar Bowl Academy was third in 17:17.6, followed by North Tahoe's Camille Syben and Mammoth's Meaghan Thompson.
Schoonmaker claimed the victory among the middle school boys contingent, posting a time of 14:44.9, while Alder Creek's Tyler Ferrera finished runner-up in 15:53.2 and Jared Mahler of Mammoth was third in 16:11.7. Haydn Halvorsen of Alder Creek was fourth and Max Roske of North Tahoe fifth.
Halvorsen, Holmes performing well in Scandinavia Cup
Far West Nordic juniors Hannah Halvorsen and Peter Holmes are competing in the 2014 Scandinavia Cup in Rovaniemi, Finland.
Halvorsen was 18th overall (third U.S. female) in the girls 5-kilometer classic, and Holmes was 41st overall in the boys 10K classic.
Holmes was 24th in the 1.4K boys free sprints, and Halvorsen was 26th in the girl's 1.1K sprints.
Far West Nordic represents in Boulder Mountain Tour
Far West Nordic was well represented in the 32-kilometer Boulder Mountain Tour in Sun Valley, Idaho, this past weekend. A total of 620 skiers completed the race, which is in its 39th year.
Far West Farm Team alumni Chelsea Holmes finished first in the women's field, while Matt Gelso was second overall. Elite Team racer Patrick Johnson finished fourth overall and Wyatt Fereday was ninth (fourth 25-29 men).
In addition, Far West masters June Lane finished first in the women's 65-69 division, Ralph Johnson was second in the men's 65-69 division, Marilynn Modafferi was fourth in the women's 65-69 division, and Bill Thauvette was eighth in the men's 70-74 division.
Information used from www.farwestnordic.org.


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View the original newsstand at: http://www.countryweekly.com/newsstand/february-27-2012-trace-talks
Trace Adkins, known for being a straight shooter, gets ready to launch his Songs & Stories Tour, which will allow him to get up close and personal with fans. The fans will have an opportunity to make requests and submit questions for Trace, who will share the stories behind his biggest hits.
In this revealing cover story, Trace also talks about the recovery that his family is making after a fire destroyed their home this past year. "You just move on," he says. "I have to keep marching ahead."


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Finishing Technique for Greene and Greene Furniture
Smoothing Plane Tips and Techniques
Veneering Unplugged
How to Sharpen a Spokeshave
Customize Your Router for Centered Mortises
Unstuck From Super Glue
Workbench Tool Storage Solutions
Get Sharp Fast
Hinge Mortises on the Tablesaw
The Simple Art of Spoon Carving
Drawbore Your Mortise-and-Tenon Joinery
The Essential Tool Chest
Simple Tape Trick for Tight Fitting Through-Mortises
The Coolest Cutting Board Ever?
Simple Cabinetry with Pocket Hole Joinery
How to Sharpen Hollow Chisel Mortising Bits
Speed Up Handplane Honing with Your Ruler
Capture More Dust from Your Router Table
Installing a Vise
A Woodworker's Guide to Grain Direction
Tool Chest Contest: Official Rulescomments (2) May 8th, 2009 in blogs, Reader's Gallery
Fine Woodworking's
"A Place for Every Tool & Every Tool in It's Place" Contest
Official Rules
NO PURCHASE NECESSARY TO ENTER. Entries for this "A Place for Every Tool & Every Tool in It's Place" Contest (the "Contest") will be accepted during the period beginning at 12:01 a.m. ET on May 4, 2009 and ending at 11:59 p.m. ET on June 30, 2009 (the "Contest Entry Period"). All entries must be received during the Contest Entry Period. The Contest is open to legal residents of the United States and Canada (except Quebec), who are at least 18 years old. Contest void in Quebec, Puerto Rico and anywhere else where prohibited.
TO ENTER: There is one way to enter the contest. 1.) Visit http://finewoodworking.taunton.com/contest/tool-chests-cabinets. Create an account if you do not already have one by entering your first name, last name, email address, password, security question and screen name. Once you have created your account you can then upload your photo by entering a title, attaching the photo and adding a brief description of your project. Submit your completed online entry form. All entries become the property of the Sponsor.
Sponsor not responsible for unavailable network, failed server or other connections, miscommunications, interrupted, misrouted or scrambled transmissions or other errors or problems of any kind whether mechanical, human, electronic or otherwise. The Sponsor assumes no responsibility for lost, stolen, delayed, damaged or misdirected entries or for any failure of the website during the contest period, for any problems or technical malfunction of any telephone network or lines, computer on-line systems, access providers, computer equipment, software, failure of any e-mail entry to be received by Sponsor due to technical problems or traffic congestion on the Internet or at any website, of any combination thereof including any injury or damage to an entrant's or any other person's computer related to or resulting from playing or downloading any material related to the contest. The Sponsor reserves the right, in its sole discretion to cancel or suspend this contest should a virus, bug or other cause beyond the reasonable control of the Sponsor corrupt the security or proper administration of the contest. Any attempt to deliberately damage any website or to undermine the legitimate operation of this contest is a violation of criminal and civil laws, and should such an attempt be made, Sponsor reserves the right to seek remedies and damages to the fullest extent permitted by law, including criminal prosecution. Entries are subject to verification and will be declared invalid if they are illegible, mechanically reproduced, mutilated, forged, falsified, altered or tampered with in any way. Entrants to abide by the Contest Rules and decisions of the judging panel which are final.
1 36" SawStop Professional Cabinet Saw Value $2,899.00
Total prize total approximate retail value (ARV) of: $2,899.00. All prizes will be awarded.
Names of prize manufacturers are used solely for the purposes of identifications of the prize. No endorsement, authorization, sponsorship, or approval of Taunton Press, Fine Woodworking or of this contest is intended or implied.
TERMS/CONDITIONS: No transfer or substitution of prizes. Employees, officers, and contractors (including immediate family members and members of the same household) of Sponsors, affiliated companies, subsidiaries, distributors, dealers, retailers, vendors of Sponsors, and all other entities associated with this promotion, are not eligible. All Federal, State/Provincial and local laws apply. The winners will be responsible for all Federal, State/Provincial, and local taxes related to prize.
WINNING: On or about July 2, 2009 judges will choose one winner from among all eligible entries received. Entries will be reviewed and judged by a panel of qualified judges. Entries will be reviewed and judged on the basis of quality and craftsmanship. The winner will be notified by email initially, then by mail within 10 days of the selection. Judges decisions are final. Odds of winning will depend upon the total number of eligible entries received. One prize per person, household, or family.
CLAIMING PRIZES: The winner must sign and return an Affidavit of Eligibility and Liability/Publicity Release within 10 days of notification, or prize may be forfeited. Winner will also be required to provide proof of age. (Tennessee residents will not be required to sign Publicity Release as a condition of winning a prize.) All prizes will be awarded.
WINNER'S LIST: Send self-addressed, stamped envelope by June 22, 2009 to: Fine Woodworking "A Place for Every Tool & Every Tool in It's Place" Contest Winners List Request, PO Box 5506, Newtown, CT 06470.
SPONSOR: The Taunton Press Inc., Fine Woodworking magazine 63 S. Main Street, PO Box 5506, Newtown, CT 06470-5506.
posted in: blogs, Reader's Gallery, tool chest
Comments (2)
Where is the other crucial information: Who are the judges? What criteria will be judged? Craftsmanship alone, or is functional design a weighted criterion? If so, is the originality of the design as important as the execution? ..or is an accurate copy more suited to the judge's esoteric tastes? How many judges will there be and what are their backgrounds or qualifications?
Is that crowded Studley chest the sole benchmark, or can other more practical designs stand a chance? Is ornamentation more important than function? Is complexity even a virtue? Wouldn't practicality and use-ability be more important to your readers? Is the contest biased toward hand-tool chests or hand-tool methods? That would seem strange given the power-tool manufacturer offering the prize, however it might make sense for hand-tool Luddites.
Are there different divisions or secondary and tertiary prizes? That would make sense given your readership. Are the winners to be picked solely from photographs, or is there some provision for inspecting the works closely, in person? Further, can a single individual enter more than once? Without any design or judging criteria, it's hard to guess which work a person might want to enter. Some of us might have several different designs for different purposes, but without any clear guidelines, the "contest" sounds more like a popularity contest than a "craftsmanship tour-de-force."
Nowhere on this site can I find any information about these important considerations.
Posted: 9:27 pm on June 13th
Posted: 7:50 pm on June 5th
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America's Pastime has Joined up with Diaz Gloves.com as the only Illinois sales rep. Diaz Gloves.com are 100% custom made to your liking this give you the choice of colors, web styles, embroidery and flags to choose from. Check out the Diaz Gloves.com builder your own custom made glove 100% to your liking. Also with softball season and baseball season around the corner if you child gloves needs to be relaced or repaired my fee is $35.00 for natural colors tan,black, and brown. $ 45.00 for team or school colors each glove repaired or re laced will be oiled, conditioned and cleaned. I also do something new that nobody else in the area does Name and Number stamping which is free if you use my services. Which I pride myself on same day service and if you have any questions about Diaz gloves.
Please Call Frank Campos at 815-272-4000
America's Pastime is a custom glove lacing and glove repair company.
I will come to your try outs and tournaments.
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As the Protestant mother church of Dresden the Kreuzkirche is also the seat of the Bishop of the Protestant Evangelical Church of Saxony.
With more than 3,000 seats the Kreuzkirche is the biggest church building in Saxony. Founded as the Nikolaikirche (Church of St. Nicholas) in 1215, it was reconsecrated as the Kreuzkirche in 1388. Owing to its central location on the Altmarkt, its unique character, and the broad range of activities it offers, it remains an important ecclesiastical centre of the city.
The more than 20 vesper services taking place each year on Saturdays are intended to be musical prayers and draw regularly more than one thousand listeners and worshipers. The choral music resounding from the presbytery is supplemented by organ music, the Word for Sunday, congregational chorale as well as by prayers and a blessing.
As many as 35 times a year the Crucians sing the motets from the choir loft during Sunday morning services and intone the anthems from the presbytery with a small choir group in liturgical Kurrende habit. Another special feature is the chanting of epistle and gospel, respectively, by a single Crucian.
Each year the Dresdner Kreuzchor performs ten concerts in the Kreuzkirche in accordance with the ecclesiastical year. Two Christmas Carol Evenings are followed by three performances of the Cantatas 1 to 3 of Bach's Christmas Oratorio; the Cantatas 4 to 6 follow at the start of the new year. The day commemorating the destruction of Dresden during World War II is observed by the choir with works that reflect the day's character of admonition. During Holy Week, the programme features two performances of St. Matthew's Passion by Bach. In the early weeks of summer, a choir-symphonic work for a large number of performers is usually performed as part of the Dresdner Musikfestspiele (Dresden Music Festival). In autumn on Eternity Sunday, the German Requiem by Johannes Brahms concludes the concert year of the choir at the Kreuzkirche.


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By Sergeant Major Randolph Hollingsworth
My guest writer for this issue of MIPB is Sergeant Major Lealand L. LaFluer, SGM of the U.S. Army Europe (USAREUR) and 7th Army Office of the Deputy Chief of Staff for Intelligence (DCSINT). He reminds us that caring for our soldiers involves more than ensuring that they are fed, paid, and receive their mail. Caring for them includes training, operations, maintaining, discipline, and having fun. These are all important in
developing and nurturing well-rounded soldiers.
Regard your soldiers as your children, and they will follow you into the deepest valleys; look on them as your own beloved sons, and they will stand by you even unto death. If, however, you are indulgent, but unable to make your authority felt, kindhearted but unable to enforce your commands; and incapable, moreover, of quelling disorder, then your soldiers must be likened to spoiled children; they are useless for any practical purpose.
--Sun Tzu
The mission and caring for soldiers go together; neither is more important than the other. Soldier-caring is more than three meals a day and a cot, payday, and mail call. It includes training your soldiers to survive and complete their missions in battle. It means demanding and checking to ensure that they are abstaining from drugs and alcohol abuse; ensuring they are working their military occupational specialties (MOSs); and receiving continual training to improve their skills in their MOSs and in leadership skills. You must ensure that they get the opportunity to be promoted and that they do not have to work for incompetent noncommissioned officers (NCOs) or officers.
Get feedback from them affirming that they fully understand their jobs and their places in the units' hierarchies. Let them know that they are appreciated for their service to the country, the Army, and their units. We must develop an atmosphere where soldiers enjoy going to work and feel positive about their units and their jobs. Counsel them so that they understand their rights and benefits and ensure they receive all that is due them regarding rewards, recognition, and discipline, as the situation dictates.
The term "soldier" refers to officers, NCOs, and junior enlisted; they are not troops, personnel, assets, or "bodies." The U.S. soldier is an adult who made the conscious decision to contract with the Army to serve for pay and benefits. These soldiers are volunteers under a binding oath. The Army and their units have a right to expect honorable and faithful service 24 hours a day for their entire term of service--nothing less. Every soldier has the right to expect caring competent leaders--leaders dedicated to their welfare while they assist in accomplishing the unit's mission.
You must earn respect, trust, confidence, and loyalty. Do not expect these to be issued with your rank. A soldier's loyalty goes first to his country, the Army, his command, and finally to his supervisor. You gain your soldiers' confidence, trust, and respect by the decisions you make and the way you enforce them.
I once saw a young specialist in my company receive an Article 15 for fighting. That evening a soldier from another unit visited our compound and called our commander a name. Our young soldier grabbed the outsider and knocked him to the ground, saying, "No one calls my commander a $*#&! and gets away with it." The next morning he reported to the commander to receive another Article 15. Asked to explain his actions, he told the commander, "Sir, this is my company and you are my commander; nobody shows disrespect to either. Not while I am around."
When the commander asked the young man if he should get a lighter punishment for the incident, he said, "No, Sir! I understood what the punishment would be for my actions before I took them. You are my commander and you have already set the standards in the company. I do not expect, nor want, you to change those for my benefit."Training
Train to standards; training to anything less will only set up your soldiers for failure. Bending or compromising the standards for anyone makes you a failure as a leader. You can and should train to surpass military standards, but never train to a lower standard. When training, know your audience and train to the lowest level of those present. This way, you teach everyone to the same standards.
A test of skill will detect your soldiers' knowledge before and after your training. Use this test to determine where your section, team, or unit stands on each task. A lack of testing will become apparent when you can least afford the negative results. A good soldier team can cover each others' weaknesses, but only if the weaknesses have been identified. Testing also gives the unit a means to assemble teams with the knowledge that the balanced skills will accomplish the mission.
You must train at the lowest level to develop both strong teams and esprit de corps. For the most part, soldiers will work and fight for the smallest element with which they are associated: the team, section, etc. Leaders must use one-on-one, hands-on training as it is the most effective training method for small sections. The leader must also know and use soldier assets to help train new team members. You will see the pride gleam in the face of a specialist when you tell him to take a new soldier and bring him up to speed with the unit.
When deploying elements of your unit, deploy personnel with their assigned teams. Avoid deploying make-shift teams of individuals who have not worked together. Deploying teams that have trained together will give you better results because your teams have developed team proficiency as a result of continually working together.
Train yourself and your soldiers thoroughly. Commanders want to know that the soldiers in their command know their jobs and the unit's mission. That means that soldiers can greet and brief visitors in their sections, no matter what the visitor's rank. This indicates to the higher leaders that the leadership of this section has excelled in all areas, including training and maintaining communications and standards. This also infers that soldiers care about themselves and what they are doing. Senior leadership should not have to defend your area from visitors. We want to welcome visitors because we have the best soldiers in the Army working for us!
Do not confuse the NCO's use of corrective training with discipline--it is training. Conduct this training with no parameters, only a goal. The goal is to retrain deficient soldiers in the areas in which they are deficient. The duration of this additional training depends on the comprehension level of the soldier and his dedication to the training. Soldiers who fail to attain the goals of the retraining should be removed from the military for their inability to conform to military standards.Operations
Good leaders have trained units. They know that their soldiers enjoy demonstrating their hard-gained knowledge. The best impression a high-ranking officer receives of a subordinate leader is the impression demonstrated by the soldiers trained by the junior leader. Let the real experts you trained do their jobs; good leaders know when to step back and let the unit run itself. If you are afraid that your unit cannot complete its mission without you, you have a shortfall in training.
Plan ahead to minimize disruptions to soldiers so you achieve maximum benefits during working and training hours. However, short-notice requirements are a reality; if such a requirement appears, plan its execution first, before reacting. Once the mission is underway and progressing satisfactorily, then address the issue of the short notice.
Delegate regularly and demand honest responses to the progress of your projects. Delegation does not absolve one from the problem-solving process. It means a logical distribution of tasks within the section, team, or unit, and holding the tasked soldier accountable. Delegation develops teamwork and helps to identify, evaluate, and train subordinates. A good example is the old power-down concept: let the lowest-ranking soldier who can do the job do it. The opposite of this is the leader that has no time because he attempts to do all the work he needs to accomplish. The problem is that he does not trust his soldiers to get the job done to meet his and the Army's standards. To avoid this, train your soldiers to meet all standards; then delegate to your soldiers the jobs for which they trained.
Meetings with objectives are valuable if there is an agenda in place. If the meeting calls for a decision, it is the leader's job to make the decision. Once the commander makes a decision, all members of the team, section, or command must comply with both the letter and the spirit of the decision. Lack of support for our leaders means failure for everyone involved.
Staffs make their livings from information servicing. Their thirst for information is boundless. Experience tells me that the path of least resistance is simply to answer tasks, mail, and questions when they arrive and be done with it. He who hesitates is backlogged.
Do not screw up safety! Allow for the latitude to make mistakes; expect them, but keep soldiers and equipment safe. Safety errors have caused death and serious injury; these reflect a lack of caring by leaders. When in doubt, back off and wait for the professionals in that area to arrive. It is far better to waste time than lives.Maintaining
The backbone of any group of soldiers is the self-motivated soldiers. They work hard at their jobs and produce worthwhile results without being coerced into doing so. These soldiers carry their groups through the exercises, inspections, daily work, and the battle. They drive on no matter what, and other, less-motivated soldiers follow them and think they are indispensable. History has proven time and again that no one is indispensable. Hopefully, you will have these motivated soldiers throughout your unit. You must reward, encourage, and protect these soldiers while developing them for positions of greater responsibility.
Do not keep these good soldiers down. Often they do not get the benefits of schools or good temporary duty assignments, mainly because people have the misconception that they are truly indispensable. Leaders must guard against this and turn the good soldiers loose for the long-term good of the Army.
Maintenance of all equipment in your charge is an absolute necessity. As a leader, you are held accountable for the proper functioning of your equipment. This can mean the difference between a successful or failed mission. Perform maintenance daily or on a regular schedule, by the numbers, and inspect frequently. How well a unit maintains its soldiers, their dependents, and its equipment shows how caring and dedicated its leadership is.Discipline
Discipline addresses those areas where soldiers who disobey will suffer the consequences available to the Army and its leaders to inflict. Some of these areas include deliberate lying, not telling the whole truth, covering up, drug use, alcohol abuse, family member abuse, and deliberate or foolhardy ignoring of safety procedures. These infractions must be dealt with within the framework of due process---but never ignored.
A leader's confidentiality is essential for good teamwork. This does not mean he fails to act on information imparted to him, including informing the chain of command when necessary. But he does not discuss soldiers who have problems, personal or professional, with unauthorized people.
There is an erroneous perception by some that there is the requisite "bad cop" in the command. No leader should be getting the job done by imbuing fear or intimidating the soldiers. This method blocks the lines of communication and discourages initiative. When there is a need for a strict disciplinarian, the leader must be willing to fill the bill, but only as a last resort and only as long as needed.
Equal opportunity means affording each soldier the opportunity to go as far as he can within his potential. It also means each soldier will pull his share of the load. Prejudice of any type destroys the potential of personnel and unit success. Leaders must retrain and counsel prejudiced individuals and, if necessary, remove from the service those who continue to display prejudice toward others.
All soldiers are accountable, whether it is accountability for the care and maintenance of their TA-50, personal appearance, conduct, fitness, MOS proficiency, or care of family members, assigned vehicle, or weapon. Failure on a soldier's part to maintain this accountability can result in everything from counseling statements to Uniform Code of Military Justice action. We must take these actions because soldiers should not be required to endure fellow soldiers who willfully fail in their performance of duty. This destroys morale and unit efficiency; failure to enforce accountability will show up when least desired.Having Fun and Rewarding Excellence
When you are no longer having fun doing your job, it is time to leave and find something else to do that you will enjoy. Your soldiers also need to have a sense of enjoyment in what they are doing. I have seen soldiers who have been in the field for months, smiling and bragging about what they accomplished. They enjoyed their jobs. On the other hand, I have also witnessed a soldier who has never been to the field who complained about how miserable things were and how he could not wait until his time was up and he could get out of the military. He had no job satisfaction. Coming to work should not be a miserable experience; one should end each day with a sense of accomplishment and anticipation for the next day's activities.
Time off with family and friends and the ability to travel and relax are important components to a healthy, positive outlook. Taking leave helps individuals to recharge and approach their duties with renewed vigor. Giving passes as incentives for the extra efforts of your soldiers helps to build morale and set incentives for excelling on the job.
Many spouses work outside the home or have enormous responsibilities for their families. Leaders should encourage spouses to participate in the full array of social events, but there should be no pressure to do so. Structure your social events to fit the needs of the unit and the desires of a majority of its members. Hopefully, the command climate will generate the desire for soldiers to socialize together and to play hard together.
Leaders must be compassionate and courteous. Compassion must not be taken for or developed into a weakness. Compassion involves being courteous to all, especially to your soldiers' dependents. It means taking the time to show your appreciation for a good job, however great or small. It has nothing to do with failing to enforce standards to the point of punishment.
Award soldiers who excel. The Army awards program is an open door, adding one more item to the leader's arsenal of benefits which he can bestow upon the soldier. Use these to reward those who put forth the extra efforts in mission accomplishment. I have seen soldiers work diligently during their entire tours and receive no special recognition or awards. The people who observed their work leave prior to the soldier's departure and the soldier receives a lesser award or no award for his efforts. When leaders depart, they need to ensure they prepare awards for their deserving soldiers, even if this documentation is for continuity purposes and is just passed to the incoming leader.
Also remember: impact awards speak louder than an end-of-tour award when it comes to bettering your unit's morale. Your soldiers will see an individual's accomplishments and the presentation of the award within a short period of time. This shows soldiers that they have leaders who care enough about their soldiers to do the right thing for them.
U.S. soldiers are our most efficient weapon because their leaders have trained them well and encouraged them to use their initiative to accomplish their mission. We have no leaderless soldiers on the battlefield; we have soldiers who are independent weapon systems who will continue their mission as long as they have the means. By the good graces of the military leaders I have had, I am the noncommissioned officer I am today.
ALWAYS OUT FRONT!Sergeant Major LaFluer is the USAREUR & 7th Army DCSINT Sergeant Major in Heidelberg, Germany. He is currently working on masters degrees in both History and Psychology with the University of Tennessee where he plans to pursue his Ph.D full time upon retirement. Readers can reach him via E-mail at [email protected] and at German civilian telephone 06221-57-8855 or DSN 370-8855.


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IFA blasts Canada Life over two-year tumour claim battle
A brain tumour patient has been forced to quit his job after Canada Life refused to pay out over a group income protection policy, an adviser has claimed.
Richard Kafton, managing director of London-based Cedar House Financial Services, claimed the insurer refused to cover the former IT telecoms company employee because it believed the generic occupation definitions listed on the policy would make it possible for him to return to work.
Mr Kafton said: "As a practitioner of 30 years' service, this is probably the worst claims experience I have had over that time. It appears Canada Life has done everything possible to wriggle out of honouring this client's claim."
A claim was first made in October 2010 with the intention that the cover would kick in after six months, once the sick pay, provided by the IT business, expired. The employer did not wish to be named.
However, this claim was rejected in March 2011 by Canada Life based on the claimant's occupation definition and evidence provided by his GP and hospital consultant.
Mr Kafton said the policy referred to the employee as project manager but as it was a group scheme, it did not reflect the individual responsibilities of the role.
According to documents, seen by Financial Adviser, the insurer refused repeated requests to meet the adviser, the business and the claimant in person.
The response from Canada Life to the client said: "It is the medical capability to perform the material and substantial duties of occupations, against which group risk income protection insurances are assessed.
"An occupation can be carried out for any employer with employees in the relevant position or, for some occupations, on a self-employed basis. The policy definition must be considered in generic terms and the company is not persuaded on the information and evidence provided."
An appeals panel at Canada Life looked at the decision in May 2011 and upheld the rejection, but offered to make an ex-gratia payment of £3215.
This was accepted and meant a new policy had to be applied for, which required new medical evidence and applications from the employer.
The full application was sent last month, accompanied by a second opinion from another doctor, which said the employee was unfit to work.
The advisory firm also informed the insurer that the employee had resigned and was serving notice until the end of March. The letter said: "The resignation was a technicality and was down to his illness".
This also meant the employee was no longer on risk.
Mr Kafton added: "This whole saga has shown that the policy is not worth the paper it is written on.
"Insurance companies are supposed to pay out on genuine cases. This guy has a serious illness - you cannot get much worse than a brain tumour.


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Photos: The '80s are back! See pop singer Tiffany performing at Vista Ridge Mall
Photo: Alexandra Olivia/Special Contributor
Tiffany fans gather around the stage to watch the 80's pop star perform at Vista Ridge Mall in Lewisville, TX on January 9, 2014.
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Consider the lobster and other essays (original 2005; edition 2005)
by David Foster Wallace
Work details
Consider the Lobster and Other Essays by David Foster Wallace (2005)
No current Talk conversations about this book.
A treasure as an audiobook read by the late author, this is a small collection of his essays, all of which are on uncomfortable topics. DFW asks such probing and (retrospectively) crucial follow up questions to those of the immediate surface concern that it makes you wonder if you've thought deeply enough about the events of our time.
Author was obviously manipulative, cruel, and in pain. Uncomfortably self-conscious. Inquisitive. Sometimes funny.
4 stars, even though I didn't read 3 of the essays.
Rating per essay:
Big Red Son: 4*. Funny, informative and full of brilliant writing.
Certainly the End of Something or Other, One Would Sort of Have to Think: 3*. I liked the idea, but I'm not familiar with the works of Updike, Roth and the other guy.
Some Remarks on Kafka's Funniness from Which Probably Not Enough Has Been Removed 4*, close to 5*. It would've been a 5* if I actually read Kafka, which I guess is on me, and not on DFW. Explaining why his generation of college students don't appreciate the real message of Kafka's work is a difficult task, but it is beautifully done, with a haunting conclusion.
Authority and American Usage: Wasn't too interested in the subject, didn't read.
The View from Mrs. Thompson's: 3*. I liked the writing, and it was funny at times, but this article was truly written for Americans, and therefore I kind of felt left out.
How Tracy Austin Broke My Heart: 5*. Really eye-opening to me. Sports-stars clichés might actually be their true way of dealing with trouble, and their stupidity might actually be the brilliance required for greatness...
Up, Simba: I am interested in politics, but this is way back and times have changed. I didn't feel like reading about McCain and the whole campaign, though I have to say that the introduction to this essay was touching.
Consider the Lobster: 4*. This essay would've gotten 5* if DFW would've gotten into the moral stuff a bit earlier on. I do appreciate context, which is what the lengthy description of the Main Lobster Festival was, but I was slightly disappointed that the subject that I read the essay for was so short. However, it was utterly brilliant and so full of humble uncertainty, for which I simply have come to love DFW.
Joseph Frank's Dostoevsky: 5*. Now this is my kind of essay. Fully dedicated to possibly my favorite writer in the world, it made me want to read FMD even more. Definitely worth re-reading.
Host: Didn't read because it's didn't appeal to me, both due to the format and the fact that I couldn't find out what it was about..
Very funny, wise, I've read it twice. Go for the essay on the Vegas Porn Convention, stay for the wonderful and hilariously funny writing. The "Snoot" grammar article is a MUST!
MY 100th BOOK of 2013!
This was my first attempt at reading David Foster Wallace, and I was definitely challenged. Some of these essays have a practically academic quality to them, with extremely complex sentence structures that take a lot of time to parse. Even on a topic that I love (grammar!) it could be a little, well, pleonastic (a word meaning "using more words than are necessary to convey meaning", which I learned from this book specifically, and which DRW ironically uses to criticize what he calls Academic English). For example:
But the really salient and ingenious features of A Dictionary of Modern English Usage involve issues of rhetoric and ideology and style, and it is impossible to describe why theseissues are important and why Garner's management of them borders on genius without talking about the historical context[FN1--18 lines long] in which ADMAU appears, and this context turns out to be a veritable hurricane of controversies involving everything from technical linguistics and public education to political ideology,[FN2--7 lines long] and these controversies take a certain amount of time to unpack before their relation to what makes Garner's dictionary so eminently worth your hard-earned reference-book dollar can even be established; and in fact there's no way even to begin the whole harrowing polymeric discussion without first taking a moment to establish and define the highly colloquial term SNOOT.
He could instead have said, "ADMAU is really great for a lot of reasons, some of which are extremely complicated to explain. But I'm going to try, and I want to start by defining for you the highly colloquial [a term which here means 'used only by me and my immediate family'] term SNOOT." But of course, he did not. And so I, despite apparently being a SNOOT of no small magnitude, found myself feeling like a kid in (literal) grammar school who thinks the clock has stopped and that recess will never, ever come.
None of this is to malign DFW's recommendation of [a:Bryan A. Garner|42877|Bryan A. Garner|https://www.goodreads.com/assets/nophoto/user/m_50x66-e89fc14c32a41c0eb4298dfafe929b65.png] and [b:A Dictionary of Modern English Usage|2337696|A Dictionary of Modern English Usage|Bryan A. Garner|https://d202m5krfqbpi5.cloudfront.net/books/1327546107s/2337696.jpg|2344380], by the way; I wholeheartedly support (and revere) both.
I'm glad I read this book, though. In the course of writing this review I've even bumped my rating up from two to three stars. "Big Red Son" is a suitably salacious first-person look at the Annual AVN Awards [AVN = Adult Video News = porn], and "Up, Simba" is a surprisingly touching study of a critical week in McCain's 2000 presidential campaign.
And the essay "Consider the Lobster" -- well, I'll be frank: I'm not going to be eating lobster again for a long time, I don't think. Readers of Peter Singer won't be surprised, but I was. I didn't expect this long-winded, pleonastic (two points!) writer to be the first to make me seriously consider giving up meat, but he was. DFW somehow manages to be compelling, even if he takes twice as long to read as the next guy.
Finishers of [b:Infinite Jest|6759|Infinite Jest|David Foster Wallace|https://d202m5krfqbpi5.cloudfront.net/books/1165604485s/6759.jpg|3271542], I salute you.
References to this work on external resources.
Wikipedia in English (6)
Amazon.com Product Description (ISBN 0316013323, Paperback)Do lobsters feel pain? Did Franz Kafka have a funny bone? What is John Updike's deal, anyway? And what happens when adult video starlets meet their fans in person? David Foster Wallace answers these questions and more in essays that are also enthralling narrative adventures. Whether covering the three-ring circus of a vicious presidential race, plunging into the wars between dictionary writers, or confronting the World's Largest Lobster Cooker at the annual Maine Lobster Festival, Wallace projects a quality of thought that is uniquely his and a voice as powerful and distinct as any in American letters.
(retrieved from Amazon Thu, 12 Mar 2015 18:19:09 -0400)
For this collection, Wallace immerses himself in the three-ring circus that is the presidential race in order to document one of the most vicious campaigns in recent history. Later he strolls from booth to booth at a lobster festival in Maine and risks life and limb to get to the bottom of the lobster question. Then he wheedles his way into an L.A. radio studio, armed with tubs of chicken, to get the behind-the-scenes view of a conservative talk show featuring a host with an unnatural penchant for clothing that looks good only on the radio. Do lobsters feel pain? Did Franz Kafka have a sick sense of humor? What is John Updike's deal anyway? And who won the Adult Video News' Female Performer of the Year Award the same year Gwyneth Paltrow won her Oscar? Wallace answers these questions and more.--From publisher description."Long renowned as one of the smartest writers on the loose, David Foster Wallace reveals himself in Consider the Lobster to be also one of the funniest. In these pages he ranges far and farther in his search for the original, the curious, or the merely mystifying. His quest takes him into the three-ring circus of a presidential race to ask, among other urgent questions, why it is that the circles journalists walk in while whispering into their cell phones are always counterclockwise. He discovers the World's Largest Lobster Cooker at the Maine Lobster Festival and confronts the inevitable question just beyond the butter-or-cocktail-sauce quandary. He plunges into the wars among dictionary writers, deconstructing once and for all the battles between descriptivists and prescriptivists. And he talks his way into an LA radio studio, bearing buckets of fried chicken, to get an uncensored view of a conservative talk show and its alarmingly attired host."--BOOK JACKET.… (more)
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Eight Tips for Getting into Grad School
Jun. 16, 2009 - Staff, The Kaplan Center and the UW Career Center
Getting into grad school can be a process. Applications, tests, timing, letters, recommendations -- there is a lot of work you need to do to ensure you get into a good grad school. Follow the steps below and you should have no problem getting where you want to go.
- Allocate six months or more prior to your application deadlines. Even for strong applicants, it takes a few months to research schools, manage the recommendation process, hone your pitch and your personal statements, and score high on admission tests. Graduate school is an investment in your future, and the admissions process can maximize this investment.
- Be clear about your motivations. Graduate school may or may not be part of a master plan for you. Considering why you're going will help you understand what program is right for you – such as full-time vs. part-time, or masters vs. PhD. Knowing your motivations is also the first step in building a case for why you should be admitted. Schools will ask you why you're a good fit for their program, and you won't be able to answer that question effectively without knowing what you want.
- Solidify strong recommenders. For an undergrad student planning on applying to grad school immediately after graduation, be sure to develop relationships with your professors (think "office hours"), so you can eventually ask them to write a compelling letter for you. Check out your college Career Center regarding setting up a letter of recommendation file. They can send your recommendation letters to the schools you want (and you won't have to keep pestering your profs to get it done). If you graduated one, two, five or ten years ago and have chosen to return to the academic environment, you need to consider whom to ask to write your letters of recommendation. Former professors may still work if you kept in touch. A current boss may be one of the strongest possible recommenders from the schools' standpoint, but not everyone wants to divulge to their current employer that they are thinking of jumping ship to pursue grad school. Consider a former supervisor. Here's another idea: if you serve on the board for a professional or not-for-profit organization, do you work closely with staff or a fellow board member who might be willing to write a letter on your behalf – especially if s/he went to grad school. In some cases, a personal reference can work well, too, if s/he can speak to your ability to manage the rigors of graduate level education. The key is seeking recommendations from people willing to write a compelling and convincing case for your candidacy.
- Research graduate schools – beyond the websites. Referring to specific programs, professors and unique qualities of a target program can help build a case for why you and that program are well-matched. Visit schools at least once and reach out to make meaningful connections in those programs. Highlighting specific programs, clubs, courses, and individuals in your essays and interviews makes your interest in a program more credible and convincing. If you can, arrange to speak to a current student or alum – s/hecan give you an invaluable insider's perspective that can't be attained by research alone.
- Know how you compare as an applicant – your points of similarity and points of difference. It's good to have something in common with other applicants; then admissions officers can understand your background and know how you fit in. It's also advantageous to be different from other applicants. To understand these points, you need to step into the shoes of an admissions official and view your application from their perspective. A safe way to do this (without risking your relationship with admissions departments) is to speak with current students and alumni of the departments you're applying to – especially individuals who have taken an interest in admissions. Explore, for example, how your undergraduate major puts you in a certain category of applicants – or how it sets you apart. In your pitch and personal statements, use your points of similarity to help admissions understand where you come from and why it makes sense for you to go to grad school. Use you points of difference to show why you're special among grad school applicants. In the ideal result, you'll fit in and you'll stand out.
- "Tell and Show" – why you're a good fit! Your resume tells everything you've done, and your application, personal statements and essays need to show why you're the ideal candidate. Your essays can show, rather than tell, with a rich story. Think about:
- What did you accomplish specifically?
- What was the task you set out to do?
- What were the obstacles you encountered, how did you overcome those obstacles?
- What was the outcome?
- If this was a group achievement, what was your specific role within the larger group?
- Consider the strengths you bring from your achievements and how they might benefit the program you plan to enter (i.e. leadership, critical thinking, multicultural awareness, public speaking, etc.)
The basis for your essays need not be only work- or school-related examples. You can draw from almost anything that helped shape you into the person you are today – major life events, volunteer work, hobbies, etc. Thinking of your accomplishments in this way will help lay the foundation for your personal statements later.
- Practice your pitch. Practice your pitch of why you want to go to grad school. Whenever you talk with your friends, family, coworkers, and other professionals about your plans to go to grad school, you have an opportunity to tell your story. Pay attention to which parts people remember, which parts make their eyes light up, and which parts they get confused about and ask questions about. You'll naturally make adjustments in how you tell your story, and it will get better and better.
- Nail the exam. Make a comprehensive plan to prepare for your admissions test. You want to ensure that your smarts manifest as they should on your application, and even a few points are worth fighting for. For many graduate programs, GRE scores are the primary determinant of grants – scoring higher on the test could mean you go to grad school for free. In the case of business school, more than half of admissions officers identify the GMAT as the most important factor in an application, and it's one that top scorers spend over 100 hours preparing to take.
There are many resources available to learn more about grad school. Here are a few that you may find helpful:


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On Fri, 11 Jul 2008 10:11:14 -0400, Ezekiel wrote:
> http://blogs.guardian.co.uk/technolo...iphone_3g.html
> The FSF is based on the belief that Freedom is more important than things
> like design and usability, and that's not going to have much impact on
> people who just want the latest well designed, very usable, shiny trinket.
> It's the linux mentality. Having "source code" is more important than a
> well designed and very usable product.
It's just a smoke screen to make up for the massive stability problems
people are having with Ubuntu and Fedora.
The truth is people could care less about having the source code.
Most don't even know what it is!
People want quality programs, systems that interact well with what they are
most likely using at their job and they want to be able to get help if they
need it without tracking down some Linux geek.
The FSF shows it's total ignorance of the market place here so it's no
wonder Linux is still sitting at 0.6 percent of the desktop market share
even after 15 years!
Go Linux!
Advertise that source code and see how many switch from Windows!
Moshe Goldfarb
Collector of soaps from around the globe.
Please visit The Hall of Linux Idiots:


text:
The following correction was printed in the Guardian's Corrections and clarifications column, Thursday May 4 2007
Margaret Thatcher's speechwriter was Ronald Millar, not Miller as we said in the article below. This has been corrected.
Margaret Thatcher's speech to the 1980 Conservative conference was that of a woman with her back to the wall. Seventeen months into office, she was confronting a recession, a sceptical nation, a frightened party and a rebellious cabinet. Her chancellor had cut the top tax rate while unemployment rose to 2 million. The cabinet had just been engaged in a debilitating battle over cuts and, as she recalled, "my critics within the cabinet first seriously attempted to frustrate the strategy." From all sides came pleas to reflate the economy and soften an image hardening into stony-faced dogmatism.
Thatcher had come to office in 1979 an unknown quantity. Her soft-focus femininity and Francis of Assisi quotations accompanied a bland manifesto mentioning neither monetarism nor privatisation. While emotionally on the right, Thatcher resisted hawks demanding an instant assault on the unions. The 1979 and 1980 budgets, with tax concessions, ending of exchange control and debt repayments, had worried Thatcher, and she had opposed the immediate tax cut.
None the less there was much of which she was determined to boast. She had forced through a modest reform of the picketing law. She had taken what can now be seen as the first steps towards privatising British Aerospace and British Telecom. She was proud of Michael Heseltine's start to the sale of council houses, and of her settlement of Rhodesian independence. Yet for all this, the depths of the recession now looked like engulfing the government and condemning her to the same one-term fate of Edward Heath in 1970-74. Thatcher was wholly sensitive to this danger. She never failed to mention unemployment in speeches, calling it "a human tragedy". So nervous was she on this point that, unlike New Labour, she did not dare reform social benefits. Sickness, unemployment and housing benefit soared under her rule. Only half-hearted attempts were made to combat benefit fraud and she refused to countenance coal, post or rail privatisation, not least as she feared it might increase unemployment.
Yet of one thing she was adamant, and it echoes through the speech. There must be no backing away from the defeat of inflation and no repeat of Heath's 1972 U-turn. The greatest asset Thatcher brought to Downing Street was the memory of 1972. The trauma of sitting in the cabinet room and watching the government being overwhelmed by the miners had her incanting Kipling's lines: "Let us admit it fairly, as a business people should/ We have had no end of a lesson: it will do us no end of good."
In 1974, Thatcher's mentor, Sir Keith Joseph, delivered speeches "repenting" the U-turn in terms that moved Thatcher, first to plead with him to stand against Heath and, when he refused, to stand herself. While she was always a compromiser, she never forget 1972. Nor could she easily do so, as sitting near her in the Commons was the ghost of that U-turn, the sullen, moody frame of Heath himself. Better to go down fighting than to re-create that great black cloud across the gangway. Hence she rammed the message home time and again: "Britain had the courage and resolve to sustain discipline for long enough to break through to success" - as Heath had never done. "Those who urge us to relax the squeeze" - as the Heathites had done - "are not being kind or compassionate or caring". All this, she recalled, was "directed as much to some of my colleagues in the government as it was to politicians of other parties".
When she came to her peroration, the lines of her speech-writer, Ronnie Millar, baffled many listeners. With U-turn the catchphrase of the moment, Millar punned on the title of the Christopher Fry play, The Lady's Not for Burning, a reference that must have been lost on most of the audience: "You turn if you want to. The lady's not for turning." It received a roar of applause. Whatever it meant, the idea of an iron lady sure of the medicine the country needed and resolute in administering it became Thatcher's talisman.
The message was never popular except among the die-hard faithful. A year later she faced an even more determined assault from disloyal colleagues, but by then her isolation was equalled by her determination. Irrespective of cabinet or public opinion she would not reverse her anti-inflation policy. After a decade of British leaders to whom policy reversal had become second nature, this was wholly new. Thatcher had many more battles to fight - and the 1982 Falklands war to rescue her for posterity - but 1980 was when she shook off the ghost of 1972 and emerged, loved or hated, as the prime minister she went on to become.
· Simon Jenkins is a Guardian columnist and has written a number of books about Margaret Thatcher and Thatcherism


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Become A Lakota East Athletic Booster for 2013 – 2014
The Lakota East Athletic Boosters Organization would like to congratulate all of our student athletes and their coaches on their dedication and hard work that has made the schools first ten years so successful. We appreciate all the hard work of everyone involved. Lakota East Athletic Boosters Membership Form 2013 – 2014
Concessions Volunteer (Our Major Fundraiser)
Concessions revenue is the main fundraiser for the Athletic Boosters & for the Freshman Athletic Department. Please consider volunteering your time to help man concessions at one of the following sporting events: Varsity/JV/Freshman Football games, Varsity/JV Soccer games, Varsity/JV/Freshman Men's & Women's Basketball games, Westling meets, Baseball & Softball games, Track meets, and all other freshman sporting events.