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Aviation safety investigations & reports
Loss of separation assurance - Boeing 737, VH-VUJ and Boeing 737, VH-VZS, 87 km S Tamworth Airport, NSW, 8 January 2012
On 8 January 2012, at about 2141 Eastern Daylight-saving time, a
loss of separation assurance occurred between a Boeing Company
B737-8FE, registered VH-VUJ (VUJ) and a Boeing Company B737-838,
registered VH-VZS (VZS), near Tamworth Airport, New South Wales
Both aircraft were conducting scheduled passenger services, under the instrument flight rules, with VUJ operating from Sydney, NSW to Brisbane, Queensland and VZS operating from Brisbane to Sydney. Due to weather diversions, the aircraft were operating on reciprocal tracks at the time of the occurrence.
The air traffic controller assigned VUJ climb to the same level
maintained by VZS. On activation of the air traffic control
system's Short Term Conflict Alert (STCA), when the aircraft were
17.5 NM (32.4 km) and 2,200 ft apart, the controller issued both
flight crews instructions that ensured vertical separation was
maintained in excess of the required standard and a breakdown of
separation avoided.
The controller later reported feeling mentally fatigued following a shift with high complexity and workload. They had not identified the confliction before the STCA, but once aware, the controller's knowledge and application of effective compromised separation recovery techniques was integral in managing the situation.
Following the occurrence, Airservices Australia advised that compromised separation recovery refresher training would be provided to controllers again, in addition to sessions on separation assurance techniques, and that they were implementing a renovated Fatigue Risk Management System and a Normal Operations Safety Survey program.
This incident highlights the need for awareness of the effects of high workload and sustained task complexity on performance, the importance of regular breaks and implementation of strategies, such as the use of conforming levels, when able. In addition, the knowledge and application of effective compromised separation recovery techniques by air traffic controllers is integral in the management of compromised separation situations.
General details
|08 January 2012
|Investigation status:
|2140 ESuT
|Investigation level:
|Short - click for an explanation of investigation levels
|Location (show map):
|87 km South Tamworth Airport
|New South Wales
|Occurrence type:
|Loss of separation assurance
|Release date:
|25 June 2012
|Occurrence category:
|Report status:
|Highest injury level:
Aircraft 1 details
|Aircraft manufacturer
|The Boeing Company
|Aircraft model
|Aircraft registration
|Serial number
|Virgin Australia Airlines
|Type of operation
|Air Transport High Capacity
|Damage to aircraft
|Departure point
|Sydney, NSW
|Brisbane, Qld
Aircraft 2 details
|Aircraft manufacturer
|The Boeing Company
|Aircraft model
|Aircraft registration
|Serial number
|Qantas Airways Limited
|Type of operation
|Air Transport High Capacity
|Damage to aircraft
|Departure point
|Brisbane, QLD
|Sydney, NSW


text: Welcome to the depths of useless knowledge! Here we like to talk about all sorts of things, we get interested in something and just keep digging into it. Do you like interesting things? You'll definitely want to keep coming back to find out all the interesting things we have to talk about!

subset: commoncrawl


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I've mentioned on this blog a few times that a gosling or duckling raised by hand will imprint on the human who raises it. This magical bond is unique to certain types of birds in the animal kingdom, and makes them special companions for those that raise them.
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Virtualization and subsequent implementation of enterprise-class cloud computing solutions have most visibly transformed IT department approaches to storage and infrastructure management. However, changes may have been more significant in terms of services, such as application deployment and ecommerce management, which departments have been able to migrate from their legacy systems. While security is still a sticking point for many would-be cloud adopters, IaaS and similar services have already conferred many benefits even to regulated industries like law.
Private clouds are a natural fit for organizations that previously supported IT operations with mainframes, but which now seek additional scalability and more efficient cost management. Ars Technica contributor Lee Hutchinson recently likened private clouds to well-managed abstractions of IT services, meaning that they relieve some of the traditional pressures around hardware procurement and server management while still providing administrators with adequate control and reliable performance. IaaS clouds also empower companies to downsize their data centers and postpone new PC and server purchases without negatively impacting operations.
"You don't need a giant data center to offer giant data center-scale user storage, or giant data center-scale application hosting, or giant data center-scale data warehousing," wrote Hutchinson. "Removing the physical infrastructure component from doing business is a huge boon to companies, and it also helps demand, too."
Lawyers keen to reap cloud computing benefits
Even the heavily regulated legal industry appears set to invest in the cloud. Cloud company itopia recently published a white paper arguing that lawyers, with the blessing of state governments, are increasingly turning to virtualization and cloud implementations in order to process client information.
"The only thing stopping lawyers from using the cloud is their own personal mistrust," wrote the paper's authors. "State ethics rules allow it and no lawyer can match the level of data security guaranteed by cloud services. The only caveat is that lawyers must take reasonable precautions to protect confidential client information just like they must do with any technology they employ in their practice."
In addition to the cloud's growing acceptance as a repository and channel for sensitive, regulated data, it also enables lawyers to be more mobile and better manage their IT expenses.
"Working in the cloud gives attorneys a safer way to store confidential client information, and it enables them to access information from the office to the airport to the courthouse," said itopia CEO Jonathan Lieberman. "It's clearly the wave of the future for attorneys because the cloud is more secure, easily scalable and more cost-effective."


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T-Mobile Outage in Cleveland, Bradley County, Tennessee
T-Mobile US is a major wireless network operator in the United States. Its headquarters are located in the Seattle metropolitan area. T-Mobile US provides wireless and data services in the United States, Puerto Rico and the U.S. Virgin Islands under the T-Mobile and MetroPCS brands.
No problems detected at T-Mobile
T-Mobile problems in the last 24 hours in Cleveland, Tennessee
At the moment, we haven't detected any problems at T-Mobile. Are you experiencing issues or an outage? Leave a message in the comments section!
Most Reported Problems:
- Phone
- Internet
- Total Blackout
- Wi-fi
T-Mobile in Cleveland, Tennessee CommentsTips? Frustrations? Share them here. Useful comments include a description of the problem, city and postal code.
T-Mobile Issues Reports Near Cleveland, TennesseeLatest outage, problems and issue reports in Cleveland and nearby locations:
Rico 🐉
(@_ricardo_xii) reported
from Cleveland, Tennessee
Damn, @TMobile really the worse network out here
rob Farris
(@sportsbrother) reported
from Cleveland, Tennessee
@TMobileHelp I've done that multiple times. Your customer service is great. The solutions, and product are horrible!
T-Mobile Issues ReportsLatest outage, problems and issue reports in social media:
Lauren Church
(@lauren_church) reported
@TMobileHelp hello! My T-Mobile Tuesday app is saying a coupon code I had for the @Printicular puzzle was redeemed but I wasn't able to copy in the code for my purchase. Can someone help?
(@Arghryuken) reported
@TMobileHelp may I get some help with a question T force
Anthony Lewis
(@Anthony68555910) reported
@TMobileHelp Your services are down atm. What is going on?
Peter Curnow-Ford
(@wifiwired) reported
@mattkapko @sdxcentral Is that because Samsung is no longer in Spring's network as T-Mobile is swapping it out?
(@Cubsfan365) reported
@ATT can I get some help please? I'm thinking of starting service and switching from T-Mobile
(@curiosityisdead) reported
ever since sprint & t-mobile merged my signal is trash smh **** t mobile
(@ExXtraAF2255) reported
@TMobileHelp had horrible service at 32327 and 30114 gets zero service and imless than 30 min. From the capitals in two states ..like wtf I had to switch and spend now 165 evey month at att but I needed my kids to be able to call me when they need me ! Sorry it took forever
(@Ihateithere28) reported
@Dolby please fix the sound options on @TMobile's @oneplus 8 device. The 3 options for non headphone use are no good. Bring the customization wheel to the one plus. I shouldnt need to use headphones to listen to good quality music. Super disappointed + dissatisfied
(@xandergg) reported
@TMobileHelp Hello. I can't make any phone calls and receive or send any text messages. Could you please help?
(@Ihateithere28) reported
Just got the #OnePlus8 from @TMobile and I am SUPER disappointed with the sound customization. The phone has absolutely no bass, listening to music is horrible. Please address this asap in an update


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February 23, 2014, PORTLAND, OREGON (ISN) – Four second-half goals propelled Vancouver Whitecaps FC to a dominant 5-1 win over Portmore United in the first match of the Rose City Invitational Sunday at Providence Park.
Defender Jordan Harvey bagged a second-half brace, while Nicolas Mezquida, Darren Mattocks, and Russell Teibert each scored their first goals of the preseason in a match that saw Whitecaps FC outshoot the 10-men Jamaican outfit by a 21-9 margin.
Whitecaps FC head coach Carl Robinson fielded a squad composed almost entirely of MLS players on Sunday, including the team's four most experienced defenders in Andy O'Brien, Jay DeMerit, Harvey, and recently acquired right back Steven Beitashour.
The only non-MLS player in the starting lineup was Residency goalkeeper Marco Carducci, who at 17 years old is the youngest player at camp.
After a fairly uneventful start to the match, the action picked up around the 15-minute mark when Portmore goalkeeper Jacomeno Barrett was shown a straight red for handling the ball outside the box.
The 6-foot-4 keeper was forced to come off his line after Sebastian Fernandez found an unmarked Mezquida with a great ball over the top down the middle of the park.
On the ensuing free kick, a six-man Portmore wall blocked Fernandez's low strike from the edge of the box to keep the score level.
The 'Caps had another great chance just a few minutes later, when Mattocks broke into the area only to see his attempt stymied by substitute Portmore keeper Gariece McPherson.
Despite going down to 10-men early, Portmore opened the scoring in the 26th minute on what was their only real chance of the match.
Against the run of play, Leaughn Williams broke in down the right flank and found a streaking Ricardo Morris inside the area. The midfielder then curled it first time just beyond the outstretched arms of Carducci to give Portmore a 1-0 lead.
From that point forward, the 'Caps took over. They controlled possession, looked dangerous in the final third, and didn't give their Jamaican opponents another sniff at goal.
Two players instrumental in Whitecaps FC's dominance were Teibert, who again looked confident in a holding position, and Beitashour, who was active on the right flank.
Eventually, a deflected Beitashour cross led to Vancouver's first goal in the 31st minute. The ball landed at Mezquida's feet just outside the six-yard box and the Uruguayan smashed it on a half-volley into the top left corner of the goal.
Vancouver picked up where they left off in the second half, as Harvey banged in the eventual winner in the 49th minute after Erik Hurtado found him unmarked at the far post.
The early second-half marker seemed to take the wind out of Portmore's sails, as fatigue began to take its toll.
After a handful of earlier chances, Mattocks finally found the back of the net in the 65th minute, finishing from in tight to give Whitecaps FC a 3-1 lead. Teibert set up the play with a header from midfield, just minutes after he moved up to the right wing to replace Hurtado.
Then, after Harvey scored his second goal of the match with a cross that sailed into the top right corner of the goal, Mattocks returned the favour in the 87th minute.
The Portmore native slipped an inviting pass into box before Teibert coolly finished to cap off a dominant 5-1 performance at Providence Park.
Also of note, Kekuta Manneh and Kenny Miller made their first appearances of the preseason as second-half substitutes on Sunday. Both players made an immediate impact, as Manneh set up Harvey's second goal and nearly had one of his own in the 76th minute.
The 'Caps continue the Rose City Invitational on Wednesday evening against Western Conference rival San Jose Earthquakes. Kickoff is set for 5 p.m. PT and the match will be streamed live on whitecapsfc.com and on the radio at TEAM 1410.
Referee: Allen Chapman
Scoring Summary:
26′ – PU – Ricardo Morris (Leaughn Williams)
31′ – VAN – Nicolás Mezquida
49′ – VAN – Jordan Harvey (Erik Hurtado, Darren Mattocks)
65′ – VAN – Darren Mattocks (Russell Teibert)
71′ – VAN – Jordan Harvey (Kekuta Manneh)
87′ – VAN – Russell Teibert (Darren Mattocks)
Match Stats:
Shots: Vancouver 21 – Portmore 9
Saves: Vancouver 0 – Portmore 5
Fouls: Vancouver 7 – Portmore 4
Offsides: Vancouver 2 – Portmore 3
Corners: Vancouver 3 – Portmore 1
55′ – VAN – Steven Beitashour
14′ – PU – Jacomeno Barrett
44.Marco Carducci+; 33.Steven Beitashour, 40.Andy O'Brien, 6.Jay DeMerit, 2.Jordan Harvey; 20.Nigel Reo-Coker, 31.Russell Teibert; 19.Erik Hurtado (28.Gershon Koffie 64′), 29.Nicolás Mezquida (9.Kenny Miller 70′), 7.Sebastián Fernández (23.Kekuta Manneh 70′); 11.Darren Mattocks
+Whitecaps FC Residency
32.Jacomeno Barrett (1.Gariene McPherson 16′); 29.Adrian Reid, 5.Upston Edwards (15.Rickardo Harriott 62′), 28.Kereem Manning (21.Jovan East 76′), 27.Leaunghn Williams (9.Ishmael Currie 62′); 11.Damian Williams (3.Roberto Johnson 76′), 23.Kaamal Reid (19.Ewan Grandison 45′), 8.Ricardo Morris (24.Trevol Smith 62′), 31.Alonzo Adlam (20.Adoah Nickle 45′); 50.Francois Swaby (26.Stephen Williams 45′), 14.Cleon Pryce


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Review: Made in America: The FBI Files of Malcolm X #3
Anyone who has seen Roots can identify with the elements of family and sacrifice. Alex Haley's family's journey throughout history is both compelling and heartbreaking. I was old enough to remember watching the second time the original series aired nationwide, and as difficult as it was to watch the horrors of slavery, the story needed to be told. The story was further expanded, in Roots: The Next Generations, as we found out more about the author himself.
We found about his hardship of growing up without a mother to a father whose job was paramount to his family. We also found about the struggles he endured in the military and his eventual discovery of his calling as a writer. What I found most compelling in that miniseries is his interview with Malcolm X for Playboy and subsequent agreement to write his autobiography. In the third issue of Malcolm X: Made In America, Wayne Muhammad dives into that endearing partnership, which would lead to a book that would change lives for years.
We find Malcolm back in Manhattan, answering questions after a sermon about his philosophy on the direction black people in America must take, a sharp change from what other leaders of the time had been spouting., a new attitude that gains him followers. We also find FBI Agent, O'Neill, and his informant, Othello, discussing how they can undermine his efforts, a pursuit that has failed so far. We also meet Haley, who has repeatedly tried to interview Malcolm, whose justified paranoia, loosens enough for Alex to peer in. By the issue's end, Malcolm realizes his story is bigger than he would ever be while alive, as its impact can change black lives around the world.
Overall, an issue in this very story that shows the complexities of a man whose light was more brilliant than he would ever know. The story by Muhammad is formidable and vast. The art by the creative team is astonishing. Altogether, a chapter in this important hero's journey which shows how human he really was.
Story: Wayne Muhammad
Art: Wayne Muhammad, Wayne Powell, Lee Townsend, Martin Griffiths, Benjamin Wachenji, and Comicraft
Story: 10 Art: 10 Overall: 10 Recommendation: Buy


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What Makes a World-Class Leader?
26 February 2015
An Insight into the Balance of Intellectual, Human, Political and Emotional Skills a World-Class Leader Needs Today. Deloitte's state-of-the-art city offices provided the venue for a fascinating Breakfast Forum organised by Henley Business School, which looked at the various skills that make a world-class leader.
An Insight into the Balance of Intellectual, Human, Political and Emotional Skills a World-Class Leader Needs Today
Deloitte's state-of-the-art city offices provided the venue for a fascinating Breakfast Forum organised by Henley Business School, which looked at the various skills that make a world-class leader.
Professor John Board, Dean at Henley, opened the event by welcoming the attendees to the Business School's third such panel discussion and expressing his expectations of a lively debate. John went on to thank Deloitte for hosting the event and, in particular, he acknowledged Keith Leslie, Head of Leadership Practice at Deloitte, who was one of the speakers on the panel.
The five Qs of leadership
Professor Andrew Kakabadse, Professor of Governance and Leadership at Henley, was the first speaker to give an overview of the topic and his own personal view. Andrew began with a personal anecdote about an HR Director who had approached him about the application of systems thinking in her organisation. Their discussion went into some of the tensions that were developing within that organisation's top team. The HR Director described a very uncomfortable strategic circumstance, where many of the team were against the CEO for a number of reasons. Andrew interviewed the whole team, who all agreed with the HR Director's evaluation of the situation. However, when Andrew came to discuss the situation with the CEO, a very different perspective emerged. Instead of appearing to be the 'ogre' that had been described, he was in fact a very gentle man who had thought through the evaluation process.
Andrew noted that there wasn't just a difference of strategy and perspective but a major difference on strategy execution. That led him into a series of different studies, the results of which are detailed below:
- From a database of around 15,500 organisations across 21 countries, just over 33% of the world's top teams are permanently divided on the mission, vision and strategy of the organisation and deep politicisation of the way things are done has become part of the culture of these organisations.
- All top team members know which sensitive issues should be discussed, but 66% daren't raise them. Andrew observed that the organisations under their charge experience a slow deterioration, because they didn't know how to act under the circumstances.
- When Andrew looked at boards in the UK, in particular at FTSE 100, 200, 300 and 350 companies, 80% of board directors either didn't know or couldn't describe the competitive advantage of the firm on whose board they sat.
- Boards are often unaware of the culture of the organisation and too many board directors treat board meetings as though they were committee meetings, having neither the insight nor the courage to ask the really critical questions about how the firm is going to succeed.
- Some very interesting tensions exist, as board members, top teams and general managers are not difficult or awkward, but clever people who think things through carefully, but just happen to have a different perspective on what is happening. A complexity emerges; a diversity of views.
- Putting all the data together, what is experienced as 'highly personal tensions', is revealed, in reality, to be some very different views on two topics: competitive advantage and differentiation.
Andrew noticed when he went into the history of some these concepts, that the Chicago School of Economics was a deeply influential platform and many business schools have now taken their learning. But when he looked at how high performing organisations functioned they weren't practising the notion of: (1) getting the strategy right; (2) creating a structure following the strategy; and then (3) having got the entire infrastructure together, cascading the message throughout the organisation.
This was seen as bad practice. Getting the strategy right was step 1 and step 2 is (and was) to know their context, knowing what their organisation was really like. What were the fault lines in their business? Where did the engagement challenges not work out?
A few organisations had taken a very different approach. They didn't go down the road of 'get the strategy right, structure follows strategy, then cascade the message down the line' – the path that is more easily understood. Instead these enterprises looked to strategy as a guide. Then they identified what was unique about the organisation and how they could now they could realise competitive advantage and differentiation when in fact those concepts pulled them in many directions.
Andrew gave the examples of a major car manufacturer, a medical company and pharmaceutical company trying to reach a clear view on competitive advantage when operating in China, Africa and Eastern Europe. What does differentiation mean in those places? If someone is the general manager in those places, what do they feel about the corporate centre and its processes and controls? Do such processes and controls really help the general manager to operate in China, with the reality of what China is like?
Andrew then took this to the personal level: what does it take to be an outstanding leader today? Based on his research, Andrew has concluded that there are five Qs, or quotients, that make a world-class leader:
- IQ – Intellect
- EQ – Emotional intelligence
- PQ – Political skills
- RQ – Resilience
- MQ – Moral judgement
The one factor that stood out for Andrew was IQ, whether leaders really understood the tensions, diversities and different perspectives that existed within their company and respected them.
As an example, Andrew described how Marks & Spencer Chairman Robert Swannell is trying to introduce massive changes at the company. One of the first things he did when he joined the board was make sure that all board directors had quarterly meetings with the management team, so that they could get a view on the diversities that really make the difference.
From the data, Andrew was expecting the traditional viewpoints on EQ to emerge, and it did at middle management levels. But, at the top level, it was not EQ that shone out, but a derivation – the political and negotiation skills, as well as the ability to integrate different perspectives, sometimes contrasting agendas and positions, in such a way that proved useful. As well as EQ, Andrew therefore introduced a third Q: PQ i.e. political quotient or 'the ability to negotiate the impossible to the possible'.
From the data, a fourth Q emerged. Living in such an environment can wear you down. The greatest casualties of this are the general managers. However, the outstanding leaders had resilience, not an aggression but a calm ability to foresee and work through some of these tensions.
There was finally a distinctly uncomfortable fifth Q. We talk a great deal about ethics and the morality of what we are doing in business. What Andrew noticed in many corporations was that one thing was said while another thing was done. The fifth Q was therefore a moral quotient. He asked the audience to imagine working for a major corporation perhaps in food or medicines, operating in a country such as Romania, Georgia, Russia, Chile or Ecuador. What would it be like to operate and agree contracts there? What would it be like to work through the supply chain?
What Andrew found was that instead of bribery being on the decrease, it was at the highest level he had ever known. Bribery has been professionalised. It's hidden in the supply chain through an agency relationship, so you can have two or three agencies making sure that the corporation is quite 'clean' but actually you are facilitating contracts in an unwelcome environment. Does that make people bad? No. It is the reality of what it means to work in organisations or places that are not under your government's control and where the institutions are weak, but you still have to work your way through them.
So the fifth Q is how you deal with the uncomfortable circumstance of trying to be an ethical organisation, in an environment that is not, and still defend your reputation and minimise risk.
The capacity to work through unattractive and sometimes unwelcome diversities so that you can achieve two things: (1) have a sense of competitive advantage that is unique to you and (2) understand the differentiation that means different things in different parts of the world or different parts of the structure, but integrate that and pull it together – these are the skills that enhance competitive advantage and differentiation.
What's wrong with the 'world-class leader'?
The Dean then introduced the second speaker, Keith Leslie, Head of Leadership Practice at Deloitte and Chair at the Mental Health Foundation and Build Africa.
Keith also began with a personal anecdote concerning certain phrases about leadership that are often used in organisations, but which he intensely dislikes. He asks junior consultants not to use these phrases around him, which include 'buy-in', 'best practice' and 'world-class leaders'! The latter being a phrase that is often bandied about by consultants and which usually comes with a lot of baggage, which is the problem rather than the concept itself.
Part of the baggage, according to Keith, is the idea that the leader is the sole, heroic leader of the organisation. The second piece of baggage is that it gives the impression of an overblown importance to the 'man at the top'. The reality is that often the 'man at the top' is not a man and that the person at the top's primary task is the engagement of the masses. The third issue is that there is a great deal of mysticism about the task of the leader, resulting in a misguided belief that their primary task is to give direction, but that is only a small part of the work of a leader.
Keith's final issue is that the phrase 'world-class leader' tends to assume that the rest of the organisation is a well-oiled machine consisting of a series of cogs all moving very predictably and smoothly in response to what the leader does, which is of course not always the case.
Instead, Keith stated that what he does like is the integration of diverse perspectives and roles in an organisation. He'd rather hear much more about 'leadership' than about 'leaders'. Most organisations have plenty of leaders but are desperately short of leadership. That ranges from the general election campaign we're seeing right now in the UK, to the military, to corporate life and even to charities.
What is effective leadership? According to Keith, it is incredibly context specific and, as an illustration of that, people who have been great business leaders are not those who have moved from organisation to organisation. This is shown to be ineffective, as leaders who have grown up in one culture can be ineffective in another.
Part of the problem with 'the man at the top' idea is that leadership actually needs to be at all levels. Challenging leaders about how they make this happen in their organisation is the key point: a leader can't do it all. In an increasingly complex world, we need more people exercising leadership throughout an organisation.
Keith therefore posed the question as to how leaders encourage delegation. In his opinion, they need to step back from exercising the role of leader at every possible opportunity. Hand in hand with that is the need to move away from the traditional technical or programmatic roles of leadership – recognising that leaders can't make everything happen when they need to and that their organisations are part of much more complex systems.
Taking the current debate about healthcare in the UK as an example, Keith argued that the real issue is around how we integrate acute care in hospitals with social care and how we repair general practice and primary care with each successive government. With all the complexities of the Department of Health, there is no one leader. Simon Stevens, CEO of NHS England, has direct authority over a tiny piece of the system and we can see him exercising leadership without authority, using his profile to pull other people into decision-making, so that he has a range of people who can effectively, as a group, try to steer something as complex as the healthcare system.
Keith's final point about leadership was that all of us as leaders are incomplete. Effective leaders recognise that they need to complement their own skills with those around them.
Developing leaders – the 70-20-10 approach
John Board then introduced the final speaker, Kim Lafferty, VP in Global Leadership Development at GSK. Kim has been in the business of leadership development for over 20 years and she wanted to look at how we make leaders. Having spent eight years at the Centre for Creative Leadership, which publishes extensively on the subject of leadership, she asked: what are the frameworks that help us understand what makes leaders?
Kim began by defining the terms 'leader' and 'leadership'. These terms are used very loosely and often we are not talking about the same thing. A 'leader' is someone who leads people and the classic definition of 'leadership' is demonstrated by three things: setting direction, creating alignment and gaining commitment.
Among all multiple frameworks that we have, organisations will typically have 12 behaviours or capabilities. But what is distinctive and unique? We talk about leaders as a hierarchical powerful role but everybody is capable of an active leadership.
Considering her own role, Kim explained that there are three things that she does in leadership development: build capability, build capacity and build confidence. So how does she do it? In answer to this, Kim made reference to the '70-20-10' model of learning.
This model suggests that 70% of our learning is based on our experiences. Part of Kim's role in leadership development is therefore giving leaders, particularly new graduates, the breadth and depth of experience that develops their capability and competence for when they get to senior roles.
But for any job throughout the organisation: are we good at spotting the opportunities that give developmental 'heat', that allow us to learn the capabilities and build the capacity that we need to be very good at our jobs?
The 20% in the model relates to our developmental relationships. What are the relationships that surround a leader as they practice leadership? Do they have excellent role models? Do they have a diversity of styles? Do they have people with very different experiences from whom they can learn? Are they themselves reaching out for supportive relationships, such as a mentor or senior leader who can guide them through the organisation, or an external coach who can hold a mirror up and challenge and support them in terms of how they digest some of their experiences?
Kim then explained that quite a lot of her work is devoted to the final 10% of the model, which is the formal training that we give our leaders. She feels, perhaps controversially, that we have become stale in our thinking on leadership development. We are increasingly looking at the experiential things we can do for our leaders that give them a visceral experience of the differentiators of our organisation. What brings them into touch with the purpose of the organisation? What gives them the opportunity to build relationships across the organisation, so that they feel that they are connected as a cohort of leaders, rather than as an individual leader, battling their way through the challenges of the day?
The 10% has to affect mindset and values, not just what training departments have traditionally done, focusing on knowledge, skills and behaviour. They are important, but the mindset also is important: what is a world-class or global leader? And what are the values that you need to navigate global organisations and environments?
At this point, Kim made it clear that context matters massively. There are only two 'speeds' for leaders and environments: change or reorganisation; gone are the days when we talked about steady state. As a demonstration of world-class leaders, all leaders need to believe that they are unfinished. Instead, they need to be curious, constantly learning and want to reach out and sense what's going on in the environment in which they are working, so that it's a journey not a destination.
So, how do you demonstrate who you are to people who may never know you, because in larger organisations, you are actually quite distant? According to Kim, excellent relationships come very high up on the list; and it's about trust at the core.
Creating shared value in partnership is vital and it's about being generous and not selfish. In today's world, that's important. Kim explained how she prefers the term 'resourcefulness' to 'resilience' and how it's unequivocally one of the things that our leaders need to learn, demonstrate and understand. They are making tough decisions, making judgements every day and the pace at which they are working is extraordinary. Leadership development is looking hard at how to make sure our leaders keep themselves healthy and look after the health and wellbeing of their staff.
On systems thinking, Kim explained that the idea that leader can hold many things in their head and can see the whole pattern, rather than just a piece of it, is particularly difficult within matrix organisations, where you may see the matrix from the node that you are standing on but you may not be able to see what it looks like from another person's point of view. That requires great headspace.
On complexity, one thing that Kim said she feels leaders have to do, particularly at GSK, is have the ability to simplify, rather than adding to the fog that we experience regularly. As Kim illustrated through a very apt quote: 'Complexity is the cholesterol of organisations'.
Referring to a recent article by Andrew Hill in the Financial Times, Kim noted that one of the significant things we focus on now and teach our most senior leaders and general managers is 'paradox management': the ability to hold two apparently contradictory things true at the same time, and navigate a path through both, rather than see them as a problem to be solved.
The most typical example would be how to operate both globally and locally, but another one that is very pertinent to GSK is: how do we give access to medicines that people cannot typically afford in countries that have very low incomes and, at the same time, reward our shareholders and other staff? You have a paradox: you must do both, you can't do one or the other. That's the job, but it's a tall order.
Kim ended by saying that those that lead well, do it exceptionally well and most of the best leaders that she's worked with are really very unfinished.
What makes a leader: nature or nurture?
Having heard from all three speakers, John then opened the floor to questions. One member of the audience began by posing three questions at once: 'Are leaders made or born? Is today's global leader any different to the global leader of yesteryear, e.g. Churchill? And if you are looking for a global leader, where would you look: the military or a business school?'
Keith responded that leaders are shaped by their experiences so that, irrespective of what they are born with and assuming they were born with a reasonably high IQ, they are made not born.
He went on to explain that, in terms of types of leaders, there are two paradoxical thoughts. One is that context matters to a very high degree. Having had a lot of experience working with the military and military leaders, Keith believes that they are no better and no worse at shifting context, with a fair proportion of them finding it very difficult to work outside the military context but some being very effective at doing so. While Deloitte wouldn't specially look at that area, it does recruit from the military.
On the other hand, commenting on what has been happening in the army, he mentioned the former Chief of General Staff who initiated a programme called 'Army Transition', which looks at the competencies of army officers. The most interesting thing about this programme is that the competencies of army officers of the future are essentially the same as those of civil servants of the future and similar to global leaders of the future.
Keith concluded that an increasing consensus of knowledge, skills and experiences is needed for leaders of the future, irrespective of their background. The military in particular are conscious of needing to expand their core business skills and face the same complex context. They need to lead without authority. Looking at the military's role in Sierra Leone, Iraq or Afghanistan, it has been about building coalitions and having the skills to demonstrate success.
Kim felt that leadership today is more demanding and especially the role of a global leader. One of several things that has amplified is the transparency with which organisations are now run. In GSK, they have approximately an hour's lead time ahead of general press releases responding to any headlines about the company, making it a demanding task for her to ensure that her team are well briefed and aware of what's going on. Kim recognised that social media and technology have advanced the whole area of transparency, while the velocity of organisational life is immense. As a result most of us struggle with meeting agendas, email and the daily job that we are paid to do, a situation that, based on her own experience, Kim argued is getting worse.
Developing your fledgling leaders
The next question came from a member of the audience who was ex-military and now in professional services practice who asked whether leadership itself is more important than personal skills when on the first rung of the ladder.
Kim discussed what age and stage GSK invests in and selects leadership. At GSK, they are now more focussed on bringing in younger people and they have won awards for entry-level apprenticeships.
For the 450 graduates who joined GSK this year, the emphasis has been on giving them the breadth and depth of experience by moving them around different locations before they begin to settle down and start families. GSK recruit from top universities but the 70-20-10 rule still applies in terms of giving them experiences and finding out what support they need to fast track them. Therefore, the capability of line managers is key; if graduates have a good one, they can succeed. But, Kim argued, it's important not to look only at the person they work for; they need a good leader or head of team.
Is it time to legislate leadership?
The next question from the audience related to accountability. In reference to the tax scandal surrounding HSBC senior management, the question was posed as to whether society helps form new leaders.
Having written for The Tablet regarding the economic crash in 2008, Keith concluded that we are all to blame; it was bound to happen and it was predicted and known to the authorities. He argued that if we put criminal penalties in place for directors of banks who put customers at risk, we would see convictions.
In reply, John suggested that accountability affects the role of risk taking, and he wondered what the effect would be if we were to constrain risk taking.
Andrew responded with his view that legislation wouldn't make any difference with regard to HSBC; instead, we need to look at responsibility not accountability.
His belief was that general managers and the supply chains should be spoken to first, before the CEO and Chairman are interviewed and challenged. According to Andrew, the issue for board members is whether they are asking relevant questions in difficult circumstances, as it seems responsibility is diminishing and accountability is decreasing. Andrew expressed the concern that legislation will overemphasise accountability.
Diversity in action
Another audience member asked about global dilemmas, such as the 2008 crash, with regard to paradox management. In these cases, people who take risks may be rewarded but can't then be held accountable for the risks they took.
Kim commented that leaders must take account of past history before they join an organisation. They can't just start as though it's a blank page. Banks have a diversity of styles and perspectives. Recent McKinsey research shows that if you want to manage risk, you need diversity around the table to improve decision-making. Kim added that diversity is about different styles of working, not just gender and ethnicity.
The issue of diversity was taken up by a member of the audience who asked 'What does different mean? Do senior leaders know what it is like to walk in another person's shoes?' They suggested that senior leaders should be coached to sponsor people who are 'different' but not label them.
Keith replied that it is critical for leaders to draw people into the conversation. They need to cultivate that effectively and be coached in order to get people to contribute.
The next question came from a member of the audience who worked in the UK for a Chinese organisation, and felt there was a culture divide. The panel were asked whether they had any suggestions for businesses understanding local culture.
Andrew replied: 'Research indicates that whether the manager is Chinese, British or American, it makes no difference. If you know about the culture of the company locally, it becomes your organisation's culture. Running the company according to local culture ultimately helps the head office. Less than 20% of organisations run their company according to local culture, though 100% say that they do.'
Kim added that GSK pay attention to cultural intelligence to help move away from stereotyping and it was important for leaders to embrace and invite others to help, rather than doing everything themselves. She suggested that bias can be a problem, 'We may have certain stereotypes of China and we need to make leaders aware of their own biases in unfamiliar environments. They need agility or adaptability, whether cultural or contextual. They need to understand local history when arriving there.'
The value of extra-curricular experience
Moving on to the subject of education, the next question came from a member of the audience who had a background in the charity sector: 'I believe that education drives future leaders, but education itself is going through change. When leaders, individuals, or organisations are challenged, do they fit around the challenges or get the challenge to fit around them?'
Kim said that, with regard to the charity environment, GSK came in the top ten in an EU survey on using the NGO environment to develop leaders. Anyone in the organisation can apply to work in an NGO for six months either in the UK or abroad, allowing them to apply their skills but in a very different environment. Many come back to GSK having changed enormously as a result of their experience. Kim felt that this gave employees an important opportunity to meet new people and have new experiences, rather than just gravitate towards the type of people and experiences they already know. For example, GSK takes groups into the poorest of African communities to look at what leadership in healthcare looks like.
Keith added that, on leaving McKinsey in 2006, he became a healthcare consultant to a number of charities. He now constantly asks people whether they have thought about becoming a school governor or treasurer of a local charity. He believes that this type of experience builds better leaders, and it's becoming even more important as there has been a squeeze in the charity sector in the last five years.
John commented that all Henley MBA students visit Southern Africa to work with NGOs as part of the programme and come back saying that it was the defining point of their Henley experience. He added that he believes that the earlier you do it, the better.
Taking control of the future
The final question of the day concerned the paradox of managing the current core business while moving the business into a new area, level or sector, e.g. as EMI are doing in the music business. The panel were asked: 'What do we need to be better at in order to do this effectively? How do leaders grow organisations into new areas, if they risk destroying the previous business model?'
In response, Andrew noted that top teams usually know beforehand that they need to change. The key to achieving it is the clarity of knowing what steps to take to get to the new area and move away from the current customer base. He suggested that it may not be the CEO who does this but could even be the FD, by gathering evidence for the direction in which they want to take the business and then deciding whether they can or can't do it.
Keith added: 'It's hard to learn for future change. My clients are mainly government or digital and they are both going through enormous change. Politicians obviously promise a lot at election time! In the public sector, you can't change the current organisation; you need to look for future change somewhere else.'
For Kim, the answer lay in segmentation and partnerships: 'Tomorrow is about community. We need peripheral vision and leaders need to look externally and visit other organisations in far-flung places, especially in areas where the company is struggling.' And she summed up with the quote: 'It's important to invent the future, not be a victim of it.'
John brought the forum to a close by thanking Deloitte for hosting the event and all the speakers and audience for attending. As a final thought, he reminded attendees that 2015 is Henley's 70th anniversary, having been established in 1945, and noted that the Business School was founded to examine the same questions and challenges that still exist today.
Post-event comments and feedback:
'Informative, engaging and provocative.'
'Interesting and a good discussion. It's usually difficult to get below the surface into some "meat" in 90 minutes, but they achieved that today.'
'Impactful. The mix of speakers was particularly refreshing.'
'Fabulous! Good contrast between the academic and business speakers.'


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It's the year 2800 and the Earth is a complete mess, full with garbage produced by humans. The garbage has left the Earth uninhabitable and completely devoid of life. Well, not completely: one small robot, WALL•E, and his pet cockroach still remain.
His job is to clean up the Earth and he's been doing it for 700 years. The film starts by zooming in, from space on to the Earth. The camera goes through a thick cloud of what appears to be the debris of satellites around the earth. There is a thick cloud of dust, but as it lifts we see pile upon pile of garbage.
It looks like a disaster story, but in amongst the horror of this scene a bubbly, quirky robot playing a jolly tune captures our attention. This is WALL•E in all his little glory.
Immediately we warm to this curious and ingenious robot. Though his work is mundane, he seems content, and amuses himself by collecting interesting odds and ends from amongst the garbage. Little does WALL•E know, that things are soon about to change.
This expertly crafted story reminds us that we all long to be, and have a need to be, loved and to love – can there be a more obvious treatise to this film in "love one another as I have loved you". Connection, to one another and the desire to connect with something outside of ourselves also weaves thematically through the film.
In the Bible we read about human responsibility for the Earth. God gives humans stewardship over the Earth. This stewardship is not ownership such that we can trash the place and expect no repercussions.
Indeed, the Bible says, 'the Earth is the Lord's and everything within it' (Psalm 24:1). Stewardship is conducted under the watchful eye of God who is concerned for all of his creation.
It is important for us to have a high view of our role in conserving the planet and a high view of this planet itself.
It is not hard for us to think of something beautiful in this world.
WALL•E challenges us to find the beauty in both excellent storytelling, in our world and those around us.
Download the Discussion Guide


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magic squares 1.0
Number Squares is a magic squares game that has a simple set of rules making it easy to learn while providing more than enough depth to be a challenge. This classic number puzzle game dates back to 650 BCE and still provides many hours of enjoyment today.
There are 25 squares in a grid. The goal is to place numbers so that each row, column, and diagonal add to 65. At the same time, every pair of numbers the same distance from the center add to 26. Hard to believe but there 48,544 solutions to the puzzle - you won't run out of game play anytime soon.
There are five levels of game play available with a hint button if you want a little extra help. The provided skins allow you to customize the game to your liking.
Info updated on:


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Sunday! Fine day Sunday!
How's everyone doing? Great? No? Not so much? Anyway, I'm doing okay lately. Not too good and not too bad and that's all because I'm back to blogging. Yes, this is probably the only place I can let go and be myself. If you're wondering, I do have other blogs which is more personalized than this one. This is my advocacy blog and that's why I'm updating it.
For the past week I have put on the spotlight the HUMAN RIGHTS VICTIMS CLAIMS BOARD. And today, I will tell you their list of requirements.
The applicant shall submit the following to support eligibility as a claimant:
a) Application Form;
b) Detailed notarized statement of the human rights violation;
c) Proof of filiation and relationship issued by the National Statistics Office (NSO) or Office of the Local Civil Registrar. In the absence thereof, affidavits of at least two (2) disinterested individuals;
d) In case the HRVV is physically incapacitated to file the application personally, a notarized authorization showing proof of identity of the authorized representative and his/her bona fide relationship with the victim;
e) In case of mental or psychological disability of the HRVV, proof of filiation and relationship of the nearest next of kin in accordance with the Civil Code provisions on succession issued by the NSO or Office of the Local Civil Registrar.
To prove the HRV, the applicant shall submit one or more of the following:
a) NSO-issued or local death certificate;
b) Warrant of arrest, seizure orders (PDA, PCO, ASSO), mission order and other similar documents;
c) Certification by custodial government agencies on the fact of detention, carpeta, police blotter, NBI files, release papers and other similar documents;
d) Doctor's affidavit, medico-legal, autopsy or pathology certificate or report, and other similar documents;
e) Declassified documents from the Department of National Defense and other government agencies;
f) Court records;
g) Original or duly certified lawyer's records;
h) Photographs with affidavit of proper authentication;
i) Sworn statement of two (2) co-detainees or two (2) persons who have personal knowledge of the circumstances surrounding the HRV;
j) Secondary sources of information from reliable sources may be presented such as church/non-government organization report, books documenting HRVs, news clippings or other similar documents;
k) Other documents and evidence attesting the occurrence of the incident and violations or that may be required for the award of any reparation.
By the way, the BLOG LIST for their CARAVAN is UPDATED. You can check out where they will go HERE.
And call for the one's whose area is close to PAMPANGA. HRVCB or the HUMAN RIGHTS VICTIMS CLAIMS BOARD will be there TOMORROW on June 9 and 10 at Angeles City Session Hall from 8am to 5pm.
1. The documents that you would submit would temporarily stay at the care of HRVCB at the time of processing and would later be permanently transferred to a memorial, museum or library. If you want to keep your original documents, you can submit the certified copy of this. You can certify it on site with the Officer of the Day.
2. Direct or Indirect commission of fraud or any other colllusion, falsification, misrepresentations of facts, or any other kind of anomaly in the accomplishment of this form, or in obtaining any benefit under this application shall be subject to CRIMINAL ACTION punishable by 8-10 years imprisonment and other accesory penalties as provided for under Republic Act No. 10368, Sec. 25.


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One position is open until filled.
Members serve three-year terms.
Park, Arbor and Recreation Board
Why You're Needed: Use your skills to support and beautify public spaces and recreational activities in the City of Sequim.
Job Basics: This Board is a seven-member citizen panel responsible for advising City Council on matters related to acquisition, control, imporvement, beautification, and planning of all public squares, parks and recreational facilities.
Meeting Schedule: Meetings are the Third Monday of each month at 5pm at the Burkett Community Conference Room, 152 West Cedar Street, Sequim WA 98382.
How To Apply: Download the Application or pick one up at Sequim City Hall, 152 West Cedar Street, Sequim WA 98382. Submit applications to Kuznek-Reese, City Clerk, at Sequim City Hall or electronically at [email protected]
For more information visit City website at www.sequimwa.gov or contact Sequim City Hall or call 360-683-4139.
Insider Information
The Board partners with the City Arts Advisory Commission and the Sequim Bicycle Alliance for events and installations.
• Interest in recreational activities and natural spaces.
• Ability to plan and coordinate events and activities with a variety of partners.
• Comfort working in a group and public speaking.
• Members must be residents within the Clallam County boundaries of School District 323, or business property owners within the City of Sequim. At least four members must be city residents.
The City of Sequim is comprised of a growing population of just under 7,000 residents. 55% of community members are women with a median age of 57. Community members give their time through 7 elected City Council Positions and 9 boards or commissions.


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This course will guide you through the basics of correct American pronunciation and help you learn how to make the sounds of standard American English with confidence.
- Do you have a strong accent when speaking English?
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- Do you feel embarrassed when speaking English?
- Do you want to begin speaking with an American accent confidently?
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Stop searching now. You're at the right place.


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Peanut meringue roulade
Serves 8 | prep 30 mins | total time
Peanut meringue rouladeSubscribe to Sainsbury's magazine
Serves 8 | prep 30 mins | total time
Nutritional information (per serving)
For the meringue
- 4 large egg whites
- 200g caster sugar
- 50g unsalted peanuts, roasted and finely chopped (see kitchen secret)
For the peanut brittle and filling
- 175g caster sugar
- 100g unsalted peanuts, roasted
- a drizzle of oil, for greasing
- 300ml double cream
- couple of handfuls unsalted peanuts, roasted and roughly chopped
Step by step
Get ahead
Make the meringue a few hours in advance, then wrap well in clingfilm. Once assembled, the roulade is best eaten straight away. The brittle can be made the day before and kept in an airtight container. Keep any leftover brittle in an airtight container and use to scatter over ice cream, to decorate a cake or eat straight from the tub.
- Preheat the oven to 180ºC, fan 160ºC, gas 4. Line a 25cm x 38cm shallow baking tin with baking paper.
- To prepare the meringue, in a large, very clean bowl, whisk the egg whites with an electric whisk until soft peaks form. Slowly add the sugar, 1 tbsp at a time, until you have a stiff and glossy mixture. Now lightly fold in the chopped peanuts. Spread the mixture evenly on the prepared tin. Bake for 20–25 minutes until nice and golden.
- Place a large sheet of nonstick baking paper on the work surface. Once the meringue is cooked, invert the baking tin to transfer the meringue to the baking paper. Carefully peel away the baking paper, then leave the meringue to cool completely.
Tip To roast peanuts, scatter them over a shallow baking tray and roast in the oven at 200°C, fan 180°C, gas 6 for 7-8 minutes.
- To make the peanut brittle, heat the sugar and 6 tablespoons water in a saucepan over a medium-low heat. Cook until the mixture becomes a caramel. Take the pan off the heat and add the peanuts. Spread the mixture on a lightly oiled sheet of nonstick baking paper and leave it to cool completely. Once cool, break the peanut brittle into pieces and grind these to a coarse powder in a food processor.
- To make the filling, whisk the cream in a bowl until soft peaks form. Fold in 3 tablespoons of the ground brittle. Spread the cream on top of the cooled meringue, leaving the edges clear. Sprinkle a handful of the chopped peanuts over the cream.
- Start rolling the meringue from the short side of the rectangle, using the baking paper to help you. Carefully transfer the roll to a serving plate. Sprinkle with a small handful of the remaining chopped peanuts and ground brittle.
Peanuts are widely used in Indian cooking, for both sweet and savoury dishes, and in winter in particular they are made into peanut brittle, which is eaten as a sweet after meals. The nutty, toffee flavours of peanuts add richness to a light, fluffy meringue roulade and give it an enticing crunch.


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Multi-Pocket Wonder Organizer
Multi-Pocket Wonder Organizer
Say goodbye to digging inside a chaotic bag because this Multi-Pocket Wonder Organizer has a total of 13 compartments that neatly secure all your gadgets, journals, and other essentials in one place. Transfer it from one bag to another and you're ready to go every time.
We ship with a USPS/Intl tracking number. Shipping takes between two and four weeks.
- Material: Nylon
- Dimensions: 28.5 x 17 x 9.5 cm / 11.2 x 6.7 x 3.7"
- Package includes: 1 x Multi-Pocket Wonder Organizer
- Features: Multi-purpose, Water Resistant, Spacious Main Compartment, 6 Mesh Pockets, 4 Cushioned Pockets, 2 Wide Zippered Pockets, Portable, Compact, Folds for storage
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- This event has passed.
Students vs Staff Table Tennis Tournament
31 January, 2018 @ 16:00 - 19:00
As is tradition now, AEclipse is proud to present the students vs Staff ping pong tournament! Whether you want to show off your Ping pong skills, or seek revenge over an unsatisfactory grade, this is your chance to challenge your fellow professors to a friendly match and win the boasting rights for the rest of the year as the AEclipse champion!
The event will be held at the Erasmus sport on January 31st starting at 16:00 and is free for all AEclipse members.
Hope to see you all there!


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Song Details
- Show
- Hello, Dolly! (58)
- Music
- Jerry Herman
- Lyrics
- Jerry Herman
- Title Variations
- Bailando; La Lecon De Danse
Note: this song may also appear on other recordings whose tracks have not yet been indexed.
Similar Song Titles
Forum Threads
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Photo: Ralph Street, on the runthrough, WOC Middle 7th August 2018, by On The Red Line.
Neither of the GB teams are amongst the favourites, but both have the status of outsiders who can do well on a good day.
This starts at 12:20 UK-time.
Switzerland, Sweden and Russia are rated the strongest teams. Behind them Finland and Norway are the next most likely medallists. And behind them: Latvia - the women's relay rates to be the home country's best result of the week, Czech Republic and Great Britain. A year ago GB were seventh - can they improve on that this year?
This starts at 2:20 UK-time.
It is expected to be a battle between the Norwegians, the defending champions, and Switzerland, second, third, and fourth on Tuesday. That was written whilst Olav Lundanes, the world No 1, was in the team, and late news is that instead, Tuesday's gold medallist Eskil Kinneberg will run leg 2, and Gaute Hallen Steiwer starts. Sweden and France are the teams most likely to take the third medal, with GB in the "outsiders" group which also includes the Czech Republic, Russia and Ukraine.
The GB Team is the same as ran at the European Championships, with the running order altered.


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featured destinations
- Saint Petersburg , Russia
- Munich , Germany
- Helsinki , Finland
- London , United Kingdom
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- Tel-Aviv , Israel
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- Stockholm , Sweden
- Amsterdam , Netherlands
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- Gothenburg , Sweden
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- Singapore
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- Chicago , United States
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- Brasilia , Brazil
- Belo Horizonte , Brazil
- Cape Town , South Africa
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ask Juliet about
food • shop • boutiques • ethnic food • museums • designer clothes • department stores
a bit about Juliet
What do you do and why do you do it?
I'm a freelance food, entertainment, and travel writer. I've been interested in journalism since I was in middle school; I'm very curious and have always enjoyed delving deep into new subjects. Writing gives me the opportunity to meet new people, explore new places, and share my own thoughts and experiences with the world. And now that I'm a new mom, I really appreciate not having a desk job.
What TV show is a must watch?
Oh man, it's so hard to pick just one. My favorite of all time might be The X-Files, though.
What's the best karaoke song of all times?
Gotta go with Don't Stop Believin' by Journey.
Which film have you watched more than 3 times?
Wet Hot American Summer.
Have you ever cried while reading a book? Which one?
Never Let Me Go by Kazuo Ishiguro.
Are you a planned or a spontaneous shopper? What's your go-to store in New-York City?
I like to plan the neighborhoods I shop in and then wander around from there. But my all-time favorite store is still Bergdorf's. You can't beat the glamour of it.
What's the one place in New-York City that you're sure only you truly appreciate?
Any place in New York that only one person appreciated would be out of business in a day, but I definitely have a fondness for Murray's Cheese Shop.
What's your dream job?
Being some sort of an editor-at-large who got to travel the world and report back on the best hotels, food, and cultural activities.
What's your favorite vacation city in the world and why?
Paris! I spent a semester there in college and you can never run out of things to do. The food, the fashion, the art, the neighborhoods; it has everything.
Where do you go in New-York City if you have two hours to kill?
I like to wander around Soho. I'll grab a bite at my favorite bakery, Dominique Ansel, and then window shop everywhere from Burberry to Bonpoint.
What's the thing you LOVE to do in New-York City but never actually do?
Get a group of people together for a big dinner out.
Who's your hero and where would you take them out for a bite or a drink in New-York City?
I have many, but right now, Barack Obama. I know he appreciates a good meal, so I'd take him to Carbone. It's discreet, the pasta is incredible and the waiters are some of my favorite in New York.
If you were given a choice, mayor of which neighborhood in New-York City would you be?
My own, Greenwich Village!
What's the place in New-York City you'll never be caught dead in?
Murray Hill.
Where do you and your drinking buddies meet for a casual night out in New-York City?
The West Village. It's just a few minutes' walk from my apartment and there's every type of bar there.
Where would you go in New-York City to celebrate the best news EVER!?
Part of me wants to say one of my favorite fancy spots like Marea, but I also might just want to pig out on macaroni and cheese at Macbar.
It's a Saturday night and the mood is right – where do you go in New-York City to party?
I spent all of my 20s going out to clubs (it was actually part of my job as a nightlife reporter), so now I enjoy places that are a little bit quieter. I love the lobby of the Bowery Hotel for great cocktails and the plush couches.
It's your last day in New-York City – how do you spend your time?
Eating, obviously. But I'd also make time for a visit to the MOMA and The Plaza Hotel, two of my favorite places to wander around in New York.
What's the one place a first-time visitor in New-York City can't miss?
Rather than a place, I'd say 5th Avenue. If you walk it from 59th St. all the way down to Washington Sq. Park, you get to see a lot of major sites and experience different New York neighborhoods.


text: Home Media Publications Classic Love Stories Media Publications Classic Love Stories By Anuradha Goyal - May 28, 2014 1956 0 Facebook Twitter Pinterest WhatsApp Email Telegram Books features in this article published in February 2014 issue of the magazine: The Bridges of Madison County by Robert James Waller Love Story by Erich Segal Devdas by Saratchandra Chattopadhyay Durgeshnandini by Bankim Chandra Chattopadhyay Saraswatichandra by Govardhanram Tripathi RELATED ARTICLESMORE FROM AUTHOR Books on India from the Foreign Eye – By Contemporary Foreign Authors Books on Hyderabad – C6 Column LEAVE A REPLY Cancel reply Please enter your comment! Please enter your name here You have entered an incorrect email address! Please enter your email address here Save my name, email, and website in this browser for the next time I comment. Join us1,673FansLike3,383FollowersFollow22,670FollowersFollow8,650SubscribersSubscribe


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The number of loan and mortgage options are constantly increasing as more and more companies are getting on the high. While loans are a simpler term, a mortgage can be confusing for various people. The mortgage is basically when a specific amount of money is borrowed against a similar value property or an asset. The sum borrowed is referred to a loan against the mortgage. Today, if you wish to take a mortgage, there are a number of factors to look after. The most essential being the mortgage rates. Before getting the money, you need to ensure that you are getting a good sum of money against your asset, and the interest rates are in your favour. Each company will offer you a different sum of money as well as interest rates, according to their own policies. It is important to discern the best mortgage company, which can essentially help you, while not leeching out too much of your money.
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There are a lot of things to need to understand before getting a loan or a mortgage. If you are having trouble doing it all alone, you can take help from a mortgage broker on the various deals provided by companies. You can find a number of companies in your locality and on the internet. It is best you find out about all the plans these companies offer, and look into the packages they offer.
Before viewing the plans and policies of mortgage companies, you need to be clear about your own needs and requirements. You should financially lay out an understanding of your current status, which you can then keep in mind while viewing all the policies. Your property's worth and your financial income should all be kept in mind, before opting for any deals with any firm. Without setting out your terms, you won't be able to get the best out of the deal. Moreover, you need to know what you really require and what your expectations are. By doing this, you will be able to properly negotiate with the dealers and companies. This will also allow them to offer a better policy to you, so you won't be disappointed.
You need to look into the several mortgage trends running before taking a loan from any mortgage dealer. Before applying for a loan, it is best to do proper and thorough research, without being in a hurry. This is the first step of finding the best deal. Look into mortgage companies in your locality, contact them and compare them. You can also consult with relatives or friends, who are currently dealing with mortgage companies or are in an association with one.
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With professionals guiding you the way, you will get a reasonable and profitable deal for sure. In order to see the deals and contact the company, you need to visit the official website https://www.mrcooper.com/. On the website, you can view the various plans the company offers, and the pros and cons listed out for each individual. There is a short description of each type of loan, which you wish to avail. Whether it be loans or refinancing, the firm is able to deal with all types of matters efficiently.
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To make an account on the website, you first need to select a plan that you wish to purchase. In doing so, you will put in some simple details, such as your name, your phone number, location, email id etc. All the details will be kept confidential by the company, and they will perform the further formalities by contacting you via your phone number.
Once you have applied for a loan with the company, you can sign with their Nationstar Mortgage login to know the status of the loan, the repayment status, and all the other details related to the loan. You can create an ID on the official website by putting in the loan number, social security number and zip code. Further details will be attested, and once everything is done, your account will be created with a unique username and password. Using this, you can view every aspect of your loan with the company.
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This is one of the highly reputable companies, which can offer you the best services according to your needs and requirements. By working with them and using Nationstar mortgage login account, you can get assured services, which won't disappoint you.
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While discussing the terms with the firm, you also need to be very clear about everything. You need to properly lay out your own terms and conditions. This way, you can straightforwardly proceed with the negotiations and such. By not discussing the full details about your financial status, you will complicate things further. It is necessary to have an effective conversation with the firm, so they can provide you with the right policies, which suits you and your budget.
If you have any objections, voice them out without a second thought. A moment of hesitation can force you into a bad deal, which you are not happy about. Getting a loan can be a tedious process, if not done the right way. Neither is it a short-term process from which you can get out. The type of deal you get will stay with you for a decade or so, which is why you must see to every aspect of the deal carefully before deciding upon anything. Only by choosing the finest firm can you be assured of the best type of deal, and be satisfied with it!
In the end, mortgage dealing can be a tough work for an individual with no prior knowledge of these matters. To make the most out of your time, you need to do proper and deep research about the topic, take opinions and suggestions and proceed with care. Without proper guidance, the task is tedious, which is why the best option to go for is a professional firm, which can help you on your path and tell you what is best for you. After analysing all the aspects of the policy, you can purchase it as per your will, or discuss negotiations as per your requirements. Nothing can be done in hurry, and neither should it be done in a short time. Take your time, so that there are no chances taken and you are risk-free. Authenticity matters as well as experience, so look for these the most in a company.


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Last week, SeaWorld's announcement that it would end all orca breeding flooded social media feeds and news sites. It also signaled a game-changing victory for the animal protection movement.
Many say strong criticism stemming from the documentary Blackfish made SeaWorld's decision inevitable. The 2013 film spotlights Tilikum, a SeaWorld orca that killed trainer Dawn Brancheau during a live performance. It chronicles the dangers of keeping orcas in captivity, while also criticizing SeaWorld's care of its killer whales. After the film's release, SeaWorld reported a decline in attendance and its stock price plummeted.
In addition to ceasing its breeding program, SeaWorld announced it is phasing out its theatrical orca shows and also unveiled a new partnership with the Humane Society of the United States (HSUS) – previously one of SeaWorld's critics. The partnership includes rescue and rehabilitation of stranded marine mammals and advocacy campaigns to end commercial whaling and seal hunts and fight shark-finning. SeaWorld has also committed to revamping the food policies at its parks to source sustainable seafood, crate-free pork and cage-free eggs.
In a Los Angeles Times op-ed, SeaWorld President and CEO Joel Manby acknowledged that society's view is shifting when it comes to opinions about whether orcas belong in human care. In a strategic messaging move, Manby also noted that SeaWorld can take credit for this value shift, since people have come to love orcas because the park has allowed them to see and learn about them up close.
SeaWorld's announcement is the latest example of how shifting attitudes about animals have pressured companies to adopt more humane business models. Last year, Ringling Bros. and Barnum & Bailey Circus announced plans to phase out its performing elephants by 2018. Then in January it declared it will retire them this spring, a year-and-a-half earlier than planned. This victory came after decadeslong claims of animal mistreatment. Advocates alleged that away from the bright lights and cheering crowds, circus employees controlled the elephants with long, hooked poles known as bullhooks and chained them for up to 20 hours at a time.
What was most remarkable about this announcement is that elephants have served as the symbol of the "Greatest Show on Earth" and are integral to the circus's brand. Feld Entertainment, the parent company of Ringling Bros. and Barnum & Bailey circus, cited that, "There's been somewhat of a mood shift among our consumers… a lot of people aren't comfortable with us touring with our elephants." The decision was also a financial one. Cities from Los Angeles to Asheville, North Carolina, have passed "anti-circus" ordinances, such as banning the use of bullhooks and forbidding any shows with wild or exotic performing animals.
These defining moments in the animal protection movement point to a few important communication lessons.
- Storytelling is a powerful tool. While not all advocacy documentaries receive Blackfish-level attention, the film demonstrates how stories help audiences connect to an issue. Stories don't have to be controversial to be effective. But they should feature a main character, plot and central point. Blackfish uses one powerful story to demonstrate the larger and more complex problem of keeping orcas in captivity.
- Opposition dynamics can change. SeaWorld and the Humane Society of the United States have been adversaries for more than two decades. But the new partnership between the organizations creates common ground that will result in meaningful change for animals. Ultimately, SeaWorld's commitments also help advance HSUS' campaign goals. Having a clear definition of success internally – and among campaign partners – will help gauge whether a new relationship with a longtime opponent makes strategic sense or not.
- Value shifts take a long time, but they do happen. Many advocacy campaigns are a marathon, not a sprint. Whether you're trying to spark corporate, policy or behavior change, it is important not to lose sight of how your target audiences and decision makers currently view your issue and the values they hold. Attitude shifts can take years or even decades, and this is true for many important social change issues (marriage equality, for instance). Focusing on audiences' values, as well as incremental victories, is crucial for any campaign.
If you're looking to recalibrate an existing campaign, launch a new one or brush up on your planning skills, check out Spitfire's Planning To Win™ tool and learn how to craft a successful campaign strategy.
Tags: #PlanningToWin, #SeaWorld


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"Where'd You Go, Bernadette?" a novel by Maria Semple
The first annoying thing is when I ask Dad what he thinks happened to Mom, he always says, "What's most important is for you to understand it's not your fault."
This is the first book I read on my Nook. At first, I had trouble sticking with it. I thought it was the structure of the novel—multiple forms of communication from emails to memos to emergency room bills among different different characters. But now I think it was more about getting used to reading on a screen for an extended amount of time instead of just scanning—my usual MO for anything on a screen.
The unique structure in the beginning gives the reader access not only to the various characters but their relationships as well. It also serves as a nice echo for later in the book.
Bee Branch is a smart 15-year-old who has been promised a trip to Alaska for good grades. She plans on collecting this gift in spite of her mother, Bernadette's, agoraphobia and general odd behavior that could be seen as bordering on a breakdown. When Bernadette disappears, Bee refuses to believe the worst and sets out to piece together all the information and clues she can get her hands on to try and understand her terribly misunderstood mother, along the way uncovering a secret past her mother has been hiding.
This story tugged at my heart and also made me laugh out loud— a perfect combination that reveals the complexity of our familial relationships with a tender yet light touch, making it a perfect summer read.
What I learned: To not be afraid to play with structure and to be funny even in a "literary" movel.
"Ashes to Ashes" a YA novel by Melissa Walker
I wake up with a jerk, not certain what startled me.
Callie is your average teenager, in love with her boyfriend, lost her mom, lives with her fairly strict dad, has a best friend. She loses it all in an instant in a tragic accident. Instead of finding herself in some beautiful version of Heaven being greeted by her long lost mom, Callie finds herself in what is called the Prism. It's kind of a stop gap before Heaven. A place where souls go to haunt their loved ones. But haunting doesn't mean what Callie has always been taught. No ghosts rattling chains, scaring people on earth. At least, it's not supposed to be that. It's supposed to be a time of bringing peace to your loved ones, helping them to let you go. Once that happens, Callie is free to let go and move on as well. But when Callie falls in with the wrong crowd of ghosts, she is faced with some hard decisions that threaten the lives of her loved ones as well as her own existence.
What I learned: The details are crucial for creating a world whether it is realistic or fantasy.
"I Can't Complain" (all too) personal essays by Elinor Lipman
I came late to the essay-writing genre, when various magazine and newspaper editors asked me to expound on a particular topic and I felt it was not only polite but also a good deadline discipline to say yes.
These charming essays offer readers of her fiction or new readers a delightful insight into Lipman's life. Topics range from parents, children and marriage, sex ed to "Sex and the City", to the writing life, life and death. They feel like she drew the curtain back so we could all take a peek at the life of a writer behind her fiction. It made me want to start writing my own collection of essays.
What I learned: That our own lives are a rich bounty of material waiting to be mined if only we look carefully.
"Stitches- A Handbook on Meaning, Hope and Repair" by Anne Lamott
It can be too sad here.
indeed it can.
Anne Lamott began writing these little gems of wisdom and comfort in the wake of the Sandy Hook shootings. As always, her raw, vulnerable, honest, gracious perspective brings comfort to me as she questions how we stay connected and balance when so much evil and such catastrophes befall our world.
What I learned: No matter where I am at in my life, there are the words of Anne Lamott to guide and comfort me.
"Drunk Mom" a memoir by Jowita Bydlowska
One evening I find a baggie of cocaine.
And that is one of the more benign things that happen in this riveting and disturbing memoir.
After three years of sobriety, Jowita Bydlowska finds herself enjoying champagne- lots and lots of champagne. Suddenly, her sobriety is out the window and she is immersed in the downward spiral of addiction with the lies to others and herself and skewed logic that it comes with. Reading this was harrowing. She was young mother of a young son and even that couldn't make her stop drinking. Her bad choice after bad choice just made me cringe. But her raw honesty as she exposes the dark underbelly of addiction was inspiring.
What I learned: That you just never ever know what anyone else is truly going through.
"Life Drawing" a novel by Robin Black
In the days leading up to my husband Owen's death, he visited Alison's house every afternoon.
Confession: Robin Black is my latest writer crush. You know, that writer you want to write like, the one that you'll read anything they write—even a grocery list. I first discovered her through her short story collection "If I Loved You I would Tell You This." I was so very bummed when I learned that was her only book and have been waiting for her next one. I had the pub date for "Life Drawing" written on my calendar and bought it that day.
It tells the story of a long marriage between Gus and Owen, a painter and writer. She reveal the complexities of marriage with such compassionate precision that it left me breathless at times.
My favorite lines:
There are often two conversations going on in a marriage. The one that you're having and the one you're not. Sometimes you don't even know when the second, silent one has begun.
I loved the intimate, behind-the scenes look at a marriage after betrayal as well as the dynamics between two artists living, working, creating (perhaps competing?) together.
It was one of those books that I wanted to race to the end to see what happens but also I wanted to slow down and savor every scene and sentence, never wanting it to end.
What I learned: To observe and write from that place of compassionate precision.


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In the interesting-facts-behind-a-Navneet-notebook style, a teaser for the sort of thing you can expect from this blog:
- Madras was under (sort of) Hyderabadi rule for a while in the 17th century. Take that, CSK!
- Mir Osman Ali Khan's parsimonious ways were notorious; even TIME magazine made fun of them. He also gives his name to the Osman biscuit.
- Ibrahim Quli (father of Muhammad Quli, the city's founder) wanted to establish a city of his own; that didn't quite work out, obviously.
- Bhagmati is a made-up person, some historians claim.
- Hyderabad was once walled with gates (Darwazas) and posterns (Khidkis) for access into the city; the wall is all but gone and only 2 of the 14 gates now remain.
"History is a set of lies agreed upon." – Napoleon Bonaparte
For me, history has always been about stories: stories of valiant kings, beautiful queens, scheming progeny and the occasional joker. And it is these stories that this blog will (hopefully) retell. You, the reader, may have heard them a thousand times before or maybe you haven't. If it is the former, I would love to hear your stories as well and if it is the latter, then I hope this blog will give you a piece of the puzzle that is Hyderabad.
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Featured Past EventsClick on the categories below to learn more details about specific Society events! Community ServiceNetworking OpportunitiesProfessional DevelopmentPolicy Panels
Community Service Event at Martha's Table The Society of Health Policy Young Professionals (SHPYP) hosted another successful community service event last week to benefit Martha's Table (MT), a DC-based initiative to provide education, food, and opportunity for the economically disadvantaged in Washington, D.C. We had ten enthusiastic SHPYP members who came out to help prepare and package meals for deliveries later that day. Our volunteers proved to be skillful in the kitchen, performing a wide range of duties including peeling heaping piles of potatoes, applying a vinegar-based marinade to chicken, and fighting back their tears while dicing red onions. With guidance from the kind-hearted staff at Martha's Table, we were diligent and efficient in tackling the morning's tasks. After completing our shift, we were all proud to have participated in MT's hugely successful "Healthy Start, Healthy Eating, and Healthy Connections" program. Our efforts helped support the organization's mission of breaking the cycle of poverty in DC, while simultaneously giving us a unique setting in which to bond as health policy wonks.
Successful Salary Negotiation Techniques and Mindsets (MEMBERS ONLY OPPORTUNITY) Think back to your last salary negotiation. What were your feelings around this conversation? Did you feel anxious, unprepared, or uneasy? Do you wish you could negotiate a higher starting salary or raise with more confidence? This is an opportunity to meet with Alison Cardy, a professional career direction coach, for a discussion workshop on how to improve your overall salary negotiation skills and get the compensation package that better fits your needs. During the workshop, Alison guided attendees through negotiation role plays in a comfortable and safe environment, taught 5 core negotiation concepts, and pulled back the curtain on what tends to make people feel uncomfortable or intimidated about asking for a more desirable employment package. WHO:
- Alison Cardy, Career Improvement Coach (Bio)
SHPYP Career Development Forum: An Interactive Discussion about Different Career Options in Health Policy (MEMBERS ONLY OPPORTUNITY) As young professionals in health policy, we often face many difficult career choices – including potentially deciding between different job opportunities, graduate school programs, and specific fields of focus. This panel served as an interactive forum with three senior health policy professionals from SHPYP's advisory board, to help gain more experience and insight on these tough career decisions! Our advisory board members have a wide array of educational backgrounds and career paths, and answered questions about their different choices, experiences, lessons learned, and advice for members who may be facing similar decisions now. WHO:
- Tim Dube, MPH, Associate Director, Federal and State Public Policy & Reimbursement, Genentech
- Joy Kraybill, PhD, Deputy Director, Division of Plan Management, Federal Exchange Group, CCIIO, CMS, HHS
- Michelle Proser, MPP, Director of Research, Public Policy & Research Division, National Association of Community Health Centers
King v. Burwell: What's at Stake in the Next ACA Supreme Court Challenge? A key event from early 2014 was the panel discussion about the King v. Burwell Supreme Court case. With the decision expected in June, the panelists discussed the legal and policy issues at stake, the potential outcomes and policy impacts of the landmark case, and their predictions for how Congress and the Administration may respond to the ruling. The panelists included:[insert_php]$root = get_template_directory(); include $root."/content_past_events.php";[/insert_php]
- Taylor Burke, J.D., L.L.M., Associate Professor of Health Policy and Law and Managing Director of the MPH in Health Policy, George Washington University
- Sohini Gupta, J.D., Principal, Mehlman Castagnetti Rosen Bingel & Thomas
- Margot Sanger-Katz, Health Care Correspondent, The Upshot, The New York Times


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Fingerpaint is proud to be recognized by the Albany Ad Club for 11 Silver Awards. The Albany Ad Club Awards is conducted by the American Advertising Federation, who recognizes creative excellence on a local, regional and national stage in the industry's largest and most representative competition.
Fingerpaint won awards across a diverse group of categories including: logo design (3), brochure collateral, ambient media – installation, responsive design (2), consumer website design, integrated media campaign – self-promotion, online interactive – self-promotion, and out-of-home – self-promotion (signage).


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