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Jennifer Hudson Carpool Karaoke
James and Jennifer Hudson make the most of their drive to work singing a few classic tunes, stopping at her Hollywood Walk of Fame star and ordering from a drive-thru.
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Each week night, THE LATE LATE SHOW with JAMES CORDEN throws the ultimate late night after party with a mix of celebrity guests, edgy musical acts, games and sketches. Corden differentiates his show by offering viewers a peek behind-the-scenes into the green room, bringing all of his guests out at once and lending his musical and acting talents to various sketches. Additionally, bandleader Reggie Watts and the house band provide original, improvised music throughout the show. Since Corden took the reigns as host in March 2015, he has quickly become known for generating buzzworthy viral videos, such as Carpool Karaoke." - bsocially


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IHR Events
Explore all of our forthcoming events, from public lectures and conversations to research training and workshops, plus all our upcoming research seminars.
Search by event title, keyword, or date range. You can also use the custom filter search to narrow down the event listings by type or subject specialism.

subset: commoncrawl


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Datsun 240Z
1980 Datsun 280ZX Climate Controls Control Box
$ 48.00
1980 Datsun 280ZX Climate Controls Control Box with Fasteners. In Excellent Condition. Clean. Wire harness coming off white connecting block - needs connectors.
Incomplete # ... Some fading on label ... : #C30 12 ____ 9V (?)
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Our shipping calculator will figure the best and least expensive way to get your parts to you quickly. We pack your parts very carefully so they endure the rigors of the shipping industry.
If a shipping quote seems high or unreasonable email us and we will get back to you with a quote or solution.
Your purchase is protected by PayPal Buyer Protection Policy and by our own word. If there is a problem contact us immediately and we will respond quickly with a solution. We want you to be happy and satisfied always. We refund the same day the part is returned. With overseas customers we can work out any issues that might arise. We can ship any size item or part , crates , pallets , boxes or envelopes.
Maserati Compound


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A beautiful accessory for your table.
Our Quimper Faience collection is imported directly from the Henriot Quimper in Quimper, France. Founded in 1685, Henriot Quimper is know the world over for its know-how of the "Quimper Paint Touch" and the tradition of producing and hand-painting every piece of faience in-house. Henriot Quimper continues the tradition producing the traditional patterns featuring the Breton figures as well as many new more modern designs. The superbly talented resident artists at Henriot still hand-craft every piece of Quimper Pottery. Each piece of Quimper faience is completely handmade and painstakingly hand-painted. Each piece of Quimper is unique. One artist hand paints each piece from start to finish then signs the piece and marks it "Henriot" to ensure its authenticity.
3.5 inches
Colors may vary. Colors in photograph are close but may not represent true colors. All Quimper faience pieces are fully hand painted. Each piece is therefore unique.
For additional quantities, PREORDER FROM FRANCE.
Allow 10-12 weeks for delivery.
In stock items will ship immediately from our shop in the US.


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Bosses matter. They matter because more than 95 percent of all people in the workforce have bosses, are bosses, or both. They matter because they set the tone for their followers and organizations. And they matter because many studies show that for more than 75 percent of employees, dealing with their immediate boss is the most stressful part of the job. Lousy bosses can kill you—literally. A 2009 Swedish study tracking 3,122 men for ten years found that those with bad bosses suffered 20 to 40 percent more heart attacks than those with good bosses.
Bosses matter to everyone they oversee, but they matter most to those just beneath them in the pecking order: the people they guide at close range, who constantly tangle with the boss's virtues, foibles, and quirks. Whether you are the CEO of a Fortune 500 company or the head chef at a restaurant, your success depends on staying in tune with the people you interact with most frequently and intensely.
All bosses matter, but those at the top matter most. Whether or not they know it, their followers monitor, magnify, and often mimic their moves. I worked with a large company where the CEO did almost all of the talking in meetings, interrupted everyone, and silenced dissenting underlings. His executive vice presidents complained about him behind his back, but when he left the room, the most powerful EVP started acting the very same way. When that EVP left, the next-highest-ranking boss began imitating him in turn.
The ripple effects of this CEO's style are consistent with findings from peer-reviewed studies showing that senior executives' actions can reverberate throughout organizations, ultimately undermining or bolstering their cultures and performance levels. When CEOs have far more pay and power than their direct reports do, for instance, performance can suffer if their subordinates feel they can't stop them from making and implementing lousy decisions. A few years ago, I did a workshop with a management team struggling with "group dynamics" problems. Team members felt that their boss, a senior vice president, listened poorly and "ran over" others; he called his people "thin-skinned wimps." I asked the team—the senior vice president and five direct reports—to do an exercise. The six of them spent 20 minutes brainstorming potential products and then narrowed their choices to the most feasible, the wildest, and the most likely to fail.
As they brainstormed, I counted the number of comments made by each team member and the number of times each interrupted someone else and was interrupted in turn. The senior vice president contributed about 65 percent of the comments, interrupted others at least 20 times, and was never interrupted. When I had him leave the room, I asked his subordinates to estimate the results, and they did so accurately. Then the senior vice president returned. He recalled making about 25 percent of the comments, interrupting others perhaps 3 times, and being interrupted 3 or 4 times. When I showed him the results and explained that his direct reports had estimated them far more accurately, he was flabbergasted and annoyed.
Being a boss, as this exercise shows, often resembles the role of a high-status primate: your subordinates watch you constantly, so they know more about you than you know about them. Likewise, anthropologists who study chimpanzees, gorillas, and baboons report that followers devote far more attention to their leader than he devotes to them. (Studies of baboon troops show that typical members glance at the dominant male every 20 or 30 seconds.) As Princeton University psychologist Susan Fiske observes, primates—including ourselves—"pay attention to those who control their outcomes."
Linda Hudson, CEO of BAE Systems, got this message after becoming the first female president of General Dynamics. After her first day on the job, a dozen women in her office imitated how she tied her scarf. Hudson realized, "It really was now about me and the context of setting the tone for the organization. That was a lesson I have never forgotten—that as a leader, people are looking at you in a way that you could not have imagined in other roles." Hudson added that such scrutiny and the consequent responsibility is "something that I think about virtually every day."
The best bosses work doggedly to stay in tune with this relentless attention and use it to their advantage. They are self-absorbed, but not for selfish reasons. On the contrary, they know that the success of their people and organizations depends on maintaining an accurate view of how others construe their moods and moves—and responding with rapid, effective adjustments.
That view is invaluable for bosses as they try to carry out their first and most important task: convincing others that they are in charge. Bosses who fail to do this will find their jobs impossible, their lives hell, and their tenures short. Of course, taking charge effectively isn't enough. The best bosses also boost performance by watching their people's backs: making it safe for them to learn, act, and take intelligent risks; shielding them from unnecessary distractions and external idiocy of every stripe; and doing hundreds more little things that help them achieve one small win after another—and feel pride and dignity along the way.
Taking control
James Meindl's research on "the romance of leadership"1 shows that leaders get far more credit—and blame—than they deserve, largely because, cognitively, it is easier and more emotionally satisfying to treat leadership as the primary cause of performance than to consider the convoluted and often subtle mishmash of factors that actually determine performance differences. It is especially difficult to resist demonizing the bosses of failing organizations, however irrational that may be. This bias toward glorifying and vilifying individual leaders (and downplaying the role of systems, collective action, and external factors outside management's influence) is especially strong in the United States and many European nations.
Yet the best evidence shows that bosses rarely account for more than 15 percent of the gap between good and bad organizational performance—although they often get more than 50 percent of the credit and blame. If you are a boss, this is your lot in life; make the best of it. If you claim that you don't have much influence over what happens to the team or company you lead, your people will lose confidence in you and your superiors will send you packing. Here are four suggestions for magnifying the illusion of control (for more ideas, see the sidebar, "Tricks for taking charge"):
1. Express confidence even if you don't feel it
In 2002, I heard Andy Grove, Intel's legendary CEO (1987–98), interviewed by Harvard University's Clay Christensen, who asked Andy how leaders can act and feel confident despite their doubts. He answered, "Investment decisions or personnel decisions and prioritization don't wait for that picture to be clarified. You have to make them when you have to make them." That's why executives need to use what I call the faking-it-until-you-make-it strategy, which he also touched on: "Part of it is self-discipline, and part of it is deception. And the deception becomes reality. It is deception in the sense that you pump yourself up and put a better face on things than you start off feeling. But after a while, if you act confident, you become more confident."2
Research showing that "belief follows behavior" supports his argument. And confidence is especially crucial for inspiring your followers, because like all emotions, it's contagious—especially when displayed by closely scrutinized bosses.
2. Don't dither
Indecision, delay, and waffling are the hallmarks of a crummy boss; the best ones know that crisp and seemingly quick decisions bolster the illusion (and reality) that they are in charge. As late stage director Frank Hauser said, "You have three weapons: 'Yes,' 'No,' and 'I don't know.' Use them. Don't dither; you can always change your mind later. Nobody minds that. What they do mind is the two minutes of agonizing when all the actor has asked is, 'Do I get up now?'"
3. Get and give credit
A great thing about being the boss is that when your people do good work, you usually get too much of the credit. Smart bosses often use this to their advantage, knowing that people want to work for and do business with winners.
As a boss, you may already use subtle tactics to get credit, such as collaborating with people who are likely to praise you (so that you don't have to brag) and, when you do mention your accomplishments, giving copious credit to others. David Kelley, the modest chairman and founder of design firm IDEO, is a master of the art of giving his people credit. I believe that one reason IDEO became a renowned innovation firm under David's leadership is that he relentlessly thanks others for making him look good, gives them credit when the company does something great, and downplays his contribution—something I have observed him do hundreds of times over the past 15 years.
Indeed, the best bosses routinely give their followers more credit than they probably deserve. And when bosses do this, everyone wins. As the boss, you will get the lion's share of credit because of the romance of leadership. Your immediate team will regard you as truthful. And your modesty and generosity will be admired—especially by outsiders, who will see you as both competent and generous.
4. Blame yourself
In August 2008, I listened on the radio as Maple Leaf Foods CEO Michael McCain made a statement about the deaths and illnesses traced to tainted meats produced by one of his company's plants. McCain's voice quivered as he announced its closure, apologized to the victims, and said that the people at Maple Leaf—including himself—were responsible and that it was his job to restore faith in the company.
His response is striking because it is so rare yet so consistent with research on how to fuel the illusion (and reality) that the boss is in charge. Unlike many people in such a predicament, McCain accepted the fact that he would be held responsible for what his people did, no matter what. When something important happens, the boss is expected to know. Rather than blaming others, McCain understood it was wiser to accept the blame and learn from it. Leaders who denounce outside forces for their troubles come across as disingenuous and powerless. By refusing to take responsibility, they implicitly raise a damning question: "If you didn't have the power to break it, how can you have the power to fix it?" The public also sees a boss's refusal to accept responsibility as a sign that nothing has been learned from the errors.
If you as a boss want to enhance the perception that you are in charge—and fuel performance at the same time—taking at least some of the blame is usually necessary. Experiments by University of Michigan professor Fiona Lee and her colleagues show that managers who take responsibility for problems like pay freezes and failed projects are seen as more powerful, competent, and likeable than those who deny responsibility. In another study, Lee's group examined stock price fluctuations in 14 companies over 21 years. They found that when top executives accepted responsibility for problems, stock prices were consistently higher afterward than when CEOs denied responsibility.
The key, though, is not just to accept blame and apologize. You must also take immediate control in whatever way you can, show that you and your people have learned from failure, announce new plans, and, when they are implemented, make sure everyone understands that things are improving because of them—just as Michael McCain did. Although no one can predict his company's ultimate fate, the Canadian press praised McCain for his clarity, compassion, and control. A nationwide survey in December 2008 showed that among Canadians, confidence in the Maple Leaf brand had risen to 91 percent, from 60 percent, since August of that year. Although the company reported losses in 2008, it returned to profitability in 2009. As McCain said in February 2010, "The packaged-meats business continues to recover. Our brands and our reputation are intact"3 —an assessment most analysts and customers echoed.
Bolstering performance
Bosses who ignore and stomp on their subordinates' humanity sometimes generate quick gains. But in the long run, such short-sightedness usually undermines their followers' creativity, efficiency, and commitment. The best bosses focus on boosting the performance of their people through stratagems such as the three that follow:
1. Provide psychological safety
Good bosses spark imagination and encourage learning by creating a safety zone where people can talk about half-baked ideas, test them, and even make big mistakes without fear of ridicule, punishment, or ostracism. I witnessed the power of psychological safety at a large media company where a new CEO was determined to drive out fear. A vice president had launched a magazine that ended up being an expensive, well-publicized flop. She would have been demoted and fired—and probably publicly humiliated—under past regimes. Instead, the CEO spoke at a gathering and congratulated her for her courage and skill. He emphasized that the decision to start the magazine wasn't just hers; senior management had backed it. After his speech, every executive I spoke with portrayed the CEO's comments as a watershed event.
An absence of psychological safety, in concert with fear of the boss, can be dangerous or downright deadly. Studies by Harvard Business School professor Amy Edmondson and her colleagues show that when nurses fear their supervisors will punish and humiliate them for making mistakes, they hesitate to report their drug-treatment errors. The hazards of fearing authority also emerge from research with commercial pilots in flight simulators. One study showed that when pilots faked mild incapacitation toward the end of a rough and rainy simulated flight, their copilots failed to take the controls 25 percent of the time—resulting in simulated crashes. The copilots knew the pilots were incapacitated yet failed to question their authority. Dysfunctional deference can kill real flight crews and passengers too. In 1979, a commuter plane crashed, in part, because the second officer failed to take control when the captain, a vice president known for gruffness, became partly incapacitated.
2. Shield people
The best bosses invent, borrow, and implement ways to reduce the mental and emotional load heaped on their followers—and protect them from the incompetence, cluelessness, and premature judgments of fellow bosses or others who can undermine their followers' work and well being. Followers who enjoy such protection (and who may be bosses themselves) have the freedom to take risks and try new things.
Annette Kyle, for example, managed some 60 employees at a Texas terminal where they loaded chemicals from railcars onto ships and trucks. In the mid-1990s, Annette led a "revolution" that dramatically raised her unit's performance through a host of changes, including better planning, greater responsibility at the lowest levels, improved and more transparent metrics, and numerous cultural changes. She personally sewed "no whining" patches on workers' uniforms, for example, to discourage the local penchant for complaining and auctioned off her desk to workers for $60 because, as she explained it, "I shouldn't be sitting behind a big desk. I should be contributing to team goals however possible."
This transformation virtually eliminated the penalties that were levied when ships arrived at the terminal's dock but (despite considerable advance warning) workers weren't ready to load them. These "demurrage charges," which cost the company $2.5 million the year before the revolution, were down to $10,000 the year after. Previously, it had taken more than three hours to load an average truck. Afterward, more than 90 percent were loaded within an hour of arrival. Surveys and interviews by University of Southern California researchers showed that employees became more satisfied with their jobs and felt proud of their accomplishments. I asked Annette how she could make such radical changes in her giant company. She answered that her boss shielded her from top-ranking managers—he found the resources and experts she needed but never discussed these moves with senior management until they succeeded.
Good bosses are especially adept at protecting their people's time—for example, by eliminating needless meetings. Take a cue from Will Wright, designer of computer games such as The Sims: rather than automatically scheduling meetings, ask yourself if they are really needed. Wright employed a clever trick. Every time someone called a meeting, he charged that person a dollar. Although he collected a lot of dollars, this requirement made people "think twice, even though it was only a dollar." He also used an employee-centered method to keep meetings short—inviting the creative but impatient artist Ocean Quigley, "the canary in the coal mine." When Quigley raised his hand to be excused, "we knew that the meeting had hit diminishing returns."
3. Make small gestures
The late Robert Townsend, CEO of Avis and author of the masterpiece Up the Organization, called the phrase "thank you" a "really neglected form of compensation." The broader lesson for bosses is the importance of "the attitude of gratitude," a line borrowed from Kimberly Wiefling, founder of Wiefling Consulting, who argues that too many projects end without acknowledgement and celebration and that whether a project succeeds or fails, the best managers take time to express appreciation. Conveying this attitude is especially crucial when the stench of failure fills the air—precisely the time when people most need support from the boss and one another. Bosses with the will and the skill to provide that kind of support set the stage for learning from fiascos. Unfortunately, too many bosses have the opposite response and use such occasions to conduct "blamestorms" or "circular fire squads," where the goal is to point fingers, humiliate the guilty, and throw a few overboard.
Good bosses don't just get more from their people and do it in more civilized ways; they attract and keep better people. If you think your employees are deadbeats, downers, and jerks, look in the mirror. Why don't the best people want to work for you? Why do people who appeared to be stars when they joined your team seem to turn rotten?
Of all the skills and aspirations good bosses must have, self-awareness is probably the most important. Cornell University's David Dunning has shown that poor performers consistently overestimate their intellectual and social skills. In contrast, the best performers accurately judge both their strengths and their flaws. Dunning's research has crucial implications for leadership. The best and worst bosses alike suffer from overconfidence and insecurity, from weaknesses and blind spots. Such is the human condition. Yet the best bosses are keenly aware of their flaws, work to overcome them and to reverse the resulting damage, and enlist others who can compensate for their weaknesses.
The most effective bosses devote enormous effort to understanding how their moods, quirks, skills, and actions affect their followers' performance and humanity. They constantly make adjustments to be a bit more helpful and constructive tomorrow than they were yesterday. To be a great boss, you must constantly ask and try to answer many questions. Perhaps the most crucial is, "What does it feel like to work for me?" If your people answered this question honestly, would they say that you know the impact your words and deeds have on them—or that you are living in a fool's paradise?


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The ventilation is excellent, without sharp curves, the tube is made from flexible, black material, soft silicone mouthpiece, modern catch.
This snorkel is designed specifically for the needs of free divers.
The ventilation is excellent, because the tube is shorter, has a large bore and is a well-connected anatomical shape without sharp curves.
The tube is made from flexible, black material, and a soft silicone mouthpiece fits into the end; this is a swivel mouthpiece so it can be placed at the correct angle for comfortable and long use.
The height adjustable mask strap holder has a modern catch.


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Nicotine is highly addictive. This website is only to be used by persons over the legal smoking age in their province or state.
Please enter your location and date of birth.
Level X Essential Series Mango Ice Disposable Vape Pod
* please call location to confirm inventory levels
For those who crave tropical vibes and a refreshing chill, the Level X Essential Mango Ice Disposable Vape Pod is your perfect match. It's part of the Level X collection, blending the ease of disposables with an eco-conscious twist. If a juicy mango flavour with a frosty finish is what you're after, this pod won't disappoint.
This pod features a 14mL tank, delivering a mellow, enjoyable flavour that's ideal for all-day use. Just pair it with the reusable 850mAh battery (sold separately) for up to 7000 puffs of delicious mango goodness, combining great taste with minimal waste.
Powered by a Type-C rechargeable 850mAh battery, this vape maintains a consistent 13W output, ensuring each puff is as satisfying as the last. The Mango Ice flavour offers a slice of tropical bliss with a cool exhale, making every vape session a mini getaway. Plus, the adjustable airflow lets you customize your vaping experience, from the intensity of the draw to the size of your clouds.
Level X Essential Mango Ice Vape Pods Features:
- Big 14mL capacity, so you can vape more and refill less.
- Up to 7000 puffs per pod, making it last and last.
- Designed for a more chill vibe with low-intensity flavour.
- Adjustable airflow to dial in your perfect vape.
- Comes with an anti-slip grip, so it stays put in your hand.
Just a heads-up: this pod is an extra part. You'll need the Level X device battery, which is sold on its own. These Essential Level X Pods offer a softer flavour than the usual Flavour Beast range, ensuring every inhale is just right.
The Level X Pods: Essential Series offers numerous benefits: Wide Flavour Selection: With a variety of flavours, there's something for every taste. High Puff Count: Up to 7000 puffs per pod, ensuring long-lasting use. Customizable Airflow: Reversible MTL/r-DTL airflow for a personalized vaping experience.
- 14mL Pod Capacity for extended enjoyment
- Enjoy up to 7000 Puffs on a single pod
- Low intensity for a chill all-day vaping experience
- Twist Adjustable Airflow for personalized draws
- Anti-slip grip for a secure hold
- Essential Banana Ice Flavor for those who like it cool and sweet
1 x Pre-filled pod (14mL)
Level X Battery Device
As of January 1st 2023 all e liquid products will require the Federal Excise Vaping Tax. The taxation is built into to all applicable product pricing.
For more information on excise taxes, see our blog post.
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Every package from VapeMeet is shipped with Proof of Age (19+), without exception as required by Canadian law. This means that any package you receive must be signed for, by the purchaser of the order, and only after the Courier verifies your age via your valid, government-issued photo I.D.
Address Restrictions
We will only ship to the address and name specified on your account. If a shipment is returned to us because of an incomplete or inaccurate name or address it will not be re-shipped. If your package is returned to us, you must make the necessary changes to your account information and pay for re-shipment.
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VapeMeet offers free shipping to all Canadian destinations on orders totalling $35.00 or more (before taxes). All Canadian shipments come with tracking and are insured for $100.00 by default.
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If you are not present when delivery is attempted, or do not have your I.D., the package will be transferred to the nearest pickup facility. You will need to be present, with your I.D. to pick up the package should it be transferred to a pickup facility.
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VapeMeet is proud to offer our very own Same Day Courier Service to limited postal areas in Ontario. This option will be available in the shipping options during checkout if your postal code is in our delivery area. The service fee for our Same Day Delivery is $8.00, but is also available as a part of our Free Shipping options when spending over $35.00 (before taxes) on your order.
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Any orders returned to us, will be refunded minus shipping costs less an additional 10% restocking fee. Orders will not be reshipped unless a new shipping fee is paid by the customer. Returned orders that qualified for free shipping are subject to a new shipping fee paid by the customer.
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Soapstone Fabricators near Markleton, Pennsylvania
Over 2,000 Colors in Stock
Shop Our Selection of Soapstone Countertops near Markleton, PA
Soapstone is a soft, yet durable and non-porous material that is widely used in countertops. Soapstone, a metamorphic rock, is denser and harder than other popular countertop materials, like marble, slate, granite, and limestone. Due to its mineral composition, it requires practically zero maintenance. The stone has both commercial and residential uses, and has been used in kitchen countertops for centuries. Soapstone looks beautiful when left untreated, but you may also choose to use mineral oil treatment to accentuate its special veining. If you are looking for quality soapstone table tops, soapstone fireplaces, and soapstone countertops in Markleton, Pennsylvania, be sure to visit Marble.com in our Poconos location to find the ultimate design to suit your budget. With our cutting-edge measuring and fabrication equipment we strive to achieve the most precise countertop fit. Customer satisfaction is our top priority, and we go beyond the industry standard to meet your personal design needs.
Our Process
Our Services
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What Our Customers Say
Darbee Plemmons
We were referred to marble com by our contractor and I can say with confidence that it was the right choice. First of all, the selection there is amazing, we had a tight budget and we still had few dozen options on colors in granite, where other places would give us 3 or 4. Second they came out to measure the day after our cabinets went in and installed in 2 days. If you're looking for good quality of work, great selection and fast turn around this is the place for you.
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After getting few other quotes we ultimately ended up back where we started, with excellent service, best price and biggest selection. When you walk around looking at all the materials they have, it's easily the most you'll find anywhere in the area. Their installers were very professional and cleaned up after themselves. Great place to get countertops.
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Great company to work with if you are looking for granite countertops pa. We have done numerous projects with marble com, both large and small in scale and they always come through. When you're looking for quality craftsmanship and want to stay within your budget, pay them a visit and you will not be disappointed.


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If you are looking to break into the housing market, it is important that you are ready to act when the right house comes along. Affordable homes, in desirable neighborhoods, sell quickly due to high demand.
Here's how it works: You will receive a FREE report listing the best buys for first time buyers on the market (including photos) in your desired price range and location. There is no cost for this information, and absolutely no obligation. This insider information, sent to you in an incredibly simple and efficient format, will give you a huge advantage over other buyers in the marketplace.
You can request this free "First Time Buyer Hotlist" by filling out your criteria on this page.


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SRD:Natural Weapons
From D&D Wiki
This material is published under the OGL 1.0a. |
Natural Weapons
Natural weapons are weapons that are physically a part of a creature. A creature making a melee attack with a natural weapon is considered armed and does not provoke attacks of opportunity. Likewise, it threatens any space it can reach. Creatures do not receive additional attacks from a high base attack bonus when using natural weapons. The number of attacks a creature can make with its natural weapons depends on the type of the attack—generally, a creature can make one bite attack, one attack per claw or tentacle, one gore attack, one sting attack, or one slam attack (although Large creatures with arms or arm-like limbs can make a slam attack with each arm). Refer to the individual monster descriptions.
Unless otherwise noted, a natural weapon threatens a critical hit on a natural attack roll of 20, and deal double damage on critical hits.
When a creature has more than one natural weapon, one of them (or sometimes a pair or set of them) is the primary weapon. All the creature's remaining natural weapons are secondary.
A creature's primary natural weapon is its most effective natural attack, usually by virtue of the creature's physiology, training, or innate talent with the weapon. An attack with a primary natural weapon uses the creature's full attack bonus, and its damage includes its full Strength modifier (1-1/2 times its Strength bonus if the attack is with the creature's sole natural weapon). Attacks with secondary natural weapons are less effective and are made with a –5 penalty on the attack roll, no matter how many there are, and add only 1/2 the creature's Strength bonus to damage. (Creatures with the Multiattack feat take only a –2 penalty on secondary attacks.) This penalty applies even when the creature makes a single attack with the secondary weapon as part of the attack action or as an attack of opportunity.
Natural weapons have types just as other weapons do. The most common are summarized below.
The creature attacks with its mouth, dealing piercing, slashing, and bludgeoning damage.
Claw or Talon
The creature rips with a sharp appendage, dealing piercing and slashing damage.
The creature spears the opponent with an antler, horn, or similar appendage, dealing piercing damage.
Slap or Slam
The creature batters opponents with an appendage, dealing bludgeoning damage.
The creature stabs with a stinger, dealing piercing damage. Sting attacks usually deal damage from poison in addition to hit point damage.
The creature flails at opponents with a powerful tentacle, dealing bludgeoning (and sometimes slashing) damage.
Back to Main Page → 3.5e Open Game Content → System Reference Document → Combat


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Evdokim (Meschersky) of Nizhny Novgorod
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In Russia, Archbishop Evdokim was actively involved with the "Russian religious renaissance" movement of the intelligentsia that strove to revitalize the Church by recovering its organic link with the secular culture. And in 1906, he published the Christian, a journal dedicated to Christianization of society.
During his short tenure as head of the North American diocese, Abp. Evdokim, in line with the 1905 vision of St. Tikhon, strove to organize and link the church life of the various national groups within the vast diocese. As a successor to Bishop Raphael (Hawaweeny), who died on February 27, 1915, he had Archimandrite Aftimios (Ofiesh) consecrated bishop to lead the Syro-Arab community on May 13, 1917. He actively reorganized many of the institutions of the American church, including transferring the Brooklyn orphanage to the first women's monastery in Springfield, Vermont and reopening, in 1915, the orphanage site as an Orthodox Women's College. Evdokim also took active interest in St. Platon's Seminary in Tenafly, New Jersey.
With his understanding of the social problems of the day, Abp. Evdokim quickly understood the pluralistic American life styles and the unique situation of the Orthodox mission in America. This he reported to the Holy Synod in Russia in his report of 1916. He noted that the existing administrative structure of the mission was not adequate. He reiterated St. Tikhon's recommendations for the need for a wider autonomy for the church in America that consisted of many national backgrounds. He also noted the many programs of the mission and its financial needs. It was in an essay, "Religious Life in America," published by the Holy Trinity-St. Sergius Press, that he pointed out the mistaken impressions of the Russian people that Americans were indifferent to religion and noting that financing of religion in America was not through government institutions but by the people. It may be this sensitivity to the new environment that led him to join the Living Church movement.
Evdokim (Meschersky) of Nizhny Novgorod | ||
Preceded by: Arsenius (Stadnitsky) |
Bishop of Volokolamsk vicar of Moscow Diocese 1904-1909 |
Succeeded by: Theodore (Pozdeyevsky) |
Preceded by: George (Yaroshevsky) |
Bishop of Kashira vicar of Moscow Diocese 1909-1914 |
Succeeded by: Juvenal (Maslovsky) |
Preceded by: Platon (Rozhdestvensky) |
Archbishop of the Aleutians 1914-1918 |
Succeeded by: Alexander (Nemolovsky) |
Preceded by: Joachim (Levitsky) |
Archbishop of Nizhny Novgorod 1919-1922 |
Succeeded by: Sergius (Stragorodsky) |
- Orthodox America 1794-1976 Development of the Orthodox Church in America, C. J. Tarasar, Gen. Ed. 1975, The Orthodox Church in America, Syosett, New York
Categories > People > Clergy > Bishops
Categories > People > Clergy > Bishops > Bishops by century > 20th-century bishops
Categories > People > Clergy > Bishops > Bishops by city > Bishops of Aleutian Islands
Categories > People > Clergy > Bishops > Bishops by city > Bishops of Kashira
Categories > People > Clergy > Bishops > Bishops by city > Bishops of Moscow
Categories > People > Clergy > Bishops > Bishops by city > Bishops of Nizhny Novgorod
Categories > People > Clergy > Bishops > Metropolitans of the OCA


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Can You Drink Tap Water in Ajdabiya?
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- Brake pad wear indicator
- Black recovery hooks
- Two front frame-mounted1
- May require additional optional equipment
- Electric Power Steering
- Increases or decreases the amount of assist depending on the steering wheel angle
- Electric, rack-mounted with variable assist
- The system delivers great on-center precision and confident performance at higher speeds
- Steering assist is greater during low-speed maneuvers, such as parking
- Durabed
- Roll-formed high-strength steel
- Push Button Start
- 3.42 rear axle ratio
- May require additional optional equipment
- Rear axle, 3.42 ratio
- 220-amp alternator
- May require additional optional equipment
- Heavy-duty 730 cold-cranking amps battery
- 80 Amp-hr
- Maintenance-free with rundown protection and retained accessory power
- Single-outlet exhaust
- Aluminized stainless-steel muffler and tailpipe
- Capless fuel fill
- Prevents paint scratches that can result from a tethered fuel cap
- Creates a tight seal around the fuel-pump nozzle when the nozzle is fully inserted
- Fully boxed frame
- Hydroformed front section
- High-strength steel
- 4-wheel antilock disc brakes
- Help reduce wheel lockup and maintain steering control during hard braking on most slippery surfaces
- Duralife brake rotors have better resistance to corrosion to increase rotor life, minimize brake pulsation, and improve aesthetic appearance
- Brake system features a corrosion-fighting process called "Ferritic Nitro Carburizing" which can double rotor life expectancy and reduce or minimize rust
- Single-speed Autotrac Transfer Case
- 3 Transfer Case modes
- 2WD HI mode
- Vehicle operates in 2-wheel drive
- In this mode the transfer case & front driveline hardware are disengaged to improve fuel economy
- Suitable for routine driving on all road surfaces
- 4WD Auto mode
- 4WD Auto enables the transfer-case to provide the performance benefits of a full time active AWD system
- The 4WD Auto controls automatically adjust torque in response to parameters such as driver inputs, wheel slip control, vehicle dynamic state (understeer/oversteer)
- Ideal for wet or wintry conditions, but can be used on any road surface. Suitable for light off road usage
- 4WD HI mode
- Transfer case engages front driveline and power is transferred to both the front & rear axles
- In 4WD HI the transfer case clutch maintains higher preemptive torque levels for increased traction vs 4WD Auto
- Suitable for use on slippery road surfaces or off-road conditions such as deep sand, snow or rough terrain
- Terrain mode
- 4WD HI and provides improved low speed traction and vehicle control during off road driving
- Automatic Stop/Start
- At complete stops, when drivers keep their foot on the brake pedal, and under certain conditions, the engine shuts off
- When drivers remove their foot from the brake, the engine automatically restarts
- Under certain circumstances, the engine will not shut off at a complete stop
- Heavy-Duty Air Filter
- Thick construction helps to trap more dirt before it can enter the air intake
- May require additional optional equipment
- Skid plates
- Help protect the front underbody, oil pan, differential case and transfer case
- May require additional optional equipment
- Automatic locking rear differential
- When the differential senses a significant difference in wheel speed, it locks to turn both rear wheels in unison for added traction
- The Eaton® Locker senses a difference in wheel speed of approximately 100 rpm
- May require additional optional equipment
- Tire Pressure Monitoring System with Tire Fill Alert
- Monitors the pressure in each tire and alerts you if there is a low-pressure condition in one or more of the tires1
- Provides visual and audible alerts outside the vehicle when inflating an under inflated tire to the recommended tire pressure
- Properly inflate tires to help optimize your vehicle's ride, handling and efficiency
- 3 Years of Remote Access
- The Remote Access Plan1 lets you start or stop your vehicle, lock & unlock doors, even check their fuel level and tire pressure (depending on vehicle equipment) – all from your smartphone2
- May require additional optional equipment
- Rear Seat Reminder
- Helps to remind the driver to check the back seat(s) before leaving the vehicle1
- Activates when rear doors are opened and closed up to 10 minutes before or anytime while your vehicle is on
- Under certain conditions, once the vehicle is switched off, designed to sound audible chimes and display a visual message within the driver display
- Activates only once each time the vehicle is turned on and off, and would require re-activation on a second trip
- StabiliTrak, electronic stability control system with traction control
- Automatically helps enhance control, particularly during emergency maneuvers, by adjusting the brakes and engine torque to help you stay on your intended path
- Activates when vehicle sensors detect a difference between the driver's intended path and the direction the vehicle is actually travelling
- Includes Traction Control that detects wheel slippage and applies brake pressure and/or reduces engine power to help the driver maintain control when accelerating on wet or snow-covered roads
- Includes Brake Assist that senses how hard and fast a driver hits the brake pedal and gives extra braking assistance, if required
- Includes Trailer Sway Control
- Hill Start Assist
- Rear Seat Belt Indicator warning
- Forward Collision Alert
- Warns you if it detects a potential collision with a detected vehicle you're following so you can take action1
- Can also provide a tailgating alert if you're following a vehicle much too closely
- Buckle to Drive
- Helps remind the driver to buckle their seat belt before driving by preventing the vehicle from being shifted out of PARK temporarily when the driver's seat belt is not buckled
- Also reminds the front passenger to buckle up
- 6 airbags
- Dual-stage frontal airbags for driver and front outboard passenger1
- Seat-mounted side-impact airbags for driver and front outboard passenger1
- Head-curtain airbags for outboard seating positions1
- Includes front outboard Passenger Sensing System for frontal outboard passenger airbag and illuminates a status light that indicates whether the airbag is on or off1
- Lane Keep Assist with Lane Departure Warning
- Uses a brief steering wheel turn to alert you when it detects you are unintentionally drifting out of your lane lines1
- System alerts do not occur if you're using your turn signal, or it detects you may be intentionally leaving your lane
- You may receive additional Lane Departure Warning alerts if needed
- Following Distance Indicator
- Displays the following time in seconds between your vehicle and a detected vehicle in front of you1
- Designed to help you maintain a safe following distance
- Daytime Running Lamps
- Includes automatic exterior lamp control
- Automatic Emergency Braking
- Can help you avoid or reduce the severity of a collision with a detected vehicle you're following using camera technology1
- Can automatically provide hard emergency braking or enhance your hard braking
- Works at speeds between 5 and 50 mph
- Front Pedestrian Braking
- At speeds between 5 and 50 mph, can help you avoid or reduce the severity of a collision with a pedestrian it detects directly in front of you1
- Provides pedestrian alerts and can automatically provide hard emergency braking or enhance driver's hard braking
- Limited nighttime and low visibility performance
- OnStar® & Chevrolet Connected Services capable
- Terms and limitations apply. See onstar.com or dealer for details.
- May require additional optional equipment
- Teen Driver
- Helps encourage better driving habits for teens by providing an in-vehicle report card1
- Activates certain safety systems, if equipped, when a Teen Driver-designated key fob is used
- Mutes the radio until the front-seat occupants fasten their seat belts
- Includes Buckle-to-Drive feature, which requires the driver to buckle their seat belt before shifting out of PARK
- HD Rear Vision Camera
- Shows high-resolution digital image of area directly behind your vehicle while in Reverse1
- Can help you park or avoid vehicles and objects
- You can also display an overlay of where your vehicle is heading
- Tailgate must be in the raised position for the HD Rear Vision Camera to operate properly
- Lane Change Alert with Side Blind Zone Alert
- Provides visual side-mirror alerts when a moving vehicle is detected either quickly approaching or already in your side blind zone1
- Can help you avoid lane change collisions
- Front and Rear Park Assist
- Provides alerts of nearby detected vehicles and objects in front of or behind your vehicle1
- These can help you park and avoid collisions
- May require additional optional equipment
- Rear Pedestrian Alert
- When in Reverse, alerts you to detected pedestrians directly behind your vehicle1
- Limited nighttime and low visibility performance
- Rear Cross Traffic Braking
- When in Reverse, alerts you or automatically provides hard emergency braking to prevent a collision with detected vehicles crossing behind you1
- May require additional optional equipment
- Hitch Guidance
- When in Reverse, displays a centered guideline on the Rear Vision Camera view1
- Can help you line up the hitch to your trailer
- When driving, lets you check the trailer using Rear Vision Camera view
- May require additional optional equipment
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New vehicle pricing includes all offers and incentives. Tax, Title and Tags not included in vehicle prices shown and must be paid by the purchaser. While great effort is made to ensure the accuracy of the information on this site, errors do occur so please verify information with a customer service rep. This is easily done by calling us at (720) 259-0391 or by visiting us at the dealership.
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HEXA Boots are the ultimate safeguard for your project's surfaces - we've got your equipment tires covered. Protect your site's surfaces against tire marks and scuffs by covering your Genie GS-3369DC's tires with the custom built and easy to install HEXAboot.
The HEXAboot tire covers are manufactured with high denier woven synthetic polymer material designed to protect your project's flooring in the toughest of environments - so tough you can reuse them for your next project. The HEXAboot installation process is quick and easy, so you can get back to work and trust that HEXA has your site's surfaces protected.
Fits Front Tire Size: 12 x 26, Rear Tire Size: 12 x 26
One Boots order includes 4 tire covers.
The HEXA Catch is the perfect solution for protecting your site's surfaces against any fluid drips or spills from your equipment. Rugged, yet flexible to handle the toughest environments - the HEXAcatch is lined with a heavyweight absorbent pad for maximum fluid retention.
The HEXAcatch is engineered to fit your Genie GS-3369DC. Instructions and accessories are included to make installation quick and easy. You will be up and running in no time with a product that will perfectly fit your equipment and protect your site's surfaces.
Get peace of mind about spill protection by choosing the HEXAcatch.


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Small Town Trendz is an amazing store that offers both online and in store shopping. We are located in Hertford, NC and Elizabeth City, NC. Our stores carry a variety of many brands such as Simply Southern, Southern Fried Cotton, Girlie Girl, Southern Limit, East Coast Waterfowl, Xtratuf, Custom Wood Decor, Trends Flags, Brumate, Swig, Gifts and a large collection of Boutique Fashion.
Download our App Today to get notified of all the amazing New Arrivals and DEALZ. https://buff.ly/38DcZRG
Return Policy
Items may be returned or exchanged within 14 days of receipt in unworn and unwashed condition. Refunds will be issued in the form of store credit only. Shipping will not be refunded.
Items not able to be returned:
Custom/monogrammed items are considered final sale. Items discounted more than 40% are considered final sale, Clearance items are all not returnable. Earrings, hair accessories, socks, and leggings are non-returnable for sanitary reasons. These items will be held to ship back to you with your next order if sent in to our return dept or the customer will be responsible to pay shipping to get there item back but a store credit will not be issued.
Return Address:
Small Town Trendz c/o Returns 220 Ocean Hwy S Ste B Hertford, NC 27944
Pre-Order Policy:
All pre-order items will take about 2-4 weeks to get into our locations. If for some reason the manufacturer is no longer able to fill our order you will be contacted. At that time we will be able to offer you a replacement item or refund.
In the case that there are EXCESSIVE returns by a single customer we reserve the right to charge a 15% restocking fee on all returns to help with our transaction fees and postage cost lost due to the same store credit being used over multiple times. You will be notified beforehand when you have neared the level of excessive returns. If you have any questions please contact us at firstname.lastname@example.com. Our team will respond to your request within 24 hours.
Small Town Trendz is an amazing store that has something for everyone. We are located in Hertford and Elizabeth City, NC.
Georgeanne started the business in 2015, so that her friends and family could keep up with the latest trends in fashion and home décor. WOW have we grown!
We are a Preferred Partner with Simply Southern that is based out of Greensboro, NC. Simply Southern is the largest brand in our store and we carry both their popular T-Shirts and Fashion. We also offer the latest Trendz in fashion, and gifts for everyone on your list from teachers, family, friends to kids and don't forget the men. If you are looking to have something personalized, we got you cover on that as well. Come see us today or shop with us online. We offer just about anything you need and our staff is happy to help.
We Now have an App available on your favorite App Store!!
To download today click on link below.
Feel free to reach out to us with any special request or any questions you may have.
Contact Information
Hertford Location
(252) 426-1305
220 Ocean Hwy S
Suite B
Hertford, NC 27944
Elizabeth City Location
(252) 621-1915
510 E Main Street
Elizabeth City, NC 27909
Customer Care Email: firstname.lastname@example.com
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Natalia's theme for this blog tour is "It's a Family Affair" and I'd like to share a bit about my family's influence on my sewing and quilting. My mom learned to sew from her grandma, and she taught me to sew clothes and toys starting when I was really little. My Grandma Taylor also taught me and helped me with my sewing, including helping me make my very first quilt when I was 13 years old.
I started quilting 'for real" the year I got married and now my husband and I have been married 15 years and have 3 kids. I've enjoyed making baby quilts for my kids and nieces and nephews and bigger quilts for family members as well. My mom started quilting a few years ago and my kids have done some sewing too. My oldest boy is working on a Minecraft pillow, and just the other day, my nearly 4-year-old daughter started her first hand sewing project. She still needs a lot of help but she's doing a really good job so far!
Now for my thoughts on the book. I think Natalia did a fantastic job with this book. Beginner's Guide to Free Motion Quilting has a good introductory section explaining the tools you need to get started with machine quilting and basic instructions for basting your quilt. Then the main part of the book is full of various free motion quilting designs, complete with step-by-step diagrams and photos showing how to stitch each design. I'm looking forward to working some more on my free motion quilted feathers with this book as my guide.
I did try something new with my quilting after reading Natalia's book. In the center of this photo you can see the quilting I did based on the "clams" design. (This is the back of a quilt I'll be sharing here soon.) I had tried to do something similar to this after just seeing a couple of photos and couldn't figure it out. The diagrams in the book really helped me get it, and I even made my own variations/additions to the design in a few places.
Finally, I have to mention the project section of the book; Natalia has included the patterns and quilting suggestions for 6 quilts. The cool part about this for me is... I helped make one of the quilts in the book. :)
Natalia does a lot of applique in her quilt designs and I helped make this applique quilt top. (I would have made the whole quilt top but my sewing machine ended up needing to be serviced half way through the project.) I love the quilting Natalia did and someday soon I'm going to try out that swirly quilting she did in the negative space.
All right, time for the giveaway. If you'd like to win a copy of Beginner's Guide to Free Motion Quilting, just leave a comment on this blog post. I'd love to hear about a current project you're working on... or tell me something you want to make. If the winner is not a U.S. resident, they will receive the e-book version of the book. Winners will be chosen on October 18.
Check out the other stops on the tour!
Melissa Corry - October 7th
Melissa Mortensen - October 8th
Stash Books - October 9th
Amy Ellis - October 10th
Kimberly Jolly - October 11th
Vicki Christensen - October 12th
Candy Glendening - October 13th
Angela Yosten - October 14th
Gen Q Magazine - October 15th
Tracey Jacobsen - October 16th
Vickie Eapen - October 17th