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July 20, 2017
3 Signs You Are A Counterfeit Bold Leader And How To Improveby Zenger Folkman
After writing several articles about the benefits and positive impact of bold leaders, I received pushback from a number of people who had observed bold leaders that did not create the same positive impression. These leaders were perceived as being bold but created dissatisfaction and frustration within their organizations.
While on the surface these leaders may appear to be bold, I identified three characteristics commonly found among bold leader counterfeits:
1. Aggressive leaders are hyper focused on their own needs and successes. They take extraordinary steps to make themselves look good, often at the expense of others. They will look for ways to blame others and are unwilling to accept responsibility for errors.
2. Autocratic leaders rarely ask for input or advice from others, desiring to make all the decisions alone. They prioritize maintaining control over providing opportunities for others to grow. They expect orders to be followed and no one is allowed to question the decision or solution.
3. Arrogant leaders are always "right." They are not teachable and believe that others' decisions and solutions are inferior to their own. Because they resist feedback from others, they become defensive when challenged. Their business decisions are often centered in ego and personal agenda.
Leaders who engage in these behaviors have the façade of being bold, but truly lack the many positive benefits of genuine bold leadership.
In analyzing data from over 50,000 leaders, my colleague Jack Zenger and I discovered that genuine bold leaders were rated as more effective, had more positive performance reviews, and were more likely to be a high potential leader. They also had significantly more satisfied direct reports who were not likely to think about quitting their jobs. Overall, these leaders were very effective, well liked, and generated engagement across the organization.
The reason some leaders utilize the counterfeit bold behaviors of aggression, an autocratic style, or arrogance, is that in the short term these behaviors generate results. However, employees end up being motivated out of fear rather than respect or inspiration and will abandon ship as soon as possible. What we have found in our research is that it is possible for leaders to develop a genuinely bold style, but only if they avoid these three destructive leadership behaviors.
Genuine Bold Leadership
Through our firm's ongoing leadership research, we came to a consensus that a series of seven behaviors effectively described the characteristics of a genuinely bold leader. The seven behaviors are:
1. Challenges standard approaches.
2. Creates an atmosphere of continual improvement.
3. Does everything possible to achieve goals.
4. Gets others to go beyond what they originally thought possible.
5. Energizes others to take on challenging goals.
6. Quickly recognizes situations where change is needed.
7. Has the courage to make needed changes.
In a further look at our data, we identified the leaders who were in the top 10% in terms of their boldness as rated by these seven behaviors. We then compared the results for these leaders against all other leaders in our database to understand what was different about their behavior. We found that they were rated significantly more positive on the following characteristics:
• Persuaded, instead of demanded, others to stretch.
• Constructively challenged rather than aggressively challenged.
• Inspired and energized others rather than expecting others would accomplish difficult tasks simply because they were assigned.
• Helped others understand rather than simply telling people what to do.
• Found ways to improve others' new ideas rather than forcing their ideas on others.
Developing genuine boldness is a worthy goal for any leader. It can inspire others to peak performance, invite innovation, and spark new growth for organizations. By carefully assessing if behaviors could be perceived as aggressive, autocratic, and/or arrogant, you will easily be able to identify if a leader, or your own style, is counterfeiting bold leadership. If you are curious about your preferences around bold leadership behaviors, I invite you to take a quick self-survey by clicking here.
This article was originally published on Forbes.
June 29, 2017
6 Keys To Having It All: Outstanding Results And Engaged Teamby Zenger Folkman
Recently a client mused, "Is it possible to be a high-standards, results driven leader; while at the same time building an engaged, fun-to-work with team?" Many people would contend that doing either of these things well makes it almost impossible to succeed at the other.
To explore this question further, my colleague Jack Zenger and I examined 360 assessments from more than 60,000 leaders. The assessment measured both a leader's ability to drive hard for results and his or her people skills. We isolated leaders who were in the top quartile on both obtaining results and people skills.
The verdict: We found only 13% of leaders in the overall dataset were in the top quartile on both. We were fascinated to see what insights we would gain from understanding what this group of 7,800 leaders did differently than the other 87%.
Characteristics Of The Rare Group Who Does Both
In a recent Harvard Business Review article we shared that leaders who are under 30 years of age are 2-3 times more likely to be effective at both results and engagement than their older compatriots. Nearly one-third of the group under 30 years achieved both priorities well. At around age 40, it seems, leaders appear to have made their choice between being results driven or interpersonally strong. From there forward, only 10% of leaders in any age group would do both things well.
This prompts some questions. If someone early in their career is able to do both things, could they recapture that ability? Could we preserve that flexibility of being both results oriented and engaged if we began at an earlier age to offer appropriate development?
The Impact Of Position
Supervisors are much more likely to carry both capabilities, we found. In fact, supervisors are twice as likely to do both things well. In this case we did see some decline in both skills with age, but people skills declined more than the "drive for results" as leaders moved from supervisor to top management. Both skills decline with age, and age and position are strongly correlated with each other.
What Makes Leaders Well Rounded
To understand how and why some leaders are able to perform both capabilities well, we compared the results for the group in the top quartile on both skills to all other leaders in the dataset. We analyzed 40 behaviors and performed a statistical test ( t-tests) contrasting both group's results. Then, by analyzing the items showing the most significant differences, we performed a factor analysis and identified six clustered groups. These appear to be the behaviors that enable that 13% of leaders to consistently use both sets of leadership skills.
We labelled these clusters "Behavioral Bridges," because the evidence suggests they enable leaders to simultaneously "drive for results" and practice good interpersonal skills. Obviously, these outcomes single leaders out as possessing six powerful skills that allow them to perform at a much higher level than those who lack these traits.
1. Communicates Clear Strategy And Direction
|Drives For Results
|People Skills
|Top results rely on everyone having clarity about the direction and understanding the strategy to achieve it.
|Confusion leads to frustrated and dissatisfied employees. Leaders who communicate well and provide well-defined direction have a much more involved team.
2.Inspires And Motivates
|Drives For Results
|People Skills
|When a leader has the ability to drive hard for results and at the same time to inspire high effort and performance they are much more likely to achieve results.
|Inspiring behavior unleashes the energy within people to do their best work. Leaders who can inspire and generate loyalty, commitment and enthusiasm in their team members excel at creating a optimistic work environment.
3. Establishes Stretch Goals
|Drives For Results
|People Skills
|If you want to get others to work harder and raise the bar, than get team members to set stretch goals.
|When stretch goals are collaboratively set with a team, amazing things happen. Everyone is "all in." People feel valued and competent.
4. High Integrity And Trust
|Drives For Results
|People Skills
|Team members who do not trust their leaders struggle to support the stretch goals that they set.
|A key component of building positive relationships with others is being trusted. To be trusted leaders need to walk their talk.
5. Develops Others
|Drives For Results
|People Skills
|Leaders who care about the development of subordinates and who also take the time to develop these people reap the benefits in the results produced.
|Most people want the opportunity to develop new skills and competencies. Developing others has the two-fold impact of elevating performance and also creating a culture that is fun and engaging.
6. Coachability
|Drives For Results
|People Skills
Leaders who resist feedback are much like the emperor with no clothes. Since they do not seek or want feedback, people see do not speak up. Problems fall in the cracks. Deadlines are missed.
However, if a leader seeks feedback and is receptive to advice, colleagues will not stand by if they see that leader about to make a mistake.
|Leaders who ask for feedback from others and work to make improvements are highly respected. Their coachability is an example to everyone.
The ability to drive for results paired with excellent people skills is a very powerfully combination — so powerful, in fact, these leaders rank in the 91st percentile for overall leadership effectiveness. Your lesson in this should be clear: Identify at least one of two of these "Behavior Bridges" to help you develop these behaviors yourself.
3 Reasons To Recruit And Select More Female Leadersby Zenger Folkman
In the U.S., since 1970, 26% of the growth in GDP has been directly attributable to having more women in the workforce. Hiring women has clearly been beneficial, but the benefits don't stop with a mere headcount. Companies are in need of strong individuals in key leadership positions. Women are a huge and largely untapped resource that is often not recognized. Vik Malhotra, a senior partner at McKinsey and Co., has said, "For women, the corporate talent pipeline is leaky and blocked."
The graph below echoes this sentiment that even though women make up more than half of the workforce they are surprisingly sparse at the top.
- Women leaders are highly qualified.
A few years ago I shared a study on Harvard Business Review in response to the question "are women better leaders than men?" My colleague Joe Folkman and I looked through our database of over 60,000 leaders and found that according to our 360 analysis, women outperformed men in 12 of the 16 competencies we measured.
This realization was very intriguing and we have spent a good deal of time trying to learn more about women in leadership and how they can better leverage their unique strengths.
Our 360-assessment takes reports from managers, direct reports, peers, and others. It turns out women had the most positive ratings from Managers. In the graph below you can see the difference of men and women in all the rater levels.
2. Women are more likely to seek out opportunities to learn and improve throughout their career.
We looked at men's and women's scores on self-development in our assessment and found that early on in their careers there is no significant difference between their scores. However, you can see in the graph below that as their careers progress, females did not decline like males did over time.
Our data showed that increased effectiveness occurred because most women chose to continue to learn and develop. The point is not about males versus females, but rather the power of development and continuous improvement.
- Organizations benefit more from a mixed gender workplace.
A study done at MTI showed that teams with mixed gender are more productive and creative. In fact, the economists found that simply moving from an all-male or all-female office to one that was evenly split could possibly increase revenue by 41 percent. How? Their research found that "greater social diversity implies a greater spread of experience, which could add to the collective knowledge of a group of office workers and make the unit perform more effectively."
Again, my point is not to say that one gender is better than the other. Rather, both are effective and with the rising shortage of senior leaders, both are needed. For example, Kevin Kelly, a CEO of Heidrick and Struggles, found that "40% of executives hired at the senior level are pushed out, fail or quit within 18 months." Organizations can greatly benefit from putting more emphasis on identifying women in their ranks, and working to develop them for senior roles they can succeed in.
In all, our findings should be clear: Companies need the diversity and benefits women leaders provide. Every company can benefit from placing much greater emphasis on getting more women in its leadership ranks.
May 10, 2017
How to Improve at Work When You're Not Getting Feedbackby Zenger Folkman
Too many managers avoid giving any kind of feedback, regardless of whether it's positive or negative. If you work for a boss who doesn't provide feedback, it's easy to feel rudderless. It can be especially disorienting if you're new in the role, new to the company, or a recent graduate new to the workforce. In the absence of specific guidance, is there any way to know what the average boss would want you to work on?
While everyone will have different strengths and weaknesses they need to work on, when we examined our database of performance evaluation information for more than 7,000 individual contributors and 5,000 managers, we noticed a reliable pattern. There were five behaviors that managers most often associated with high performance:
Delivering results. The strongest, most consistent correlations were skills that focused on achieving results. When individuals were able to achieve goals on schedule and did everything possible to get results, managers were impressed. Another critical component was the quality of work. The person needed to deliver outputs that met high standards.
Being a trusted collaborator. High performance ratings went with being trusted. Being trusted emanates from good interpersonal skills. Strong collaborators were excellent communicators and were held up as role models. Some individuals strive to stand out by working independently, so that it's clear who deserves the credit. Our data suggests those individuals typically fail. The highest performers, on the other hand, cooperated with other groups and were trusted in making decisions.
Having strong technical/professional expertise. For both managers and individual contributors, technical/professional expertise drove their performance evaluation. People devoid of a deep understanding of the technical issues facing the organization work at a significant disadvantage. Some come into an organization with fresh expertise but, by coasting, become obsolete over time. Technology changes quickly. Keeping up-to-date is essential.
Translating vision and strategy into meaningful goals. The best performers understood the organizational strategy and were able to apply that understanding in their job to make a contribution. Those who did not make the effort to connect their work to the company strategy appeared to work in a vacuum. Often, their decisions were based on personal preferences rather than on being aligned with the vision. Understanding the strategy impacted performance ratings for both managers and individual contributors.
Marketing their work well. If someone is frustrated or disappointed with their performance rating, they often lament and think: "My work should speak for itself." Good products are successful usually because they are not only a good product — they have been marketed well, too. The fact is, good work rarely speaks for itself. Managers are surrounded by hundreds of shiny objects seeking to grab their attention. Good work needs a little marketing.
As you read through this list, think about how you stack up on each of these. Do you have strong expertise but need to work on your collaborative skills? Are you a great team player who needs to learn to toot your own horn? How much output do you generate, compared with the rest of your team, and how is the quality of what you turn in? You can try asking peers for feedback on these areas if you can't get any feedback from your boss.
If you're a manager, our data dive revealed two additional qualities to focus on:
Speed. We have been tracking this dimension for several years. It's become a critical factor influencing individual success. Information is flowing faster, competitors are coming out with new products, global dynamics are changing preferences, and the need to move work at a fast pace is a key differentiator between good leaders and great leaders. In researching our book Speed: How Leaders Accelerate Successful Execution,we found compelling information that leaders who were speedy were rated as being two times more effective as leaders, had significantly more engaged employees, and were more likely to get promoted.
The ability to inspire and motivate others. We have rated the effectiveness of this skill for more than 85,000 leaders, and found that, compared with 15 other leadership competencies, this is rated the lowest. Yet when we asked more than 1 million respondents which competency is most important, "inspires and motivates" ranks number one. Fifty years ago, people might have worked for money alone, but today people want to be inspired.
We might also humbly suggest that if you're a manager, you try to get a little better at giving feedback.
Read the article on Harvard Business Review.
May 3, 2017
Why Do So Many Managers Avoid Giving Praise?by Zenger Folkman
One of the most difficult parts of a manager's job is giving feedback. In a survey of 7,631 people, we asked whether they believed that giving negative feedback was stressful or difficult, and 44% agreed. When talking with managers about giving feedback we often hear comments such as, "I did not sleep the night before," "I just wanted to get it over quickly," "My hands were sweating and I was nervous," and "They don't pay me enough to do this job." We find that because of this anxiety, some managers resist giving their direct reports any kind of critical feedback at all: when we asked a different group of 7,808 people to conduct a self-assessment, 21% admitted that they avoid giving negative feedback.
Given how unpleasant giving critical feedback can be, perhaps that isn't surprising. But what we were surprised to see is that even more people admitted that they avoided giving positive feedback! 37% of the people who took our self-assessment conceded that they don't give positive reinforcement.
We can only conclude that many managers feel that it's their job to tell their direct reports bad news and correct them when they make a mistake, but that taking the time to provide positive feedback is optional.
We think this is a mistake. Our research suggests that colleagues place a great deal of emphasis on receiving positive feedback – and that it colors their relationship with one another even more than does negative feedback.
We compared 328 managers' self-assessments with results from 360-degree feedback surveys. Each leader was rated by an average of 13 respondents on a variety of behaviors, including "Gives honest feedback in a helpful way." The raters who thought a person was effective in giving feedback were most influenced by the leader's comfort and willingness to give positive reinforcement. Whether the manager gave negative feedback did not make a big difference — unless the leader avoided giving positive feedback. This was also true when we looked only at the ratings of direct reports.
Leaders obviously carry some incorrect beliefs about the value and benefits of different forms of feedback. They vastly underestimate the power and necessity of positive reinforcement. Conversely, they greatly overestimate the value and benefit of negative or corrective feedback. In all, they misjudge the impact negative feedback has on how they are perceived by their colleagues, bosses, and direct reports. Giving only negative feedback diminishes a leader's effectiveness in the eyes of others and does not have the effect they believe it has.
Perhaps in an effort to provide employees with what they believe is direct, honest feedback, managers who prefer giving negative feedback may come across as only looking for what's wrong. Some employees have described this as, "Quick to criticize and slow to praise." While our findings don't tell us why managers are so hesitant to give positive feedback, our work with leaders suggests that there could be a variety of reasons. Perhaps it starts with the perception that the really good managers are the tough graders who are not afraid to tell people what's wrong. Possibly they believe that giving people positive feedback will encourage a subordinate to let up or coast. Maybe they are emulating their prior bosses who gave little praise, but who pointed out any mistake or weakness. Some may believe it a sign of weakness to praise subordinates. Maybe they just don't know how to effectively deliver appreciation or praise. Or maybe they intend to give kudos, but feel so busy that the days slip by and they never quite remember to send out that note of praise for a job well done.
Giving positive feedback is really quite simple. It's OK if it's brief – it just needs to be specific, rather than a general remark of "good job," and ideally occurs soon after the praise-worthy incident. Of course it's also best when it's sincere and heartfelt.
Our findings suggest that if you want to be seen as a good feedback-giver, you should proactively develop the skill of giving praise as well as criticism. Giving positive feedback shows your direct reports that you are in their corner, and that you want them to win and to succeed. Once people know you are their advocate, it should also make giving criticism less stressful and more effective.
Read the article on Harvard Business Review.
Advice For Those Who Believe They Give Great Adviceby Zenger Folkman
You've probably encountered many situations in which you've had a strong desire to give another person advice. Your motive may have been one of the following:
1. I wanted to show the person I truly cared.
2. I thought the advice would help the person develop.
3. I thought my suggestion would help improve their performance.
4. I wanted to be a better coach.
5. I was trying to improve their ideas by giving them another perspective.
6. I hoped I could inspire and motivate this person.
These are positive motives. But perhaps you had other motives, such as showing this person you were more knowledgeable. Or perhaps you wanted to demonstrate your ability to spot problems or trends early.
I'll start this discussion by making a bold statement: Giving advice does not accomplish any of the above. Despite having any or all of the positive motives I've listed, giving advice will produce an effect that is opposite of what you'd probably hoped.
Recently, Zenger Folkman identified a database of 577 leaders who'd taken a self-assessment measuring the extent to which they preferred giving advice versus allowing others to discover an insight themselves. Using the self-assessment, we identified 133 who had a strong preference for giving advice. We compared their results to 123 leaders with a strong preference for allowing others to experience independent discovery.
We also collected effectiveness ratings on all of these leaders, with evaluations from managers, peers, direct reports and others. On average, leaders were rated by 13 different raters. We examined the average rating from all rater groups.
Overall Leadership Effectiveness
Some may believe that giving others advice would raise other's perceptions of a leader's overall effectiveness. After all, doesn't it demonstrate their knowledge and insights? No, it does not.
To arrive at our conclusion, we measured leaders' overall effectiveness at utilizing 16 competencies and then looked at the average of those competencies combined.
The chart below shows the comparison of overall effectiveness scores for "advice givers" with those who allowed discovery. Note that leaders with a strong preference for giving advice were rated significantly lower in their overall leadership effectiveness. (This difference is statistically significant (t=2.538, Sig. 0.012)
Impact Of Advice Giving
With the 16 competencies, each leader was rated on 49 behaviors. Only three of the behaviors were rated more positively for those who preferred to give advice, but none of the three were statistically significant. The remainder of the 46 behaviors ranked more negatively for those who prefer to dispense good advice. Twenty two of the 46 items were found to be statistically significant. We analyzed the top 17 that were highly significant (e.g., 0.02 or lower) and performed a factor analysis to understand the themes of these behaviors to group the results into six themes that describe the negative impact of giving advice, as follows.
1. Shows less concern for others and is less trusted. Those who had a strong preference for giving advice were rated significantly lower on their concern for others, their interest in staying in touch and the level to which they were trusted by others as compared to those with a strong preference for individual discovery. Advice was often perceived by others as an attempt by leaders to prove their intelligence and experience or require things be done "their way" than a demonstration of interest and concern for others.
2. Less interest in receiving feedback from others or willingness to change. Those with a strong preference for giving advice were rated much lower on actively looking for feedback and willingness to change based on feedback from others. People felt the leaders who allowed discovery were significantly more willing to create an atmosphere of continual development and improvement.
3. Less effective at developing others, coaching and giving feedback. The motive for many people who give advice is to help others develop, but their significantly lower ratings are a tell-tale sign this it's clearly not the way the message is getting received. Just as those who prepare to teach a class learn more than their students, strong leaders who develop others spend a great deal of time listening and supporting others in their personal discovery as opposed to telling them what to do.
4. Discourage new ideas and approaches. In our research, we found that leaders with a stronger preference for giving advice were rated significantly lower on encouraging others to consider new options and tended to get stuck in a "one right way" approach. Rather than improving on the ideas of others, they discouraged them. In a nutshell, those who gave advice were much more interested in their own ideas than those of others.
5. Less effective at inspiring and motivating. Some people have imagined that once they give others their advice, the recipients will be inspired and motivated because their advice is so amazing. In reality, when someone gives advice, others are only passively or politely interested. Most inspired ideas come from discussions, not lectures. In order to inspire others, we need to understand their concerns, frustrations and passions. This understanding comes from leaders who listen much more than they talk.
6. Less effective at communicating. Even though advice givers frequently had much more to say, they were rated significantly lower at helping others to understand, and also received lower scores on their ability to communicate insights. This is a result of their lack of understanding the perspectives, needs and concerns of others. Those with a strong preference for giving advice are communicating from their own perspective, the study revealed, and have little concern for the perspective of others.
Advice For Advice Givers
Before giving others advice, take time to understand the other party and the challenges they face. Ask a number of questions to gain further understanding. Resist the temptation to give them your solution. Once you understand the problem, ask them what they would like to do to get it resolved. Then ask them for another solution, and finally, a third. At that point you might ask, "Would you like to hear a prospective additional thought?" And once you've offered your suggestion, invite them to select the solution that will work best for them. They may not select the solution you offered. But in the process of the discussion, they will feel you are concerned, can be trusted, and are interested in their development. This will inspire them as much (or more) than anything else you may have to say.
Read the article on Forbes.
March 30, 2017
Emotional Agility: How To Master Inner Challenges Without Getting Derailedby Zenger Folkman
Does being "professional" in the workplace mean employees should check their emotions at the door? There has been a long-held belief that suppressing your emotions is the right thing to do in business — that you shouldn't bring your personal life into work.
But Facebook COO Sheryl Sandberg disagreed when she somewhat famously said, "Bring your whole self to work. I don't believe we have a professional self Monday through Friday and a real self the rest of the time. It is all professional and it is all personal." I agree with Sandberg. You should bring all of yourself into business. The key, however, is to develop the emotional agility that will help you to bring your whole self forward in a positive and appropriate way.
How do we find that right balance? I recently interviewed Susan David, a psychologist on the faculty of Harvard Medical School and CEO of Evidence Based Psychology. She explained that in organizations, and in everyday life, we have thousands of thoughts, emotions, experiences, and inner-stories. How we deal with these drives everything we do: our relationships, our jobs and projects. It drives how we lead, and how we interact with the world around us.
Emotional agility is fundamentally the ability to be with and be healthy with our thoughts, emotions, and stories — even ones that might be troubling or concerning. If we do that, then we can still take action that is in accordance with how we want to live and lead in the world. The key is to learn from all of our emotions, including the most difficult ones.
Recognizing Your Emotions Through Mindfulness
I believe the path to emotional agility begins with mindfulness. I confess that when I first heard about it, I was skeptical. It sounded squishy. The more I read and practice it, the more it makes sense. A special report from Harvard Health publications describes mindfulness as:
• "The practice of purposely focusing your attention on the present moment—and accepting it without judgment."
The main point is that you pay attention to the present, focus on what's going on inside of you, observe that as if you were a person off to the side, and not be judgmental about what you're observing.
Some achieve this through meditation, but as a small step forward you can begin by simply focusing your attention on moment-to-moment sensations during everyday activities. You do this by single-tasking—doing one thing at a time and giving it your full attention. It involves silencing the noise and activity around you to become more aware of what you are doing and experiencing.
Making Sense Of Your Emotions
Emotional agility isn't a natural or inherent quality within people. However, you can acquire and strengthen this ability through practice. In my interview with Susan, she described how leaders can take charge of their emotions: "Showing up to emotions is the idea of not struggling with them. Instead of saying, 'I'm stressed,' recognize that there is a difference between being stressed versus being angry, disappointed, or sad. When we label our emotions, especially our difficult emotions, in a more precise way, we are able to make choices that are intentional and more connected with what we are really feeling."
In her book Emotional Agility she shares questions that leaders who struggle to make sense of their emotions can ask themselves to assess where they stand.
1. "I might be right, but is my response serving me, the organization, or the team?" Most leaders I know get hooked into the need of being right. It is helpful to remember that if the entire world agreed that you were right, you'd still have a choice as to how you are going to act.
2. "Is what I'm doing workable(Interpret workable to mean enduring or long-lasting.) Leaders often get stuck in situations in which they need to have a difficult conversation. They take action that satisfies the immediate need but fails to address the long-term issue. They get immediate relief. The idea of workability is that there are some actions that feel good in the short-term, but don't serve us long term. They do not bring us closer to being the leader, employee, or person that we want to become over time. Emotional agility enables us to recognize when we're taking a short-term out, because it is easier and more comfortable, rather than taking a more difficult long-term step.
3. "I know what my task is, but what is my objective?"By asking this question, we are moving ourselves away from the idea that we need to check things off of our lists. We can then elevate our thinking to determine what we are really trying to achieve. In a meeting, you might be trying to get through a particular task but your more important objective could be to develop the team's problem solving skills or to ensure that the team stays highly motivated.
In conclusion, all leaders, managers, employees are human beings who at times feel a full range of emotions. When executives don't have the ability to be open to the full range of emotions that their team or organization is feeling, they undercut and undermine change and diminish motivation, engagement that drive the organization's success.
In short: slow down, stop multitasking, take time to recognize what you are feeling and consider how those emotions are affecting your own work and the people around you.
Read the article on Forbes.
March 16, 2017
Beware: All May Not Be Well With Your Company's High Potential Programby Zenger Folkman
Identifying high potential employees is a high priority for many companies. These individuals are the ones you will presumably count on to move to senior positions in the organization and ultimately enable to make the most important strategic decisions. They are the people you assume will possess strong leadership capability. In sum, they are the best and brightest, most capable, and highly motivated. So naturally, the company will groom them for positions of responsibility and power.
But what if companies are unclear about what they are seeking? Are these people all potential C-Suite executives? Or are they better aligned for one or two levels beyond their current role? But what if the organization is using the wrong yardstick to measure potential? Or worse still, what if you identify the wrong people?
My colleague Joe Folkman and I had our own concerns when we began analyzing data from three large, highly-respected organizations. Our analysis showed the following:
1. In a recent Harvard Business Review article we shared that more than 40% of individuals in Hi-Po programs may not belong there. We determined this by collecting information on 1,964 employees from three organizations who had identified these individuals as their high potential picks. We measured their leadership capability using a 360° feedback assessment that consists of feedback from their immediate managers, peers, direct reports and in some cases former colleagues or employees who had worked with them from two levels below them. On average, each leader had been given feedback from 13 assessors.We know this leadership assessment is a valid predictor of a leader's effectiveness, because it has been highly correlated with organizational outcomes such as employee engagement, lower turnover and higher productivity in all three organizations. In fact, 12% of these individuals were in the bottom quartile and 42% were below average on their scores of overall leadership effectiveness. That is a long way from the top 5% to which they supposedly belong.
2. These individuals appeared to have been chosen primarily for current performance instead of long-term potential. In fact, we found three common characteristics these individuals possessed across all three organizations:
• Technical/Professional Expertise. Having deep knowledge and expertise goes a long way in terms of getting a person noticed and valued. When you are the only person with specific understanding and experience in an area, you are valuable to the organization.
• Takes Initiative and Delivers Results. When a person can be counted on to achieve objectives and deliver results they are viewed positively by senior leaders. When we asked more than 85,000 managers what was most important for their direct reports to do to be successful, their number one choice was "Drive for Results." This was also the number one choice of secondary managers. Senior leaders in an organization appear to be willing to look beyond unproven leadership skills when they identify a person who consistently delivers results.
• Consistently Honored Commitments. When these people say, "It will be done," it is done. Inevitably, this creates trust and a willingness to look beyond other skills that are not excellent.
In addition to these skills, we found that possession of a specific trait that fits well with the unique culture of the company and creates a positive impression is another factor that often plays a role in selection as a Hi-Po. One organization, for example, had a cultural trait of highly valuing "nice" people. Employees in this organization who showed high consideration and concern for others were often considered Hi-Po's even though they lacked other leadership skills. Two of the organizations we examined valued people who would volunteer and become a champion for new programs or initiatives.
Read the article on Forbes.
March 2, 2017
The 6 Key Secrets To Increasing Empowerment In Your Teamby Zenger Folkman
A few weeks ago I was sitting at a restaurant watching waiters step around some food that was spilled on the floor. This went on for almost 10 minutes before the restaurant manager came out with a mop and bucket to clean up the spill. I am fairly certain that cleaning the floors is not part of the restaurant manager's job description.
The incident reminded me of how much I loved having dinner with my family when we had teenagers. As soon as they would finish their meals, they would excuse themselves and exit quickly from the dining room only to hear their mother say, "Pick up your dishes!"
As a manager, do you sometime feel your employees are acting like teenagers? They focus on their part of the job, but rarely identify the work around the edges or the messes that need to be cleaned up. What can you do to create more empowerment and accountability in your team so that team members move from talking about their work, their job and their goals to our work, our project and our objectives? What can you do to help avoid the never-ending excuse making when deadlines are missed and to have an employee acknowledge, "I missed the deadline; it's all on me!" Having employees who feel accountable and empowered creates a much more pleasant and productive workplace.
To confirm the impact of empowerment, I looked at data from more than 7,000 employees where we measured empowerment along with employee engagement. Employees who felt a low level of empowerment were rated with engagement at the 24th percentile, whereas those with a high level of empowerment were at the 79th percentile. Clearly, empowerment counts.
Read the rest of the article on Forbes.
February 23, 2017
Companies Are Bad at Identifying High-Potential Employeesby Zenger Folkman
A high-potential employee is usually in the top 5% of employees in an organization. These people are thought to be the organization's most capable, most motivated, and most likely to ascend to positions of responsibility and power. To help these employees prepare for leadership roles in a thoughtful, efficient manner, companies often institute formal high-potential (HIPO) programs.
And yet, according to our data, more than 40% of individuals in HIPO programs may not belong there. We collected information on 1,964 employees from three organizations who were designated as high potentials, measuring their leadership capability using a 360-degree assessment that consisted of feedback from their immediate manager, several peers, all direct reports, and often several other individuals who were former colleagues or who worked two levels below them. On average, each leader had been given feedback from 13 assessors. Previous work we'd done with these organizations had shown that this assessment technique was highly correlated with organizational outcomes such as employee engagement, lower turnover, and higher productivity. The higher the leader scored, the better the outcomes.
But when we looked at the participants in the HIPO programs, 12% were in their organization's bottom quartile of leadership effectiveness. Overall, 42% were below average. That is a long way from the top 5% to which they supposedly belong.
So how were these individuals chosen? What we found was that, in all three organizations, there were four characteristics that these individuals possessed:
- Technical and professional expertise. It is often said that the person most likely to be promoted is the best engineer, chemist, programmer, or accountant. Having deep knowledge and expertise goes a long way in terms of getting a person noticed and valued. And it's true that technical expertise does matter for managers. However, it's essential to understand that what got you invited to the party is not enough to keep you at the party. People who are skilled technically but lack excellent leadership capabilities need to develop those skills.
- Taking initiative and delivering results. Senior leaders in an organization were willing to look beyond poor leadership skills for a person who was consistently self-motivated and productive. Perhaps this is not surprising — when we asked over 85,000 managers what was most important for their direct reports to do to be successful, their number one choice was "drive for results." Results do matter, but sometimes a top individual contributor should stay an individual contributor and not become the boss.
- Consistently honoring commitments. When they say "It will be done," it gets done. Inevitably, this creates trust in an individual and a willingness to look past other skills that are not excellent. There is no apparent downside to this skill until a person gets promoted and they become overwhelmed with too many assignments they have committed to achieving. We find that people who lack leadership skills don't trust direct reports enough to delegate assignments and involve others. This leaves them drowning in commitments.
- Fitting in to the culture of the organization. In addition to these skills, we found that underperforming people in HIPO programs tended to emphasize a specific trait valued by their organization. One organization, for example, had culture that placed a great deal of weight on being nice. Employees who showed consideration and concern for others would occasionally be considered HIPOs even though they lacked other leadership skills. The other two organizations valued people who volunteered for new programs or initiatives. People with that attitude were rewarded by being included in the HIPO program, even when they weren't effective in other parts of their jobs. Paying attention to what is valued in an organization can help an individual get noticed.
We also noticed that the underperforming HIPOs were especially lacking in two skills: strategic vision and ability to motivate others. When filling their HIPO programs, organizations should look for people who show signs of having these skills — which are very important as you climb the organizational ladder — and not place quite so much emphasis on things like cultural fit and individual results.
For the organization, there are several risks to filling your HIPO program with people who don't actually possess leadership potential. Leaders may well be lulled into assuming that they have an adequate leadership pipeline when in reality they have less than half the pipeline they thought. Just as bad, the organization may be missing out on the people who would make great leaders, even if they don't fit the stereotype of a high-potential leader.
The situation is hardly any better for the people in the HIPO program who aren't likely to flourish in senior management roles. These people may assume that their career is on track when in reality they may have been steered in a career direction that is less than ideal for them. These misplaced members of the HIPO group were often extremely effective individual contributors, even if they weren't equipped for a senior role. These are people the organization wants to retain (which may be another reason they'd been funneled into the HIPO program — perhaps senior management has no more imaginative way to reward top contributors). When organizations push their top contributors into management roles in which they won't thrive, however, they are running the risk of losing a top individual contributor and demotivating the people who are now reporting to an incompetent boss — and losing them as well.
But all is not necessarily lost. The underqualified people in the HIPO program who truly do aspire to senior positions in the organization should focus on learning and practicing the leadership skills required. We strongly believe that HIPOs with leadership deficiencies can eventually develop excellent skills, but the majority of those with poor skills don't realize their deficiency. Being part of the HIPO program masks their shortcomings. So take an honest look in the mirror at what you need to learn.
As for the managers running the HIPO program and selecting people to be in it, we suggest they be a little more careful in whom they anoint.
Article was originally published on Harvard Business Review.


text:
Election night night coverage at CBS News was streamed live on its site, on mobile devices and on CNET.com, the publisher recently acquired by CBS. The live webcast was sponsored by Intel. At the end of the Webcast, Katie gives a shout out to Intel.
A sponsorship mention by an anchor would not be seen on most network news shows, but online programming is different as are opportunities for marketers.
The shout-out and video highlight reel of election night coverage is up on YouTube. The clip was produced by CBS News Producer Tony Maciulis, according to a report in TVNewser.
Disclosure: CNET.com, a unit of CBS Interactive, is a client of Plesser Holland pubic relations.

subset: commoncrawl


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Recipes > Meat > Stuffed Kidneys
Toast or broil the kidneys and split them open.
Fry the shalot in the butter.
Mix in the bread crumbs and parsley; add lemon juice, cayenne pepper, and salt.
Lay a little of the stuffing in each kidney and fold it over.
Serve very hot.
Print recipe/article only
The Skilful Cook (1905).
Vintage Recipes © 2006-2019 LM Bornath | Hosted by JaguarPC


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Rustic Wooden Wall Letters - Small
Our Rustic Wooden Wall Letters come beautifully painted in assorted rustic colors and distressed to give that home-felt, antiqued look. Letters A to Z and numbers 0 through 9 available.
Each letter stands 5.5" tall and can be wall-mounted or displayed on one of our rustic letter bases. Bases come in off-white only, in 3 to 9-letter sizes.
These letters also come in a large size.
Price is per letter.
Please note that all Twelve Timbers wall decor is custom made to order and have a 2-3 week lead time.
Dimensions: 5.5 inchesClick Here to View the Entire Twelve Timbers Collection
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Millikin Launch Weekend
March 29, 2018
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Over the weekend, the Center for Entrepreneurship and the Agile program hosted Launch Weekend, giving eight teams the opportunity to take a risk and launch their ships. Launch Weekend and its predecessors has been one of the bigger catalysts for the Center of Entrepreneurship to gather Millikin's entrepreneurial talent across all majors and disciplines. The participants gain the opportunity to possibly win seed funding.
Launch weekend historically began as "Startup Weekend," created by TechStars, a corporation that specializes in funding startups and mentoring them. Tabor School of Business adopted Startup Weekend about four years ago, and though it was moderately successful, the Center of Entrepreneurship director, Julie Shields, explained the structure was too rigid. They made the decision to adjust the program to better reflect the values and practices of Millikin's entrepreneurship program, and hence Launch Weekend was born.
Launch weekend is different from a lot of other events of similar scale at Millikin because it is organized and executed solely by student fellows of the Agile program. Launch Weekend took place from the evening of Friday, February 17 through Sunday afternoon for a total of 48 hours. Last semester's Launch Weekend offered participants only 24 hours to work. Returning participants said that the extra time was helpful in refining their work for the judges.
On Friday, Launch Weekend kicked off with a dinner in Scovill's lobby. The goal of the dinner was to give the participants a chance to meet and mingle with each other and start the process of idea generation for the initial pitches. To help facilitate this, the Agile Fellows prepared a couple of ice-breakers. After participating in these games, teams were optimistic and ready to form their ideas.
Once teams were released from dinner, they had time to work until Sunday afternoon, when they would present to the judges. Judges would look for whether they got out of the building to talk to potential customers and businesses, which would determine if their idea could work. Judges also judged how well they executed and designed their idea and pitch. Did they have a viable business model from which to work?
After judging, the fellows bring in the mentorship part of Launch Weekend by first providing teams with a business model that provides a structure to work from, then by lending their expertise in helping the teams start towards a direction and answer questions.
Over the weekend there was one workshop every day that dealt with a critical aspect of pitching and building ideas. Shields led a customer discovery workshop on Saturday that highlighted aspects such as question formation, market segments, and how to do customer discover interviews.
On Sunday, Agile Fellows Hunter Somers and Estanfano Martinez discussed the basics of how to do a pitch through a short video and Q&A to give the teams plenty of time to finalize their pitches. To increase the number of eyes and expertise of the mentors, Agile also invited several Millikin professors to volunteer as mentors, offer insight, and answer questions specific to their field.
Once Sunday came, the teams were feeling optimistic—though nervous—about the upcoming pitches at 3PM. The panel of judges included Jey Owens, a representative from Decatur Public Schools; Pierre Ganiere, a Financial director at ADM; Aric Hopp, a Millikin Alum; and Bruce Nims, an entrepreneur in residence at Millikin, and they decided how they would award the five thousand dollars in seed funding to the ideas.
Each team had five minutes to pitch, and the judges had a three minute window to ask questions from the teams. Between the time of Friday to Sunday, two more teams broke away, which turned the original six teams into eight. The final roster of teams included Holy Cow Technologies Co. who was seeking to provide free energy by using a device to harness the earth's magnetic field; a bus company called Trip Affairs that wanted to combine low-rate bus travel with charter bus amenities to connect travelling college students; Belcher Moving, an early-established moving company seeking to build a social work component to help ease the stress of moving elderly parents into a nursing home; Feed Starving Artists which proposed an online art gallery to connect Millikin artist to their customers, and a few more.
In the nonprofit sector, Udesign pitched an idea of having a company that used Millikin students to design websites for small businesses and nonprofits at a lower cost. Ubrew was a group of upperclassmen wanting to sell the experience of brewing a personalized craft beer. Shadow Doc Network addressed the problem of medical students finding shadowing hours by compiling a list of doctors to choose students' HIPPA files, helping students gain shadowing hours.
Finally, Locked Up proposed converting the now empty Cherry Berry into an escape room that changes its theme on a regular basis. They hope to address the problem of boredom in the Decatur area, and would partner with Millikin to allow Fine Arts students the ability to write stories and design sets for the escape room.
After about a thirty-minute intermission, the judges decided on the winners. In third place came Ubrew, winning one thousand dollars. Feed Starving Artists received one thousand in second place, and in first place came Locked Up for three thousand dollars.
When asked about their feelings on winning first place, the freshmen team, consisting of Mary Callaghan and Zach McReynolds, said they were, "Excited and ready to hit the ground running."
Early in the weekend, the two had expressed that they sometimes felt they were just "dumb freshman" and therefore weren't as qualified. Now with three thousand dollars of seed funding, they broke their own stereotype. We will have to wait and see how Mary and Zach get us "locked up" in the future.


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Justin Thomas continues his incredible run this season as he lifts the FedEx Cup.
He also receives USD10 million in prize money – a decent consolation following his narrow Tour Championship loss to XanderSchauffele.
Thomas won a major championship in the US PGA and after seeing five victories, the FedEx was a feather to cap it all. Even the runner up was delighted for top golfer, considering his efforts this term.
Schauffele was happy for his rival as even happier for his own achievement this season. He was impressive at East Lake and has two wins in his debut PGA Tour. After the US Open and the Greenbrier Classic, he was still outside of the top 80 in the world rankings. The 23-year old was close to winning but his 68 meant an aggregate minus 12, allowing Thomas' 66 to make him the new FedEx champ.
Thomas succeeds Rory McIlroy but it is not enough to equal Tiger Woods. Woods hold the record of six event victories in a term.
"I feel like I played so well this year. I was consistent. There have been a lot of great weeks and great memories. I've had life-changing events that just kind of ended with another life-changing thing for me," the excited golfer said.
The FedEx champ has career earnings of USD15 million so he would be delighted by the financial surge. He is also set to rise to the top four spots in the world rankings.
Jordan Spieth, long-time friend of Thomas, praised the win, adding that Thomas' confidence played a role.
"JT just has a tenacity, a confidence that takes experience in order to build and to have."


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Thin, Blond, and Fabulous
"I don't want to be a stereotype of a typical gay man," he said softly as he arranged a fabulous flower arrangement; his frosted hair billowing in the Provincetown summer breeze, Barbra Streisand playing in the background.
"You are such a fag!" my friend Jayson said to me one day, as I was getting off the phone to go watch Days of Our Lives.
"Why do you say that?" I asked.
"Hello? You're going to go watch soap operas? Could you be any more gay?"
"I wouldn't be throwing any stones, Mr. Musical Theatre. Didn't you tell me once that you can sing every song from any Broadway show ever produced? And you call me the fag."
We both laughed, but the conversation got me thinking. There are so many stereotypes connected with gay men. We are a big, lisping group of disco-dancing, dress-wearing, flower-arranging, drug-addicted, interior-decorating hairdressers. We all secretly dream to actually BE Judy Garland (Wouldn't that be faaaaaabulous?) and we were too close to our mothers. We all collectively throw like a girl and have AIDS. We can barely pump our own gas, but are exquisite cooks. We are all blond, have blue eyes, weigh 8 pounds, and are barely eighteen years old. We all attend the circuit parties, have S&M dungeons in our homes, and know Sigfried and Roy personally. Our lives are one big rainbow-colored disco ball. (And if you believe that, I've got bridge I'd like to sell you.)
At one time in my life, I thought that this was reality, and I had to become Liberace to be accepted by my queer brothers and sisters. I'm not by nature a stereotypical gay guy. Sure, some of the things I do and say can have me pegged as bent, but for the most part, I'm just a regular guy that likes other guys.
When I was 21, a drag queen and a lesbian I was friendly with took me to the Frontrunner, a gay club here in New Hampshire. Kevin was in a dress and heels, and Heather was in a crew cut and combat boots. We were in the ladies' room (don't ask), and I was introduced to a guy that Kevin knew. I can't remember his name. He kissed the air by my cheek, and asked me if this was my first time in a gay club. I said it was, and he said he could tell. I didn't look very comfortable. Kevin mentioned that I had come out a few years earlier, but hadn't been out to any of the clubs yet because I'd just turned 21. He said, "You're gay?" He looked me up and down. "Hmm," he said, "I would have pegged you for straight." Then he turned on his heel and left the rest room.
I was devastated. Weren't these the very people who were supposed to open their arms and welcome me into the community? Where the hell was my toaster oven and rainbow flag? I felt rejected and alone. Later on, the guy came up and apologized to me for hurting my feelings. He explained that because of my clothing and build, he figured I was hetero. My clothing and build? I'm six foot one, 275 pounds, built like a football player, have a beer belly, and was wearing a sweater and khakis. I wondered if I was giving off "straight vibes" by being overweight and wearing basic non-designer clothing.
I also don't find myself attracted to the stereotypical gay man, either. I like guys like me. Big, stocky, guys. More John Goodman than John Waters. Guys who can change their own oil and enjoy watching hockey. Guys that would rather be in a log cabin in the woods that high on Ecstasy on the dance floor. Regular, everyday average Joes who happen to be gay, like me.
Don't get me wrong. Like I said, I do have some Obvious Gay Traits. I watch soap operas (One of them, every day.) I really like disco and techno music. I'm a great cook and am talented at interior design.
On the flip side, I cannot stand Barbra Striesand, I have no interest in ever going to see a Broadway musical, have never been to a Pride parade, and I dress like a homeless person. And the number one thing…. I HATE to shop.
When is he going to get to the point of this ranting, you may ask. Right now. There is no such thing as "normal". Stereotypes are just that. Generalizations made without the benefit of fact on a small group of people. Some may measure a person's "gayness" on a sliding scale depending on how many times he has watched "All About Eve". I don't.
While I don't buy into most of the stereotypes, I don't look down on anyone who does. That is a form of prejudice. And isn't that what we as a community are fighting against? I'm Irish, too. Does that mean I'm a drunk? (The fact that I am a drunk has nothing to do with being Irish. It has to do with having too much free time on my hands and too many cheap drinks to be had in my town.)
I'll leave you with this parting thought: When you label someone, you take away their individualism, and segregate them from everyone else. It shouldn't be necessary to teach tolerance to guys like us, but sometimes it is.
And now that I've finished rambling on, I'd like to go back to my needlepoint.


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Data Scientist - AL
Reference Number: RJA - 4 Oct. 2018
Location: Alabama
Currently looking for a Data Scientist to design sensors, analyze data, and work on image and signal processing. Must have a background in developing algorithms, electro-optic sensing, and programming in MATLAB, Python, or C/C++. Machine learning experience and FPGA programming a plus. Some industry experience required and an MS or Ph.D. in a technical field/science. MUST be a U.S. citizen, current clearance a plus. The position is full-time and located in the Huntsville, AL area. Please read the above requirements closely, thanks.
If this position fits your background, please contact me and include your resume. Thank you.
Ryan Asher
The Photonics Group


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Pretty awesome! Wish there was more food though but music was amazing and they need to renovate the place. My people should not have to live in such conditions. The people were amazing! Definitely one of the better events I've gone to because of how nice and fun everyone is.
Login to interact with events, personalize your calendar, and get recommendations.


text: Hello pretty ladies:) How are you doing today? I had a great weekend, celebrating my 22 birthday with my family, my boy and friends. 1th of August is my favorite day of the year, as I am a big birthday lover (Is it to early to start the count down for the next one?). It started with a breakfast in bed that my little brother made for me, and It's kind of cool having a sugar overdose first thing in the morning and not feeling guilty about it! I spent the day with my family, again eating a lot of bad (but so goood) stuff, and wrapped up the night with b-day dinner and party with friends. The night was amazing, and I even got to wear crown (yaaaay). I really do have amazing people around me (much love <3). The weekend ended up with a lazy Sunday, and now I'm ready to start my 22th year on this world happy and full of energy:) Stay tuned for a new outfit post on Wednesday 😉


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David, May 14, 1996.
My Blackwell line begins with a Rev. John Blackwell who first turns up (to my knowledge) in Surry County, NC about 1775. It appears that he was working for a Tyree Glenn, who had lived in Goochland County, VA in 1763. (note: Van and his 6th? cousin Bill are now in email contact, DCB ed.)
John was born circa 1754, and married a Glenn daughter, Susan, circa 1775.
In 1777 John Blackwell was appointed guardian of Susan's 4 younger siblings, after Tyree Glenn died. In 1785 John and Susan bought property in what was then Rutherford County, NC (now Polk County), and raised a family of 13 children. They were charter members of the Green Creek Baptist Church, which John served as minister for may years.
A flurry of land sales around 1833-34 seems to indicate that John and Susan left Rutherford County about that time to live with their son, Thomas, in Walker County, GA. He died circa 1840.
I have a (hopefully) complete list of their children, but little birth and death information, except for my own great-great grandfather, Jeremiah Glenn Blackwell. I have pretty good information about the descendants of Jeremiah Glenn Blackwell down through my line, with some birth-death data missing.
I am a very amateur genealogist, but I do have a computer program (Brother's Keeper), and have input what I know about the Blackwell clan down through my line. I will be glad to send you what I have in printed form, or attempt to put the data in a form that you can use, and send it to you on a disk.
I very much appreciate what you are doing. I had about given up ever learning who John's parents were. The Civil War caused much destruction of courthouse records in Virginia, where I suspect John was born. Maybe, with many other Blackwell descendants looking at the data, there is a chance that someone will have the key. Thanks for all the effort!
(note: Van and his 6th? cousin Bill are now in email contact, DCB ed.May 14,1996)
William Allen (Bill) Blackwell email@example.com
403 Lucas Drive
Blacksburg, VA 24060-3622
At 05:07 PM 5/15/96 EDT, you wrote:
>Hello Bill,
>I've forwarded your email to Robert V. "Van" Blackwell who is more
>knowledgeable on VA, NC, SC, GA Blackwells, than I. His email is:
>firstname.lastname@example.com .......Dave, ... etc.
Thanks for the quick reply! My ancestor, Jeremiah Glenn Blackwell, was indeed born in 1803, so "Van" Blackwell is a distant cousin of mine. I sent him a short note to make contact, and I will scan his information on your homepage the next time I do some web browsing.
Brother's Keeper is a shareware program, but I have found it to be pretty well done. I would be glad to send you a copy of the program and my data files, if that would be useful. The data files are not in ASCI format, so there may be a problem in attaching them to an e-mail message. Anyhow, I don't see how they could make any sense without the program. What I probably need to do is fix up an ASCI document that contains the essential information and send that to you by e-mail - if that would be most convenient for you. By the way, there is now a W95 version of Brother's Keeper, but it apparently does not yet have all the capability of the DOS version. I am using an IBM-compatible computer and a Netscape browser.
I'll be in touch. Bill Blackwell
I have downloaded your "The Blackwell Ancestors of Robert Van Blackwell," and printed out a hard copy. I was very pleased to see five generations revealed prior to my great-great-great grandfather, Rev. John Blackwell (VI a.), who was the first one of my line that I had been able to trace beyond doubt.
Your data for Rev. John's family agrees with mine, and most of mine was obtained from handwritten notes on two sheets of paper, folded and left in the old family bible by my grandfather, Dr. William Montezuma Blackwell in Wood Co., Texas.
Some years ago I read through "THE OLD FREE STATE: A History of Lunenburg County and Southside Virginia," (by Landon C. Bell) looking for a link between Rev. John and the Blackwells of that area, but I never found it. I visited the courthouses of Surry Co. and Polk Co., NC, and copied all the records that seemed pertinent. I also visited the libraries of the College of William and Mary, the University of Virginia and Virginia Tech, and the Virginia State Library. It appeared very likely that John and Joel (and perhaps James) were brothers, but I was never completely sure. When I saw your material, it certainly seemed reasonable that James (V) was the father of James, John and Joel. I had a strong hunch that they came through Lunenburg County, VA. I don't remember that I ever conjectured that either David or Zachariah were likely brothers of the others.
Apparently, you found the link that eluded me. I am curious about how you became convinced that Rev. John was the son of James (V), and brother of James, David, Zachariah and Joel. To me it is almost too good to be true. If it's only back one generation, it's a major breakthrough!
I note that you say that James (V) is "probably" a son of James Glenn Blackwell (IV). What is the link that convinced you that this is more than a "reasonable" conjecture? I am pulling for it to be true, but I can't help but be skeptical.
I have my family data back to Rev. John fixed up with html tags, so it reads o.k. with my Netscape web browser. I know that David Blackwell is out of web editing for the summer, but I will ship it to him anyhow, in hopes he does read his e-mail during his Maine sojourn. (I work full time and am in Maine only on weekends, I've been working on these web pages at home on weekends, thus little will be done during the summer. DCB ed.)
Best wishes. This Blackwell genealogy web site is going to be fun!
-- Bill
P.S. I now also have read your commissioned report on Robert Blackwell.


text:
Who's Who
Rev'd Lynn Davidson (Email)
Rev'd Lizzie Baughen
Licenced Lay Minister
Meg Wakeham (Email)
Brian Wakeham (Email) Ex Officio
Robert Wright (Email) Ex Officio
Representatives on the Deanery Synod
Jamie Goumal (Email) Ex Officio
Camille Fraser Ex Officio
Representative on Churches Together
Brian Wakeham (Email)
PCC Secretary
Alison Jackson (Email)
Stewardship Recorder
Janet Hollington (Email) Ex Officio
Electoral Roll Officer
Robert Wright (Email)
Elected members of the Parochial Church Council (PCC)
Meg Wakeham
Gillian Jones
Ernie Perry (Co-opted January 2018)
Brenda Marshall
Mary Longfellow
Alison Jackson
Heather Kashi
Marguerite Brereton (Children's Advocate)
Iain Phillips
Jamie Goumal
Camille Fraser
Janet Hollington
Head St John's School
Curtis Sweetingham Ex Officio
(Catherine Mitri - Deputy Head)
Independent Examiner
Roger Seaton
Deanery Synod
Two members of the congregation sit on the Deanery Synod. This provides the PCC with an important link between the parish and the wider structures of the church.
Should you wish to speak to any of these people please call the office on 020-8445-3682 to leave a message with your contact details and we will put you in contact with them.
| Printable Version


text:
Review: Broken Teeth – 4 On The Floor
EMP Label Group 2017
Reviewer: Grant Foster
Broken Teeth are the brainchild of Dangerous Toy singer Jason McMaster, this being album number eight in their canon, of a twenty year existence so far.
I have the first two in my collection – the self titled debut and follow up, 'Guilty Pleasure' and those were very much a simplistic take on the AC/DC formula, but I haven't heard any of the others, before I came across this release.
The production overall, is nice and meaty, with guitars high in the mix, although on the title overall track I thought the vocals could have done with being further up. But the tune itself bops along quite nicely in time honoured DC fashion.
'Sinful' is a lovely mid paced shuffle with some nice ZZ top style licks and a chorus that will eventually worm it's way into your heads. It's the change of pace as much as anything that helps this song stand out.
'All or Nothing' has a bass line reminiscent of Shot Down In Flames, although it's a little bit formulaic to these ears.
'Getcha Some' boasts a lovely lyric of when you're 'young, face down and wasted' and it's very much a summer driving rock song.
'Borrowed Time' is a lot more laid back and bluesy with a nice groove. McMaster's delivery is spot on here and it's one of the stand out tracks. 'House of Damnation' is a up tempo romp, but average.
But 'Let The War Machine Roll', well, it's almost like a horror film song, sounding really menacing and I'm sure this will go down a storm live……you could almost hear Dee Snider doing this!
'Never Dead' is a tribute to Lemmy…….and boy it could have been on 1916……'I believe in Motorhead, all the gauges in the red', this really is a fine tune in it's own right as well as being a nod to the late Motorhead icon. 'All Day Sucker', has a chorus that remains and grooves along with another nice change of pace.
Last tune is a cover of 'Rock Bottom' by Kiss. However good it is and it's certainly passable, I'd have preferred another original.
So, to sum up, as I've only heard the first two BT releases, it's certainly a step up from them. Yes, there are times when your mind wanders, but, you can't deny that BT do this style of rock as good, if not better than most up there.


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Artist's description:
Original Price $4000 - REDUCED Price $1000
This large UNFRAMED acrylic painting is of the famous Natural Bridge in Slade Kentucky. Inspired from a photo I took when the light was piercing the canopy of leaves surrounding the base. I always loved the view of the bridge from this angle.
Although sold UNFRAMED, I have included a picture of it framed as well as in a conceptual pic. This will give you a better idea what it will look like when you have it framed before hanging it on a wall as well as a representation of the size.
SPECIAL NOTE!!!! This artwork has been chosen for an exhibit at the CFRD exhibition center in Somerset Kentucky, The exhibition lasts until Nov. 4th. The shipping time will be increased by anywhere from a few days to a week. I must make an appointment with the Gallery director to pic up this artwork. Thank you for your patience.
If you are interested in this artwork..... be sure to use the "MAKE OFFER" button next to my profile picture on each page of the item. RESPECTABLE offers considered.
For international orders, contact me for additional shipping cost discussion if your country is not included in my global shipping table.
ALL ORDERS will be shipped by UPS if possible.
NOTE!!! INTERNATIONAL SHIPPING CUSTOMERS: CONTACT me before ordering. I will offer global shipping with tracking and insurance to countries NOT listed on my shipping table. Contact me here on Artfinder by clicking the link next to my profile photo. All my International shipping will be done by UPS because all other shipping providers are not as secure and do not offer quality insurance and door to door tracking comparable to UPS. SEND ME the specific shipping address you want your ART to be sent to and I will provide you with a personalized shipping quote for your order. I may be able to lower the shipping on your particular order? Due to drastic variations in price between countries and cities plus weight/size of each unique artwork, I must individually quote pricing for each piece. General global shipping costs end up being way more than you would need to spend and I want to save you money if possible. Import duties, custom fees, taxes and charges are not included in the item price or shipping cost. These charges are the buyer's responsibility. You can research the duty and tax the artworks will be liable for on .
All large size paintings that are international orders will be removed from the wood frame, rolled up and shipped in a shipping tube. You will have to have it reframed.
Contact me here on Artfinder for possible Commission work.
• Dispatched within 7 working days from United States
• Allow up to two weeks for international delivery
Materials used:
stretched canvas, acrylic paints
(Reduced) - Natural Bridge in Slade Kentucky (2015)
Acrylic painting by William F. Adams
$1,000 SoldFree shipping
- Acrylic painting on Canvas
- One of a kind artwork
- Size: 36 x 24 x 0.75 in (unframed)
- Signed on the front
- Style: Photorealistic
- Subject: Landscapes, sea and sky
Do you like this artwork?
This artwork has sold, but the artist is accepting commission requests. Commissioning an artwork is easy and you get a perfectly personalised piece.
Do you like this artwork?
This artwork has sold, but the artist is accepting commission requests. Commissioning an artwork is easy and you get a perfectly personalised piece.
This artwork is sold by William Adams from United States


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Tell us what you think about Doctor Who Robot of Sherwood and be a TV reviewer for the day
Want to be a Radio Times TV critic? Give a rating out of 10 for Peter Capaldi's third Doctor Who episode by 9am on Monday and your review might just get published...
After the typically enthusiastic response to Peter Capaldi's second Doctor Who episode, Into The Dalek, last week, we're yet again asking RadioTimes.com readers to send in their thoughts on the twelfth Doctor's next outing, Robot of Sherwood. And, rather excitedly, we've even added in something new.
This week's episode could go either way. Judging from its premise – the twelfth Doctor meets Robin Hood and refuses to believe he's real – and its light-hearted trailer, it looks to be a standalone romp. Sometimes these work, other times we end up with episodes such as series 6's The Curse of the Black Spot.
So, we want to hear from you. Was Robot of Sherwood funny and fun? Or did it make your eyes roll right out of your head? And how did you find Capaldi this week? Is he still nailing the role or are you not convinced?
Not only do we want you to send in what you thought in around 150 words but we'd also like you to give it a rating out of 10. On Monday we'll publish our favourites right here, on RadioTimes.com.
Send your 150 word review and rating out of 10 of Robot of Sherwood, along with your full name, age and hometown, to firstname.lastname@example.com by 9am on Monday (08/09/2014).
By sending your work to the above email you consent to your review being published in whole or in part by RadioTimes.com and that you agree to RadioTimes.com's website code of conduct and Terms and Conditions.


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Trade Reviews Sept 14
Brave and The Bold : The Book of Destiny Volume 2
DC Comics
Mark Waid and George Perez finish off the first story arc of this new run on a classic DC title. The Brave and the Bold was always one of my favorites going back to when I would buy them at the drug store after haircuts and pick up adventures of Batman and a myriad of guest stars. The new run embraces the team up aspect and pairs together some really great heroes.
This first story arc has the Challengers of the unknown at the center trying to discover the secrets to the book of destiny and to keep it from the wrong hands. A new bad villain called Megistus is time traveling stealing people and strange objects. His motives are unclear and the Challengers use the book to try and unravel the mystery. Along with Superman, Wonder Woman, Green Lantern, Metamorpho and a bunch of other heroes they are out to stop this unknown entity.
Waid and Perez have put everything I love about comics into this. Massive super heroes, a story that inter-connects, art work that jumps off the page and a real epic feel to the whole thing. This book brings back the magic I felt as a kid and does in a smart way that kept me guessing.
Thanks for this book.
The Flash: The Wild Wests
DC Comics
Wally West is back in the regular DC universe, along with his wife and two kids. I've always been a fan of Wally, I liked Barry Allan and still do. Bart was a nice addition to the Flash crowd, but for me Wally has been my favorite. I great up with Barry and when he was taken off the board in the Crisis I was shocked, and I was also very unsure what I would think of Wally. He grew into a great hero and did the legacy of Flash proud. And then a couple years ago he was gone.
And now he's back.
The Wild Wests sees Wally trying to adjust to his new life as a family man. The added dimension of having kids growing older faster than they should because they have super powers adds a very interesting twist. His wife Linda has embraced the fact that she's in a family of people with powers and is there to help them. Wally is training his kids to use their powers, and as typical teenaged kids would, they want to get out there and use their powers. Wally is also trying to find a way to discover how to slow down the kids aging so they can be, if not normal, at least more normal.
Mark Waid has a lot of love for this character and it shows in his writing. This is so much more than the Flash fighting the Rogues. This will be remembered as an epic period in the history of the Flash .I also really love the art by Daniel Acuna. It's crisp and clean and he is so expressive with the way he draws people, from the way their body language says volumes to the way he fills every inch of the action scenes.
Hellblazer : The Laughing Magician
Andy Diggle continues his run with Constantine in this collection with art from Leonardo Manco and Danijel Zezelj. The first story is a tale of a secret part of London and the power that places have over those inside and what they think and believe. It's a great story further building on John's ties with old magics. The second tale see someone gunning for John. A village in Africa is destroyed while a madman looks for magic. The magic has been hidden in an object and eventually finds its way to London which brings a world of hurt towards Constantine.
This is classic Constantine and I look forward to more of Diggle's work.
Duncan Rouleau wrote and illustrated this and he has a style that is both fun and expressive. I've not seen the Metal Men done with such emotion in years.
The tale in this collection re introduces the origin story playing on the relationship with Doc Magnus's mentor T.O Morrow. We get more insight into the good doctor and we also get a better idea of what the Metal men are really all about and how they came to be. Along the way we get glimpses to the past, a ride to the future and some great fights with classic bad guys. We learn some secrets previously unknown including ties to an ages old group of alchemists.
I thoroughly enjoyed this book and have gone back just to take in the artwork.
Simon Dark: What Simon Does
DC Comics
Steve Niles gives DC a different kind of hero. Niles background with horror lends itself perfectly to this bizarre character Simon Dark. Simon is in Gotham City and hiding. He steps out of the shadows when he sees something wrong being done. Protecting the neighborhood he lives in seems natural, but Simon knows almost nothing about who he is and why he is scarred. Dark Magic forces are using the neighborhood to battle and Simon needs to stop them. He has a few friends who want to help him discover who he is and where he's from.
This is a fun series with a nice creepy dark overtone. Niles along with artist Scott Hampton are creating a piece of art that stays burned in your retinas even after you close your eyes.
Supergirl: Beyond Good and Evil
DC Comics
Supergirl for decades has been seen as a lighter version of Superman, and while there were some fun stories and great art along the way it always seemed that she the B-team. In '85 the character stepped into the role of a real hero and it eventually killed her. Over the convening years various supergirls appeared and the character still felt like a back up story even with the great writers who worked on various versions. Recently she was brought back again and it was made clear from the get-go that she was indeed Superman's cousin and that she wasn't the Supergirl we knew. This version kicks ass and asks no quarter.
This trade collection sees Kara on a personal quest to find her own way and Kelley Puckett has done a great job with the character. She's a teenager who doesn't want to be treated like a little sister, she wants to find her place in her new home and this story shows that journey.
Drew Johnson has done some great work here and it comes across as both powerful and bright. He takes all the emotion of the writing and conveys it perfectly.
This is not your parent's Supergirl, and I for one am loving it.
The Immortal Iron Fist:
The Seven Capitol Cities of Heaven
Marvel Comics
Matt Fraction and Ed Brubaker have taken a character I've always enjoyed but thought was underused and really made him a contender.
Iron Fist always seemed to be just another martial arts dude with a weird power. This new run sees a full and lush back story and peril on a global level. Keeping all the elements that made it good reading in the past and adding a whole new set of layers to the character this series is really one of the must reads of my comics stack each month.
A tournament in K'un Lun has Danny Rand fighting in an event that takes place every 88 years. The consequences are deadly serious on a lot of levels. The future of K"un Lun, Danny's friends being held and attacked by Hydra and hidden secrets are all part of this intricate tapestry that Fraction and Brubaker have weaved. This is a great story.
Terror was kind of a throw away character back in the day. A bit silly and not really worth collecting.
This revitalized version is great. He's an immortal kept alive by some strange magic and a curse working freelance doing jobs other people don't want with his PI firm. He needs to replace body parts to stay alive and has a network set up to help him with both this and his business.
He is hired to do a job that becomes an obvious set up fast. His normal avenues of help and his resources are taken and he is fighting for is life against a foe he least expects.
David Lapham did a great job with this. Terror is totally likable as a bad ass PI. He's slick, smart and funny. He also has a warrior's spirit and sense of honor. Add art from Patrick Zircher and you've got a masterpiece in your hands.
I hope that Mr. Lapham and Mr. Zircher team up for more. This is adventure at it's best. Fan's of Cal McDonald will love it.


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Both Mike and James had nothing but great things to say about Garrett's guiding skills. He was top notch especially considering the poor conditions of strong winds and snow. Mike described it as the hardest day of climbing in his life. James said their wasn't a moment the whole day where he didn't consider turning back. But they didn't and they are summit heroes.
Climber Gosia and guide Kajsa are still going at it, were about a hour behind the others and had hooked up with an climbing group in the deteriorating conditions.
Here at Camp 4 it has been super windy all day, in fact, one of my tent poles broke in two. Now that Garrett is back, he has a repair kit and we are going to see about fixing it as we batten down for tonight's last night at high camp. Snow has just started as well.
Another update when our female contingent returns to camp.


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Eat Clean Recipe – Crispy ChickenAugust 30, 2010 No Comments
PREPARATION TIME: 15 minutes
COOKING TIME: 10-15 minutes
McDonald's has nothing on these delicious nuggets. The crispy almond-based coating and yummy honey-mustard sauce will make this quick-dish a family favorite in no time. For more kid-friendly, Tosca-approved meal ideas, pick up your copy of The Eat-Clean Diet for Family and Kids.
• 3 boneless, skinless chicken breasts weighing about 6 oz. / 170 g each
• 1/4 cup / 60 ml of oat bran
• 1/4 cup / 60 ml of wheat germ
• 1 Tbsp / 15 ml coarsely ground flaxseed
• 1/4 cup / 60 ml coarsely ground almonds
• 1/2 tsp / 2 1/2 ml sea salt
• 1/2 tsp / 2 1/2 ml white pepper
• Pinch garlic powder
• 1/2 cup / 120 ml water or low-sodium chicken broth
• 1 large egg white, lightly beaten
- Preheat oven to 400°F. Prepare baking sheet by lining with parchment paper or coating lightly with best-quality olive oil.
- Cut chicken breasts into nugget-sized pieces, about 1.5 inches square. Set aside.
- Next, combine all dry ingredients in a large container with a tightly fitting lid. Shake well. This is your coating mixture.
- Combine water and egg in a medium bowl. Dip each piece in the water/egg-white mixture. Then dip each piece in the coating mixture. Make sure each piece is well coated.
- Place on the baking sheet. When all of your chicken has been coated and your baking sheet is full, place in the oven and bake for 10-15 minutes or until golden.
Clean-Eating Honey Mustard Sauce
• 1.5 tsp. honey
• 1 tbsp. Dijon mustard
- Mix well.
Recipe Provided by Eat Clean Diet NewslestterTags: crispy chicken, Eat Clean Recipe, eat-clean dietEat Clean Recipes


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Ru /
Chechersk District Executive Committee
2 Lenina Street, Chechersk, 247152
+375 2332-3-12-10
Geographical position
Executive committee
Social sphere
Health Care
Social Security Bodies
21 May 2019
Additional security measures in place during Minsk European Games 2019
MINSK, 21 May (BelTA) – Additional security measures will be introduced during the 2nd European Games in Belarus. President Aleksandr Lukashenko signed the corresponding decree on 20 May, BelTA learned from the press service of the Belarusian leader. The document is based on the best domestic and foreign practices of organizing and holding big international sports events. The document is aimed at ramping up security at sports arenas, hotels and other European Games infrastructure...
4 May 2019
Test gymnastics tournaments kick off in Minsk ahead of European Games
MINSK(BelTA) – Test tournaments in rhythmic gymnastics and sports acrobatics kicked off in Minsk Arena on 3 May, BelTA learned from the press service of the Belarusian Gymnastics Association. Taking part in the rhythmic gymnastics tournament are athletes from Belarus, Russia, Austria, Estonia, Moldova, and Romania, including famous Russian gymnasts, multiple world champions Dina Averina and Arina Averina. Belarus is represented by Katsiaryna Halkina, Anastasiia Salos, Alina Harnasko,...
All news
13 May 2019
Gomel Economic Forum to present nearly 160 investment projects
GOMEL (BelTA) – Nearly 160 investment projects will be presented during the 16th Gomel Economic Forum, which is due on 24 May, the press service of the Gomel Oblast administration told BelTA. Gomel Oblast's economic and investment potential will be presented during the forum. Investors will be offered projects in such spheres as woodworking industry, recycling of secondary material resources, food production, civil engineering and construction materials, chemical industry, power...
2 May 2019
Social standards important for implementing 'village of the future' concept in Belarus
GOMEL, 2 May (BelTA) – It is important to develop the social sphere in addition to the manufacturing sector in the course of implementing the "village of the future" concept. Head of the Belarus President Administration Natalya Kochanova pointed it out as she visited the agrotown of Michurinskaya in Gomel Oblast on 2 May, BelTA has learned. The agrotown is located in Gomel District close to the city of Gomel itself. It has the necessary infrastructure: a school, a community center, a...
All news
30 November 2012
velcom informs about temporary network failure in Gomel Oblast
MINSK, 30 November (BelTA) – A temporary failure in the network of the mobile services provider velcom was reported in Gomel Oblast on 30 November, BelTA learnt from velcom. It took the company more than an hour to diagnose and resolve the problem that emerged on the transport network. The issue has been removed by now; the network is operating in the regular mode. "Mobile carrier velcom apologizes for any inconveniences," the company said. The company was established in 1998 as a...
30 March 2011
Rechitsa Hardware Plant opens hot galvanizing plant
GOMEL, 30 March (BelTA) – An opening ceremony of a hot galvanizing plant will take place in the Rechitsa Hardware Plant on 30 March, BelTA learnt from the press service of the Gomel Oblast Executive Committee. It is assumed that the event will be attended by First Vice Premier of Belarus Vladimir Semashko who is currently on a working trip to the region alongside with the oblast authorities and government officials. The galvanizing plant in Rechitsa will be the largest manufacture of the...
All news
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© Chechersk District Executive Committee, 2019
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The Agricultural Credit Fund (ACF) has revolutionized farming loans in Uganda. Agricultural financing in Uganda has been a big problem because of high interest rates and lack of collateral by small scale farmers.
Among the various banks involved in disbursing the fund include the Centenary Bank.
Explain why out of 538 applicants, only 16 were approved to get funding?
The fund has actually approved over 416 applications since the start in 2010.
What are the measures taken to recover loans?
The farmers deal only with the commercial banks which have to secure adequate collateral like residential houses, cars etc; before they give the loan.
They then sign a promissory note with the Bank of Uganda so that when the loan is repaid, the money is reimbursed (without interest) to the fund so that it can help other farmers.
The government has also set up an insurance scheme to cover losses.
How will the Agricultural Credit Fund affect small commercial farmers?
It will provide loans for them to buy equipment with what they are able to acquire from the fund.
How are the issues to do with weather and its unreliability taken into account?
The ACF is in place to account for the unreliability of weather for example in the dry season a farmer can take out a loan for irrigation equipment.
Explain how profit and losses are divided between the government and the commercial bank.
The commercial banks get paid back with a maximum of 12% interest and pays 50% back to the Bank of Uganda which returns it to the fund for other farmers to benefit.
What are the possible reasons for the rejection of applications?
Applications are rejected when the commercial banks that are appraising them find faults in credibility or if the applicants posses inconsistent records.
What is the rationale of leaving the fate of the farmers to commercial banks which are profit making entities that use stringent rules that smaller farmers are not capable of meeting?
The government of Uganda has not left the farmer's fate in the commercial banks' hands.
The commercial banks are acting on behalf of the government. They are simply partners in the fund's work.
The government cannot contribute to the fund alone so the commercial banks are necessary because they provide 50%.
Commercial banks are practically missionaries in this endeavor because they only charge maximum 12% interest.
What is the level of government interference in the applications?
The commercial banks are fully in charge of the loans process and the Bank of Uganda simply reimburses them according to the percentage the government is footing.
The government has contributed UGX 130.56 billion to date which is in the keeping of the central bank. That is where it's involvement ends.
What has been the trend in terms of interest rate?
When it started in 2010 it was 10 percent , the commercial banks wanted to push it to 15 percent but the government insisted on 10.
What strategy have you put in place for farmers in hard to reach areas? (people who are ignorant or unable to access commercial banks)
Some farmers are not only in lack of capital but more sensitization so as to build their business and acquire the standards to be able to borrow from Agricultural Credit Facility.
Where did Etandikwa go?
It didn't achieve the desired target and so the Agricultural Credit Fund is a new solution to try and reach out to more people in the agricultural sector
Why can't all this money be put in one bank?
The money can't all be accommodated by one bank due to the need to spread the risks that come with supplying loans
How much have you lost as BoU in recovering loans?
The Bank of Uganda as an institution has not made any losses because it simply carries out the role of the bank in the transmission.
The Government of Uganda, however, has lost UGX 4 Billion in loans that have been declared in default.
How far has your sensitization reached in regards to your loans?
The scheme benefitted Irish potato growers in Kisoro to the tune of about 5 billion.
What is delaying the signing of the MOU that is going to give access to small scale farmers to use their small collateral?
The draft proposals have been approved but the key stakeholders have to sign off. The MOU is waiting on the ministry of finance to sign off on it.
Desperation causes lies. What can the small holder farmers do to make you give them loans anyway?
People should get saved to bring honesty into the loan acquisition facility.
Isn't the fund discriminative, why isn't the credit being extended to the lower sections?
Every business needs to discriminate in order to make profit. Discrimination is the basis of loans giving.
The commercial banks have a whole process dedicated to determining who is capable or will be capable of paying back the loan. Some people are not eligible and the banks sometimes refuse to risk their funds.
The financial reporting standard is going to make the loan acquisition process more difficult, even after the MOU for small holders is signed, what convinces you that the banks will adhere to it and give them credit?
The MOU sets a separate standard from the financial reporting standard so if a farmer applies for a loan under the ACF they get it at maximum 12perecnt interest.
Is it fair for the fund to use the money of tax payers who don't profit from it?
The cabinet in parliament who are representatives of the people approved the Agricultural Credit Fund to use the tax payers money
Interview with David Kalyango Former Executive Director Finance Bank of Uganda
For more about ACF visit the Bank of Uganda website.


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Original French Dinky Toy # 553 Peugeot 404 1st type complete with Original Box
Delicate Pale Duck Egg Blue/Green finish with bright Red interior
The model has a shiny Gloss Black base, with steel concave wheels and supple well-shaped smooth tyres
This first type model has a rounded '0' on the bonnet. The later issues have a squared-off '0' shape.
The model is in VERY NEAR MINT CONDITION with just occasional negligible mark to the paint finish.
The Original Picture Box shows barely any wear at all save for a small fleck of surface loss on one side, and is very crisp, clean and strongly coloured.
SCARCE MODEL and hard to find this good
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