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People are generally wary of direct marketing messages from a business. That's why many brands invest time, effort, and money to produce content that can overcome consumer skepticism and earn people's trust.
But what if you could source a steady supply of this kind of content without having to create it all yourself?
What if you could recruit customers to your team as marketers, content producers, photographers, and influencers who are willing to volunteer their support?
By incorporating user-generated content into your marketing efforts, you can.
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What is user-generated content?
User-generated content (UGC) is content created by the people who interact with a brand, not the brand itself.
These "users" can be customers, employees, volunteers, or engaged members of your audience, and the "content" they generate can be photos, videos, reviews, social media posts, you name it.
User reviews are a form of UGC. So are Instagram photos shared by customers and unboxing videos on YouTube featuring your products.
Companies across a variety of industries harness content generated by users to overcome one of the greatest hurdles to purchase: trust.
In one survey, 54% of respondents said they trust information from online reviews and recommendations from their peers, whereas 20% trust information that comes from the brand itself.
People trust people more than brands and UGC is content created by the people.
Because UGC isn't produced by you, it also comes with a number of benefits outside of building trust. You can:
- Save time on creation by supplementing your own original content with crowdsourced content.
- Expand your reach when customers evangelize your brand within their own social networks through the content they share.
- Engage your community and create a stronger relationship with customers by involving them in your marketing and getting to know them better.
UGC can be used in both short-term campaigns and long-term marketing strategies, but in either case there are three key requirements you need to meet:
- A "call to create" that gets people to produce content they actually want to create.
- Channels for sourcing and collecting submissions.
- A plan for moderating, sharing, and using this content in your marketing.
How to source user-generated content
If you find your target users naturally share content that relates to your brand, you're in luck—you've already got some fuel for your UGC strategy.
But if they aren't just yet , you'll need to find a creative overlap between the kind of content that can help build your brand and the kind of content people actually want to make and share.
The type of content you encourage users to create doesn't need to be directly about your products. Come up with your own imaginative angles while staying mindful of the reasons people share content in the first place.
People have very personal and human reasons for sharing content. According to a survey conducted by CoSchedule:
- 49% share to inform, influence, or inspire action around the products they care about
- 68% share to give their networks a better sense of who they are and their identity
- 78% share information online because it lets them stay connected to people they may not otherwise stay in touch with
- 69% share information because it allows them to participate in the world
- 84% share to support initiatives or brands they care about
That said, one of the most popular approaches to UGC is to get customers to take pictures of your products and share them on social media under a branded hashtag.
Learn more: Why do people use hashtags?
Create a branded hashtag
Source: Hoverkicks
Branded hashtags are the easiest way to encourage, collect, and automate user-generated content, especially on Instagram and Twitter.
That's because you can share them along with a call to create anywhere you'd like:
- Thank you emails
- Social media bios
- Package inserts
- Your website
- A poster or TV display
- Through word of mouth
- Etc.
Best of all, you can use different hashtags to organize user-generated content by goals. You can have one for showcasing your customer's stories and another for your employees to share glimpses into your company culture.
For example, at Shopify we use #myfirstsale for merchants to share stories about the first orders they receive, and we use #lifeatshopify for employees to share what it's like to work here.
Searching the hashtag lets you see all your submissions in a single feed, making it easy to choose the content you want to feature. Just be sure to include clear instructions around how to use the hashtag and tag your brand, and where the content will be featured.
Incentivize submissions with contests and giveaways
Source: Shore Projects
Contests and giveaways are a great way to grow your business in general. But they're also a hard-to-resist incentive for participating in your brand's UGC efforts.
A simple photo contest where users submit their best photos that fit a certain theme, for example, can be used to crowdsource future posts for your social media calendar and reward the most engaged members of your audience.
In the example above, Shore Projects uses #GoodTimes and #ShoreProjects to collect shore-side lifestyle photography, along with clear instructions about how to participate in the contest. By embedding a gallery below the contest rules, they also lead by example, giving users an idea of what kind of content they need to create and submit in order to win.
You can power your contests manually using hashtags, or streamline them using tools like Gleam or Typeform that let users upload their content and information.
Ask for UGC in your post-sale emails
Prompts for submitting user-generated content can also be incorporated into your post-sale emails. The same way you might follow-up with customers to leave a review, you can ask them to share photos or videos of themselves using your products.
With Shopify apps like Loox, you can even source reviews along with user-generated photos through your follow-up emails, getting visual reviews with images that you can repurpose in a variety of ways. Adding a small incentive can help, such as a discount on their next purchase.
Ideas for leveraging user-generated content
Encouraging a steady stream of user-generated content can be a challenge, but luckily there are several ways to make the most of each asset you acquire, incorporating it into your website and social media marketing strategy.
Repost UGC on your own social profiles
Source: Luxy Hair
Perhaps the easiest way to leverage UGC is in your social media mix, sharing it with your audience while tagging the user who submitted it to highlight them.
Not only does this save you from creating your own original content all the time to post consistently, but it can help you engage your existing customers with the potential to tap into their audiences as well.
If you're going to be running an ad with UGC, however, it's best to ask the creator for explicit permission first to avoid disputes over copyright.
Embed UGC on your website
Aside from expanding your reach, UGC can also be used as social proof to build trust on your own website.
Media galleries are often used to showcase a brand's in-house content to website visitors. But by carefully curating the content that shows up here and positioning it as a gallery of submissions, you can use UGC to show off your customers and your products together.
There are plenty of Shopify apps for creating Instagram galleries, such as Covet Pics or Tagtray—both can help you collect and embed user-generated social content on your website. Just be sure you have a way to moderate submissions so that the embed only displays what you want it to display.
Automatically pulling in everything under a certain hashtag without moderating is a risk you want to avoid, especially since public hashtags are available for everyone to post under.
Create a "social media wall" for your retail location or event
People naturally snap photos and videos at events to share online. Setting up a process for organizing and displaying these captured moments gives you another way to encourage more submissions, while providing your audience an additional avenue to participate with your brand.
Social media walls let you pull in photos and comments from several channels and display the conversation as a feed for others to check out and contribute to. You can embed it on your website or display it on a TV at your next event and watch it populate with photos from guests.
If you're interested in this approach, you can check out Walls.io (free plan) or Everwall for a solution to display your online user-generated content offline.
Tap into the voices of your customers
Before you can earn a customer's business, there's something else you need to earn first: their trust.
User-generated content lets you rally the voices and collective creative power of your community to make and share content that is naturally persuasive and authentic. And we've only scratched the surface with all the ways you can implement user-generated content.
Get creative with how you source and leverage user-generated content and you'll be surprised at what it can do to improve your marketing efforts.


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The crash of an aging Russian airliner ravaged the top levels of Poland's military, political and church elite Saturday, killing the Polish president and dozens of other dignitaries as they traveled to a ceremony commemorating a slaughter that has divided the two nations for seven decades.
Poles wept before their televisions, lowered flags to half-staff and taped black ribbons in their windows after hearing that the upper echelons of the establishment lay dead in woods a short drive from the site of the Katyn forest massacre, one of Poland's greatest national traumas.
Thousands of people, many in tears, placed candles and flowers at the presidential palace in central Warsaw. Many called the crash Poland's worst disaster since World War II.
Twenty monks rang the Zygmunt bell at Krakow's Wawel Cathedral — the burial spot of Polish kings — a tolling reserved for times of profound importance or grief.
The crash also shocked Russia. Sensing the depth of the tragedy for Poland, Prime Minister Vladimir Putin personally took charge of the investigation and very quickly and publicly offered condolences, along with Russian President Dmitry Medvedev.
"On this difficult day the people of Russia stand with the Polish people," Medvedev said, according to the Kremlin press service.
'A cursed place'
Chunks of the plane were scattered widely amid leafless trees and small fires in woods shrouded with fog. A tail fin with the red and white national colors of Poland stuck up from the smoking debris. Early indications pointed to pilot error in heavy fog as a factor in the crash, officials said.
On board were the national bank president, deputy foreign minister, army chaplain, head of the National Security Office, deputy parliament speaker, Olympic Committee head, civil rights commissioner and at least two presidential aides and three lawmakers, the Polish foreign ministry said. Kaczyinski's wife, Maria, also died.
"This is unbelievable — this tragic, cursed Katyn," Kaczynski's predecessor, Aleksander Kwasniewski, said on TVN24 television.
It is "a cursed place, horrible symbolism," he said. "It's hard to believe. You get chills down your spine."
Polish Prime Minister Donald Tusk and some cabinet members flew to Smolensk from Warsaw. The president's twin brother, former Prime Minister Jaroslaw Kaczynski, headed to the area in a chartered plane along with party members.
Television showed Jaroslaw kneeling and praying at the crash site. Tusk, joined by Putin, placed a wreath at the site and knelt. When he stood up, Putin hugged him.
Afterward, Putin and Tusk held a video conference with members of a special commission in Moscow, who told them that doctors, psychologists and other specialists were ready to assist relatives of the victims. They said some bodies have already been flown to Moscow for identification and were being taken to the morgue.
Military leaders lost
The Polish military suffered the deepest losses. Among the dead were the army chief of staff, the navy chief commander, and heads of the air and land forces, who were all making the emotional trip to honor the Polish officers slain by the NKVD, the acronym for the Soviet secret police at the time of the murders in 1940.
Some on board were relatives of the officers slain in the Katyn massacre. Also among the victims was Anna Walentynowicz, whose firing in August 1980 from the Lenin Shipyards in Gdansk sparked a workers' strike that spurred the eventual creation of the Solidarity freedom movement.
"This is a great tragedy, a great shock to us all," former president and Solidarity leader Lech Walesa said.
Polish Parliament Speaker Bronislaw Komorowski, who became acting president, addressed his country on television: "Poland is in mourning, we have suffered a dramatically painful loss."
He said he would announce early elections within 14 days of the president's death, in line with the constitution. The vote must be held within another 60 days.
Russia's Emergency Ministry said there were 97 dead, 88 in the Polish state delegation. Poland's Foreign Ministry said there were 89 people on the passenger list but one had not shown up for the roughly 1½-hour flight from Warsaw's main airport.
In mourning
Poland called for two minutes of silence across the country Sunday and declared a week of mourning. Medevedev declared Monday a day of mourning in Russia.
Polish Prime Minister Donald Tusk flew to Smolensk from Warsaw. The president's twin brother, former Prime Minister Jaroslaw Kaczynski, headed to the area in a chartered plane along with relatives, according to his party.
In the village of Gorzno, in northern Poland, the streets were largely empty as people stayed home to watch television.
"It is very symbolic that they were flying to pay homage to so many murdered Poles," said resident Waleria Gess, 73.
The deaths were not expected to directly affect the functioning of Polish government: Poland's president is commander in chief of its armed forces but the position's domestic duties are chiefly symbolic. No top government ministers were aboard the plane.
Polish-Russian relations had been improving recently after being poisoned for decades over the massacre of some 22,000 Polish officers in and around Katyn forest.
Russia never has formally apologized for the murders but Putin's decision to attend a memorial ceremony earlier this week in the forest was seen as a gesture of goodwill toward reconciliation. Kaczynski wasn't invited to that event because Putin, as prime minister, had invited his Polish counterpart, Tusk.
Rossiya-24 showed hundreds of people around the Katyn monument, many holding Polish flags, some weeping.
Kaczynski, 60, was the first serving Polish leader to die since exiled World War II-era leader Gen. Wladyslaw Sikorski in a mysterious plane crash off Gibraltar in 1943.
The president was a conservative and a lifelong skeptic of Russia with many detractors at home and abroad. Condolences from world leaders paid tribute to his patriotism and defense of freedom during Communist rule in Poland.
Putin and Medvedev promised Tusk they would work closely with Poland in investigating the crash. Initial signs pointed to an accident, possibly due to the fog that is very common in the area in spring and fall, as well as pilot error.
Both black boxes have been found. Preliminary data indicated that the plane hit the treetops as it was making the approach to the airport in poor visibility, the ITAR-Tass news agency quoted Marina Gridneva, an official with the Russian general prosecutor's office, as saying.
Andrei Yevseyenkov, spokesman for the Smolensk regional government, said Russian dispatchers had asked the Polish crew to divert from the military airport in North Smolensk and land instead in Minsk, the capital of neighboring Belarus, or in Moscow to the east because of the fog.
While traffic controllers generally have the final word in whether it is safe for a plane to land, they can and do leave it to the pilots' discretion. Air Force Gen. Alexander Alyoshin confirmed that the pilot disregarded instructions to fly to another airfield. The Smolensk airfield is not equipped with an instrument landing system to guide planes to the ground.
"But they continued landing, and it ended, unfortunately, with a tragedy," Alyoshin said. He added that the pilot makes the final decision about whether to land.
Aging fleet
The Tu-154 was the workhorse of East Bloc civil aviation in the 1970s and 1980s. Poland has long discussed replacing the planes that carry the country's leaders but said they lacked the funds.
According to the Aviation Safety Network, there have been 66 crashes involving Tu-154s in the past four decades, including six in the past five years. The Russian carrier Aeroflot recently withdrew its Tu-154 fleet from service, largely because the planes do not meet international noise restrictions and use too much fuel.
The presidential plane was fully overhauled in December, the general director of the Aviakor aviation maintenance plant in Samara, Russia told Rossiya-24. The plant repaired the plane's three engines, retrofitted electronic and navigation equipment and updated the interior, Alexei Gusev said. He said there could be no doubts that the plane was flightworthy.
Kacyznski became president in December 2005 after defeating Tusk in that year's presidential vote.
The nationalist conservative had said he would seek a second term in presidential elections this fall. He was expected to face an uphill struggle against Parliament speaker Bronislaw Komorowski, the candidate of Tusk's governing Civic Platform party.
The constitution says the parliament speaker announce early elections within 14 days of the president's death. The vote must be held within another 60 days.
U.S. ally
Poland has become a firm U.S. ally in the region since the fall of communism — a stance that crosses party lines.
The European Union member nation of 38 million people sent troops to the U.S.-led war in Iraq and recently boosted its contingent in Afghanistan to some 2,600 soldiers.
U.S. Patriot missiles are expected to be deployed in Poland this year. That was a Polish condition for a 2008 deal — backed by both Kaczynski and Tusk — to host long-range missile defense interceptors.
The deal, which was struck by the Bush administration, angered Russia and was later reconfigured under President Barack Obama's administration.
Under the Obama plan, Poland would host a different type of missile defense interceptors as part of a more mobile system and at a later date, probably not until 2018.
Obama said the crash "is devastating to Poland, to the United States, and to the world."
"President Kaczynski was a distinguished statesman who played a key role in the Solidarity movement, and he was widely admired in the United States as a leader dedicated to advancing freedom and human dignity," he said.

subset: commoncrawl


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text: hi, i have a web with 6 domains - but when i want to add an e-mailadresse i can't choose which domain i would like to use. i have to use the domain i entered in the basic-settings. do i really need to create another web to do this ? thanks, fabian


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A "gay anthem" is a song that becomes widely popular within the gay community, it usually is upbeat and positive with the hope of prevailing against the odds.
Saturday, July 18, 2009
Word of the Gay: "Gay Anthem"
Posted by Queers United at 8:34 AM
Labels: gay anthem, gay music, gay songs, madonna, word of the gay
2 comments:
- Diane J Standiford said...
I see you tagged Madonna. LOL Diana Ross--"I'm Coming Out" Oh, yeah.
- July 20, 2009 at 11:00 AM
Here's a new 2009 Gay Anthem doing the rounds. It's about the Rainbow Pride flag:
I have actually heard this in a few clubs.
- August 4, 2009 at 3:00 AM
Subscribe to: Post Comments (Atom)


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Kshama Sawant Inauguration 2014
On 1/6/13 I was able to document an historic moment: Newly elected Seattle City Council member, Kshama Sawant being inaugurated. Sawant is a socialist and member of Socialist Alternative (socialistalternative.org) and the campaign was dramatic to say the least! Seattle City Hall was packed, standing room only and the crowd was as enthusiastic as I have ever witnessed for a city council event. Here are the images.Read More


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I might be wrong, but I suspect that a lot of Americans (and perhaps Italians) consider spaghetti and meatballs to be one of the ultimate comfort foods. It was never on my list, though, and I can only assume that's because we didn't eat it when I was growing up.
We had plenty of lasagna and spaghetti with meat sauce, of course--the latter is, to this day, one of my brother's favorite foods in the world. We also had plain ol' meatballs quite often. We just never actually had balls of meat covered with tomato sauce served on top of pasta.
Because of my inexperience with spaghetti and meatballs, I had to do some serious research when my boyfriend requested that we have it for dinner one night. I found lots of good recipes and ultimately did some Dr Frankenstein work on them to create my own idea of the tastiest dish.
How'd I do? Well, the meatballs are moist but hold together well, and there's some zip from Worcestershire sauce shining through. The sauce is perfectly tomato-ed and sweet, though my one complaint about the entire creation was that it just wasn't saucy enough. It got rave reviews from the expert, though, and I was pretty pleased myself. I guess I might have to add spaghetti and meatballs to my list of comfort foods.
Squiggles and Meat Spheres
- 1 pound ground beef
- 1/2 cup bread crumbs
- 1/4 teaspoon garlic powder
- 1 egg
- 2 tablespoons milk or water
- 2 teaspoons Worcestershire sauce
- 2 tablespoons Parmesan cheese
- 1 tablespoon Italian seasoning
- Salt and freshly ground black pepper
- Sprinkling of nutmeg
- 1/2 onion, chopped
- 1 teaspoon crushed red pepper flakes
- 28 ounces crushes tomatoes, undrained
- 1/4 cup water, plus more if necessary
- Salt and freshly ground black pepper
- 2 tablespoons granulated sugar
- 1/4 teaspoon garlic powder
- 1 tablespoon fresh basil, chopped
Combine the ingredients for the meatballs in a large bowl and mix well, using your hands if necessary.
Form the mixture into balls about the size of a golf ball, placing them on a sheet pan as you go. You should get 20 or so.
Put the sheet pan full of meatballs into the freezer for 15-30 minutes, just to ensure that they stay together when you sear and cook them.
To brown the meatballs, heat a splash of olive oil in a heavy pot or large skillet over medium-high heat. Add meatballs 8 at a time, turning to brown. Remove and drain on a paper towel after each batch. Set meatballs aside.
In the same pot, add the chopped onions and red pepper flakes and cook for a few minutes, or until onions are translucent.
Pour in crushed tomatoes and water. Add salt, pepper, sugar, and garlic powder; stir to combine and cook over medium heat for 20 minutes.
Add meatballs to pot and stir in gently. Reduce heat to a simmer and cook for 30 minutes, stirring very gently a couple of times during the simmer. Add more water if you feel the sauce is too dry.
Just before serving, stir in basil if using.
Serve over cooked spaghetti and sprinkle with extra Parmesan.


text:
How many procedures are available at CIFRE?
How is CIFRE rated among MyMediTravel patients?
What languages are spoken at CIFRE?
How many specialists are there and what accreditation's have been awarded to Hospital?
At MyMediTravel, we're making medical easy. You can search, compare, discuss, and book your medical all in one place. We open the door to the best medical providers worldwide, saving you time and energy along the way, and it's all for FREE, no hidden fees, and no price markups guaranteed. So what are you waiting for?
I love the good service and personalized service as well as having the best plans according to your time and budget.
Good hygienic office
Good attentions Very customized.
Salon, Pharmacy, Aesthetics
The information being provided by MyMediTravel about CIFRE is for the visitor's personal, non-commercial use and may not be used for any purpose other than to identify prospective treatments and procedures. Any information relating to CIFRE referenced on this web site comes from the Internet Data Exchange program defined by MyMediTravel. This web site may reference listings held by a brokerage firm other than the broker and/or agent who owns this web site. Any information relating to CIFRE, regardless of source, including but not limited to prices and available procedures, is deemed reliable but not guaranteed. The data contained herein is copyrighted by MyMediTravel and is protected by all applicable copyright laws. Any dissemination of this information is in violation of copyright laws and is strictly prohibited.


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text:
§8-22A-15. Annuity options.
Prior to the effective date of retirement, but not after that date, a member may elect to receive retirement income payments in the normal form, or the actuarial equivalent of the normal form from the following options:
(a) Option A -- Contingent joint and survivor annuity. -- A life annuity payable during the joint lifetime of the member and his or her beneficiary who must be a natural person with an insurable interest in the member's life. On the death of the member, the benefit shall continue as a life annuity to the beneficiary in an amount equal to fifty percent, sixty-six and two-thirds percent, seventy-five percent or one hundred percent of the amount paid while both were living, as elected by the member. If the beneficiary dies first, the monthly amount of benefits may not be reduced, but shall be paid at the amount that was in effect before the death of the beneficiary. If the retiring member is married, the spouse shall sign a waiver of benefit rights if the beneficiary is to be other than the spouse.
(b) Option B -- Ten years certain and life annuity. -- A life annuity payable during the member's lifetime but in any event for a minimum of ten years. If the member dies before the expiration of ten years, the remaining payments shall be made to a designated beneficiary, if any, or otherwise to the member's estate.


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Idea in Brief
Not so lonely at the top
CEOs have doubled their span of control over the past two decades:
Increased geographical and market complexities demand new points of view in the top team.
CEOs are increasingly engaged in the business, and more are playing the span-breaking COO role themselves.
CEOs are changing the leadership mix:
Functional leaders account for 80% of the increase in positions reporting to the CEO.
And the COO position is fading. By 1999 just 45% of Fortune 500 companies had a COO, and the figure continues to drop.
Executive development vehicles have expanded:
New development options offer ways for leaders to collaborate across the organization.
More functional leaders are taking on elements of general manager roles.
If senior executives are feeling ever-increasing pressure on their time—and few would suggest that's not the case—why would they add more to their plates? It seems counterintuitive, but according to our research into C-level roles over the past two decades, the CEO's average span of control, measured by the number of direct reports, has doubled, rising from about five in the mid-1980s to almost 10 in the mid-2000s. The leap in the chief executive's purview is all the more remarkable when you consider that companies today are vastly more complex, globally dispersed, and strictly scrutinized than those of previous generations.
Let's look at Sara Mathew, who became the chairman and CEO of Dun & Bradstreet in January 2010. On top of the six people who had reported to her predecessor, she tacked on the 10 who had made up her team when she was COO. In addition, she chose not to replace herself in the COO role, because she didn't want to burden her staff with additional change, and—more to the point—she wanted to stay on top of what was happening across the organization, so that she could quickly adjust direction if need be.
Mathew exemplifies two trends we've uncovered in our research into C-level roles over the past 20 years. First, new CEOs in particular are taking on a broader array of responsibilities as they seek a comprehensive understanding of the business and as new technologies allow them to reach more people more directly. But over time—once they attain a steady state—they gradually reduce their span of control until the number of reports approaches the old norm. Second, new CEOs are increasingly choosing to go without a deputy. Across industries, the COO position has faded. In 1986 some 55% of Fortune 500 companies had a chief operating officer. By 1999 the number was down to 45%, and it has continued to decline over the past decade.
CEOs' Span of Control Has Doubled Over the Past Two Decades
The dual shifts are compatible. The COO has traditionally served as a "span breaker"—someone who managed multiple aspects of the business and translated them for the CEO. Lose the COO, and the CEO takes on the responsibility herself. Accordingly, functional specialists like the chief information officer and the chief marketing officer are more frequently reporting directly to the top, bringing relevant strategic capabilities to bear on direction setting and execution. At the same time, they're increasingly taking on elements of general management. This is in keeping with another trend we've observed, whereby executive talent is developed and broadened more rapidly and creatively than traditional three- to five-year job rotations allow.
Some CEOs are "double hatting" key executives, giving them significant responsibilities outside of their official jobs. A functional executive might take on operational initiatives, while general managers might be tasked with projects meant to expand their functional skills. Ian Read, the chairman and CEO of Pfizer, shifts responsibilities among his leaders to foster individual and team development. "I try to look for ways to help top individuals bond as a team, so if I've got somebody running a business unit, I might also charge him with running a cross-functional team looking at sustainable cost-reduction ideas," he told us. "Or I'll ask a functional leader, like our general counsel, to take the lead on a business issue such as our strategy in India, working closely with our head of emerging markets and his team. I recently moved oversight for the nutritionals business from one executive, asked that leader to oversee our corporate strategy, and asked a functional head to lead nutritionals."
Let's return to Mathew. Not only is her team bigger than teams in the past; it also includes a much broader mix of roles. This gives her a direct view into aspects of the business that her predecessors were content to delegate. As a consequence, the spans of control at levels right below her are also broader than in the past—and this, too, reflects a larger trend. More people at the table means a broader perspective. It also means that greater detail is visible all the way up the chain of command, so functional leaders had better know what they're talking about.
New CEOs increasingly choose to go without a deputy and take on the COO role of "span breaker" themselves.
We identified these shifts, along with several related trends, through academic research by Julie Wulf (conducted in partnership with Maria Guadalupe of Columbia Business School and Raghuram Rajan of the University of Chicago's Booth School of Business) that drew on an extensive database of detailed managerial job descriptions in a large sample of Fortune 500 companies and explored how those jobs have evolved in the past 20 years. Our discussion also integrates insights from more than 30 years of Gary Neilson's work on organizational change, undertaken with colleagues at Booz & Company and involving CEOs and other executives in more than 250 companies. Finally, we conducted interviews with five CEOs, whose experience provides an in-depth look at how the trends have played out in a variety of situations.
Our goal was to help answer a perennial question asked by CEOs and other senior executives: How much should they take on? It's a tough question, because so much depends on circumstance as well as on how each CEO allocates and manages time. Nonetheless, we uncovered patterns that suggest several guidelines.
In this article we'll look at how the span of control logically evolves and offer advice for managers as they progress in their careers. We'll suggest five important areas to consider and explore the implications of each. Although much of our discussion is addressed specifically to CEOs, the points will help executives at least two levels down from the top spot build the right teams for themselves and their organizations.
About the Research
Evaluate Where You Are in the Senior-Executive Life Cycle
Timing wields a significant influence when it comes to designing the structure at the top. The length of your tenure matters. You might think that as you gain experience, you should broaden your purview—that the more experience you have, the more you should directly control. In fact, the opposite is true. (See the diagnostic tool "What Is Your Target Span of Control?") For any senior executive, the first year on the job is a time for learning and assessing. New CEOs are likely to expand their span of control as they set their strategic agenda, evaluate existing talent, get up to speed on all aspects of running the business, and, oftentimes, undertake transformational programs. The span of control is typically highest at the start, a finding exemplified by Sara Mathew and many other executives we have worked with.
Self-Diagnosis: What Is Your Target Span of Control?
"When I got in here, I spent the first 90 to 180 days in what I would describe as a look, listen, and learn period," Don Knauss, the chairman and CEO of Clorox, told us. "The first nine months I was getting the strategy right, and then we did the structural work." Until the CEO distills crucial information and identifies the company's star performers, he or she is better off keeping the span of control broad.
As they gain experience and enter the steady state of running the organization, CEOs begin to reduce the number of direct reports and adjust the mix. At this stage they take a relatively hands-off approach to many aspects of the business. As Mathew fixed on a strategic direction for Dun & Bradstreet, she made changes to her top team, giving up direct responsibility for roles and functions that were fairly mature or self-sustaining and elevating new strategic priorities, especially marketing and innovation, to grow the company. She recognized the importance of honing execution in three key markets—Europe, Asia Pacific, and North America—so she brought the operating executives of those regions into her direct-report span. Today Mathew has seven direct reports, a number she describes as "comfortable," although looking ahead, she expects to have nine.
Finally, as they start to think about their departure and move into the succession-planning phase of their tenure, CEOs continue to trim the team, aware that even with their increased experience, they can manage only so many direct reports. At this stage, they're apt to reserve berths for strategically invaluable executives and true up-and-comers. We've found that they typically consolidate direct reports to six or so and focus their time and attention on grooming one successor (traditionally the presumed successor was the COO, but the field has widened with the decline of that role) or preparing a few significant executives who've had experience running large segments of the P&L.
Assess the Degree of Cross-Organization Collaboration Required
How much time do you spend in cross-organization committees and meetings? How much time should you be spending in them? If the answer to either question is "a lot," your span of control should be relatively small. Staying on top of integration challenges uses up management capacity. At the same time, evaluate your cross-organization activities carefully, with an eye toward whether your direct involvement is always warranted.
Sara Mathew found herself overly enmeshed in tackling integration challenges head on. "I thought hub-and-spoke worked pretty well earlier in my executive career, when I was in a smaller hub. Our team talked several times a day and made all the decisions," she says. "Then I became CEO and found I was often in the middle unnecessarily. If the two of you need to work together, and you both work for me, you can either talk to each other or bring it to me. I found myself in the center of several issues that really didn't need my direct participation, and that was something I had to work on. I had to step out while ensuring that whoever was going to be integrating on my behalf had the readiness and capability to do it well."
The degree of integration required and, in turn, the importance of having strategic functional specialists in the corporate center's top team are often a function of how related a company's businesses are. The more highly related the business activities, the more time a leader is likely to spend on integration issues, working with colleagues at the next level down in committees or one-on-one. Companies fall along a spectrum: At one end are diversified holding companies, in which senior management typically takes a fairly hands-off approach to day-to-day operations and concentrates on overall portfolio management instead. At the other end are single-industry companies, in which an actively involved corporate center oversees highly related operations. When such collaboration is needed, key factors are the team's experience working as a group and its familiarity with others' operations.
As a leader tries to allocate her capacity and determine her span, she must also take into account whether the business is undergoing a transformation. If it is, what proportion of her time needs to be spent managing the transition, and what proportion should go toward running the current business? One CEO we spoke with, who was closely involved in running his current business while also attempting to transform it, started our meeting by declaring, "I don't have time to think."
Greg Page is the chairman and CEO of Cargill, a $100-billion-plus company with more than 70 business units. He keeps his top team small: The company's senior governing body, the Cargill Leadership Team, contains just six people. The CLT's role is to allocate human and financial capital and set the broad strategy, messaging, and tone, but it is committed to shared leadership, with several layers of responsibility. The next layer is the Corporate Center, which includes CLT members and about 25 others who serve as functional and platform leaders (the latter oversee the business units). The non-CLT Corporate Center members are "tagged," to use Cargill terminology, to a CLT member to ensure that administrative matters and accountabilities are aligned and appropriately handled. Members of the Corporate Center, along with some business unit leaders and next-level functional leaders, populate 12 committees, including the corporate food risk committee, the technology committee, the strategy and capital committee, the people team, the business conduct committee, and the Cargill brand reputation committee; these set company policy and direction. Many of the functions and business units mimic this model, handling daily operations with leadership teams that share best practices and tackle key issues collectively.
"By keeping the CLT too small to conduct the day-to-day affairs of the company, it forces that accountability and ownership down the line," Page says. "With it comes a lot of engagement and shared, or collective, leadership. There's an expression a colleague coined: 'The role of the CLT is to put our noses in and keep our fingers out.' That's the right way to run a company this size."
Consider How Much Time You Spend on Activities Outside Your Direct Span of Control
Once you've emerged from your initial year or so, ask yourself: Are you spending enough time on the strategic capabilities that will make a difference to the business? Are you working with regulators or meeting customers to learn firsthand what they think, not just what others tell you they think? Or are you staying too close to the functional areas or business unit you used to lead? This is partly a matter of style: Some executives manage by walking around or spending a day a week in the field, while others delegate outside activities and concentrate their time in headquarters. It's natural to follow your own style, but that doesn't always lead to the best use of your time. First, be aware of how you're spending your days and how that meshes with the needs of the business; awareness is the starting point of any adjustment that may help you in the longer run.
Don Knauss of Clorox makes interacting with customers a priority, because it supports his sales teams' efforts. "I see about 20 customers a year. I want to continue to do that. If I had a broader span of control, I don't know that I could," he says. "I probably spend more time with customers than anybody in the company. As CEO, I need to bring that external perspective to the company. Everybody else has their head down and they're much more internally oriented. Let's get the numbers. I'm the one who's got to keep pushing them: 'Well, I saw this customer, I saw that customer, and they're telling me we're way off on this.'" That's the sort of thinking—What is the best use of my time?—needed to make good span-of-control choices.
Consider the Scope of Your Role
Even as many new CEOs are taking on the role of COO as well, fewer are assuming the chairman's job. If you are acting as both CEO and chairman, your ability to manage a large number of direct reports will be somewhat constrained. Dividing the roles may allow you to take on more functional responsibility.
When Greg Wasson was promoted from COO to CEO of Walgreens, in February 2009, he was the company's first CEO not to hold the chairman position. In response to shifting demographic and industry trends, Walgreens was transitioning from a traditional drugstore business toward community health care. The business was becoming less about filling prescriptions and more about meeting broader health needs, ranging from one-stop shopping for an aging customer base to flu shots and personal service. The company was expanding rapidly—at one point, it was opening a new store every 16 hours—and it seemed important that Wasson be closely involved with the execution. So the board opted to have a different person serve as chairman.
At the same time, if you decide not to appoint a COO, you'll have more on your hands and no middle layer to serve as a deputy. Wasson decided not to replace himself as COO. Early in his tenure as CEO he had 14 direct reports (his predecessor had had seven). Having direct access to the business and freedom from orchestrating board business allowed him to fully restructure the organization. He ripped apart some areas that had been consolidated, separating merchandising from marketing, for example. He hired a new chief marketing officer from outside the company, choosing someone with experience marketing services, not just products. He tapped an expert in customer experience and loyalty from the airline industry, which has been working the loyalty agenda for 30 years.
Consider Your Team's Composition
As noted, it's not just the number of people on a top team that's been in flux in recent years; the mix has been changing as well. As the span of control broadens, more and more functional specialists (chief information officers, chief marketing officers, and so on) are elevated to the senior team. On average, four out of five positions added to a Fortune 500 CEO's span of control in the past 20 years have been functional specialists rather than the more traditional pick—the major business-unit head.
This is good news for functional managers anxious for a seat at the table. If CEOs aren't taking on the chairman role, they have more time to devote to business strategy—and our research and experience shows that they're finding more opportunities to include new points of view in their strategic planning.
What are the few strategic capabilities needed to drive success for the company, or for the portion you lead? What voices do you want at the table (signaling to the rest of the organization what is important)?
Many leaders populate their teams with the usual suspects, adding others only if there's room. Turn this logic on its head: Start with the capabilities that will drive your strategy forward.
Some of the capabilities you need may be new to the company. Recall that Greg Wasson made key outside hires to acquire the deep functional expertise he needed to deliver on his strategy for Walgreens.
Also consider the degree of relatedness of your businesses. Firms with a single business or with closely related businesses typically have corporate centers that coordinate activities across business units in order to exploit synergies. (These sorts of companies, rather than the holding-company model, are increasingly the norm.) The research shows that the more closely related a company's businesses are, the greater the number of functional specialists in the top team, suggesting that the corporate core becomes more involved in running those businesses. Because the various businesses within such a company draw on the same functional expertise (marketing, R&D, and so forth), and because that expertise is strategically important in differentiating the company from its competitors, it needs to be represented at the highest level of decision making, where it can be most effectively leveraged on a global basis.
Here's how Don Knauss sums up the rationale for putting functional specialists on Clorox's top team: "First, I did it to get real-time feedback on strategy and operations and on the leaders from those functions who control most of the spending and people. Second, I wanted to force a more global view of the business. You're not just responsible for the U.S.—you're responsible for the company in total, and for driving capabilities, marketing, sales, R&D, and product supply globally. Third, it was to support their personal development. I think it forces people to be on their game a little more, too."
Typical Mistakes
Take a look at the more mature areas of your business and consider consolidating some of the activities under a few strong leaders. Ask yourself if you are spending sufficient time and attention helping the organization execute a forward-looking strategy. Too many leaders populate their team with the usual suspects—the same roles that have always reported to the position—and include different roles only if there is some room. Our advice is to turn this logic on its head: Start with the capabilities and roles needed to push your strategy forward.
The changing structure at the top is, in many respects, a response to changes in the environment in which firms operate. It reflects and enables expanded leadership capacity on the part of chief executives. But there are downsides to increased spans of control (see the exhibit "Typical Mistakes"). In amassing direct reports, some CEOs succumb to the temptation to micromanage or to consolidate power for themselves. Others, instead of using their increased capacity to focus on key constituencies (such as customers, the government, and the broader community), retreat to what they know best—running a P&L and supervising day-to-day operations. They become the problem-solver-in-chief, exercising capabilities that may have helped them land the corner office in the first place but are not adequate for leading the entire enterprise. The best leaders stay mindful of the ever-evolving demands of the job and continually tweak their teams as they go.


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New Delhi, Jan 23 (IANS) Life imprisonment for gang-rape, but no death penalty even if the victim dies or is reduced to a vegetative state, were among the recommendations of the Justice J.S. Verma panel Wednesday.
The three-member committee, tasked to look into possible amendments to the criminal law for quicker trial and enhanced punishment for rapists, submitted its report to Home Minister Sushilkumar Shinde exactly 29 days after it was set up following the gruesome gang-rape of a 23-year-old Delhi woman Dec 16.
"Gang-rape will entail a punishment of not less than 20 years, but which also may extend to life. Gang-rape followed by death shall be punished with life imprisonment," Justice Verma told reporters after submitting the report.
"Punishment for causing death or a persistent vegetative state shall be given rigorous imprisonment for a term which shall not be less than 20 years but may be for life also, which shall mean the rest of the person's life," said the 631-page report.
Justice Verma said the committee has not suggested death penalty for rapists because there were overwhelming suggestions from the women organisations against it.
The panel recommended that stalking, acid attacks and voyeurism should be considered separate crimes, but suggested seven years for acid attacks as well as voyeurism, that includes making MMS clips and passing it on to others.
It said trafficking should be punishable with rigorous imprisonment for a term between seven years to 10 years.
"Stalking or attempts to contact a person repeatedly through any means shall be liable to get a term of up to three years," it said.
The committee, however, did not suggest lowering the legally defined age of juvenile from 18 to 16 years - a demand by women activists after one of the accused involved in the Delhi gang-rape was found to be below 18 years.
In its recommendations, the committee came down heavily on the administration, including the police as well as citizens, for not helping the grievously wounded young woman and her friend who were thrown off the bus after the brutal gang-rape.
The panel also commented on the "disputes relating to jurisdiction of the police over the area of crime" that leads to delay in taking cognizance - an allegation made by the victim's male friend.
It also took an open dig at the "peculiarity" of the Delhi government of not having the power over the police and said this "ambiguity" needs to be removed to maintain law and order and ensure accountability.
The "apathy of civil society" in not coming forward to help the couple also came in for criticism from the committee.
It also slammed Delhi Police for using batons on the anti-rape agitators, saying it "has scarred the Indian democracy".
Justice Verma said the government "with its might and resources should act fast" and place the report before parliament in the coming budget session.
Hailing the youths of the country for their "spontaneous show" against the gang-rape, Justice Verma said he was "struck by the peaceful manner" in which they led the mass movement in the national capital.
"It was an humbling experience... the youth taught us, the older generation," said Justice Verma, a former chief justice of India and ex-chairman of the National Human Rights Commission.
The panel, which included former chief justice of Himachal Pradesh Justice Leila Seth and former Additional Solicitor General Gopal Subramanium, also proposed a Bill of Rights for women that entitles every woman a life of dignity and integrity.
The bill suggests that a woman is entitled to have the right to express and experience complete sexual autonomy, including with respect to her relationships and choice of partners.
Even as it held that present laws are sufficient to maintain law and order, the committee report said, "Speedy justice was essential for efficacy of the law and its desired impact."
Coming down heavily on violations by the armed forces, the committee said the brutalities of the forces faced by residents in border areas have led to a deep disenchantment and lack of mainstreaming of such people in civil society.
Subramanium, a committee member, also said security personnel should be tried under common law if they are accused in sexual assault cases.
Justice Verma said there was very poor response from state police chiefs at public meetings called by the committee while preparing the report and asked for review of their appointments.
But, he said the committee got 80,000 suggestions from India and abroad from women activists to students.
He also said that it was "shocking" that the union home secretary praised the Delhi Police chief for "prompt action" in catching the six males involved in the Dec 16 gang-rape of the young woman who died 13 days later in a Singapore hospital.
"He should have asked for his apology instead," Justice Verma said.


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Gaston College offers program to meet nuclear industry
Published 12:00 am Monday, March 18, 2013
GASTONIA (AP) — The nuclear industry will need about 25,000 workers by 2015 as baby boomers retire, and a group at Gaston College could be among the potential employees who fill that work force gap.
Gaston College started its nuclear technology program in the fall of 2011 after working with Duke Energy to create a program for nuclear power plant operators.
The first students in Gaston College's nuclear technology program are set to graduate this spring. Graduates will leave with a degree that should qualify them to become entry level nuclear reactor service technicians or provide the base for more education if they want to climb higher up within the nuclear field. Nuclear reactor field service technicians inspect nuclear power plants and make repairs and modifications.
Drakko Allison is one of eight students in the program. He intended to go to Gaston College for mechanical engineering technology, but switched into the nuclear technology program when it started two years ago. He'll graduate this fall with an associate's degree in nuclear technology.
Over the summer Allison and the seven other students in the program did a work co-op with either the McGuire Nuclear Plant near Huntersville or the Catawba Nuclear Plant northeast of York, S.C., to see what daily life was like for a non-licensed operator. Students are required to have a 320-hour co-op with one of the Duke Energy nuclear plants over the summer of their first and second year in the program.
"It's very challenging," said Allison, a 2010 Forestview High graduate. "It was a lot I wasn't expecting."
The Nuclear Energy Institute and Institute of Nuclear Power Operations created a basic curriculum for community colleges. The program goes hand in hand with what the training required when a person is hired at a nuclear power plant for a technical position.
"They have to learn the science and the mathematics that's behind the operation of a steam power plant and a nuclear reactor," said Virgil Cox, dean of engineering and industrial technologies at Gaston College. "There is an enormous amount of information that is required of these people and a pretty significant ability to be able to understand the connection between components, systems and procedures."
Graduates will earn an associate of applied science degree in nuclear technology and a certification from Duke Energy and the National Academy for Nuclear Training if they meet certification performance requirements.
"Working at Duke Energy is an opportunity I can have," Allison said.
Duke Energy has six nuclear power plants in the Carolinas. At the Catawba Nuclear Plant alone, Duke has about 1,100 employees on site, said Duke Energy and Catawba Nuclear Station spokeswoman Mary Kathryn Green.
Duke's peak workers are between 50 and retirement age, she said. And Duke Energy's not alone.
Almost 38 percent of workers in the nuclear industry will be eligible to retire by 2015, according to the Nuclear Energy Institute.
"We are looking forward to having some of those students in our work force," Green said.
Nuclear energy has seen a resurgence in recent years as more nuclear plants are built. In the Southeast, five new nuclear units should be completed by the end of the decade, said Steve Kerekes, senior director of media relations for the Nuclear Energy Institute. Two units in Georgia, two in South Carolina and one in Tennessee are in the works.
The expansions at Vogtle Electric Generating Plant near Augusta, Ga., and the Summer Nuclear Generating Station north of Columbia, S.C., will be the first nuclear reactors built in the U.S. in 30 years.
"It's kind of a new nuclear renaissance," Green said.


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In Honor of Women's History Month, Newly Launched S&H Public Relations Celebrates Kick Off with National Campaign to Find the Next Great Female Rapper
PR company searches for independent female MC to lead the next generation of female rap artists.
Los Angeles, March 2011 – S&H Public Relations is positioning itself as a new leader in the world of entertainment PR. Catering to independent Hip Hop artists, S&H aims to shine the spotlight on quality artists who lack proper promotion. Disturbed by the lack of women in an overwhelming male-dominated industry, S&H's first order of business is to address the issue by holding a national talent search for the next great female MC.
"No disrespect to Nicki Minaj but she shouldn't be the only one to come up in most mainstream conversations about women in Hip Hop. This tells us that something is very wrong with the way women are perceived in this field," says S&H Public Relations' co-founder Sebastien Elkouby. "Though female rappers such as Sha-Rock, MC Lyte, Queen Latifah, and Lauryn Hill have all made history, women who rap have always been underrepresented. We decided to launch S&H in March to coincide with Women's History Month to send a message about the need for balance in Hip Hop."
During the month of March until April 15, 2011, S&H Public Relations is accepting music from female rap artists around the nation. S&H co-founder, Carey Harris says, "We'll listen to as many artists as we can and select the one who truly brings something new to the table. We're looking for independent and unsigned artists who have that "it" factor but simply lack promotion." Artists are required to have some basic online presence as well as music available for download on their own site or sites such as ITunes, Napster, Amazon, SoundCloud, ReverbNation, or BandCamp.
Elkouby comments, "I'm confident that we're going to find someone who's going to change the game and inspire a new wave of talented female rappers. It's just a matter of time now."
For details and information, artists are encouraged to visit S&H Public Relations at SNHPR.com and click on Talent Search. Candidates are encouraged to send their links and copyrighted music to [email protected].
About S&H Public Relations
S&H P.R is a Los Angeles – based company dedicated to promoting Hip Hop artists and culture. We pride ourselves on working with artists who aim to push Hip Hop music forward. We believe that many talented Hip Hop artists, usually referred to as "underground", are often overlooked due to lack of resources. S&H's goal is to provide affordable public relations services to quality artists who are looking to receive greater exposure.
Media Contact:
Sebastien & Harris, Co-founders
S&H Public Relations
[email protected]


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Santa Claus, the Gospel, and the Church
- Founders Ministries Blog The Founders Ministries
- 2014 26 Dec
by Tom Ascol
It happened again last week. I received an email from a friend of a friend. The first line read, "It appears I am being forced out of my pastorate." The story that unfolded in the rest of that email and upon further inquiry is filled with themes that are tragically too common.
When Founders Ministries began thirty years ago, our efforts were motivated by the strong desire to see a recovery of the biblical gospel and the reformation of local churches. Through the years, that two-fold agenda has been refined and recalibrated into a variety of strategies that span the range from conferences to publications to social networking and personal consultation. But our focus has remained consistent.
Over the last three decades we have seen incredible blessings from the Lord in a widespread return to healthier understandings of the message of salvation and church life. This is especially true among the rising generation of pastors. In many respects we must confess that far more has occurred in the way of biblical reformation than many of us ever expected to see in our lifetimes. For this we praise God.
But the need for that to which Founders is committed has hardly disappeared. In fact, based on the emails, phone calls and other contacts that I receive, in some ways one might argue that the need for gospel recovery and church renewal is greater today than ever before. It certainly seems that way because of the high number of clashes that continue to exist between pastors and churches.
I am the first to admit that sometimes the problems that arise between a pastor and congregation is primarily or perhaps even exclusively the pastor's fault. Even the most faithful pastor makes mistakes, and too often men who have no business being in gospel ministry find themselves there and are inflicted on churches to the painful detriment God's people.
But from my observation, most of the conflicts between a pastor and church arise because a pastor who has been seriously gripped by the gospel and biblical understandings of healthy church life is called to serve a congregation who has remained entrenched in deficient understandings of what the gospel is and what a healthy church is. When those competing visions collide, often serious sparks fly.
Frequently, the result is an effort to fire the pastor in ungodly ways (I have written on a right way to fire your pastor here). From what I have learned about the situation mentioned above, that is the case in the situation facing the pastor whose email I received. This man is an experienced pastor who has served this Southern Baptist church for over two years. After the first year, he encouraged the deacons to agree not to have Santa Claus as the center of attention at the next year's Christmas celebration service. They reluctantly went along with him but after a drop in attendance at that service by 80% from the previous year, the deacon chairman recently announced, that "Santa is coming back to church. This isn't a discussion. We're doing it."
At the next month's business meeting, attendance was up by 400% with twice the number of deacons present compared to what is usually the case. The motion was made and passed that, indeed, Santa is coming back to that church at this year's Christmas service.
When I asked this pastor about his call to the church, specifically how careful he had been to discuss his theology and philosophy of ministry, I discovered that he and the church's search committee held five lengthy interviews, including a seven-hour(!) theological interview covering nearly forty pages of questions (including questions on election). The church is self-consciously conservative and affirms the inerrancy and infallibility of Scripture. A final step of the candidating process involved the pastor writing a letter that outlines his doctrinal views. A copy was given to each member and was also read publicly to the congregation before they voted to call him to come serve as their pastor. The only point of contention that was raised during the whole interview process centered on race. In response to a question the pastor said he would not be "referring" non-Anglos to other churches. This was not the answer they were hoping for, but they did not regard it as a deal-breaker.
Granted, I do not have all the facts and because of that I am in no position to render any kind of final opinion on the situation. But I have learned enough, both in the last week and over the last thirty years, to recognize the pattern. This pastor is deeply committed to the lordship of Christ, the authority and sufficiency of Scripture, biblical evangelism, regenerate church membership, and promoting the glory of God in the church. He is confessionally reformed in his understanding of salvation. Both in writing and in conversation, he expressly declared his views and approach to ministry in the interview process with the church he was called to serve.
The church is on record as being committed to the inerrancy of Scripture, the exclusivity of Christ, and all things conservative in general. They were very careful to guard against inadvertently allowing a liberal to become their pastor. They strongly profess to believe the Bible, but, despite having inerrantist pastors in the past, don't have a very deep understanding of what the Bible actually says. The leaders believe the gospel message is true, but don't really know how to articulate the gospel and have little regard for the all-encompassing nature of life under the lordship of Christ.
When a pastor as I have described begins to pastor a church as I have described, there will inevitably be conflict. It is simply unavoidable. Tragically, in this case, the issue is purportedly over getting Santa back into Christmas. But as is frequently true in church conflicts, the issue is not really the issue. That is, the rallying cry of the church leaders—"Santa is coming back to church!"—conveniently covers up the deeper issues related to the gospel and the church.
I would argue that the gospel has been lost in this church, although the leaders and members would undoubtedly say that they believe it. My fear is that they, like so many others, have assumed for so long that they believe it that they have never really stopped to examine it, weighing its provisions, power, and attendant duties. They probably have an inadequate understanding of the nature of saving faith in comparison to the various kinds of faith that do not save.
I would also argue that the church has deviated far from the biblical foundations prescribed by Christ and the apostles. Though they affirm regenerate church membership in theory they do not pursue it in practice. Though they have officially adopted the Baptist Faith and Message 2000 as their statement of faith, their method of making decisions in the church is ruled by pragmatism far more than biblical conviction. They are in desperate need of being biblically re-formed so that how they live more closely reflects that they profess to believe.
What will rescue this kind of situation? Nothing short of a recovery of the gospel and the reformation of the church.
Pray for this church and brother. Ask the Lord to move in ways that will humble all of them under the authority of His Word and the lordship of our Savior. And pray for the inevitable conflicts that will occur in thousands of other churches as the faithful ministry of God's Word is introduced (or reintroduced) by men who are committed to both.


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Keep Your Sinuses Healthy
This blog does not intend to provide diagnosis...
In this article:
- Zinc
- Vitamin C
- Vitamin D
- Lactoferrin
- N-Acetyl Cysteine (NAC)
- Eucalyptus
- Xylitol Nasal Formula
- Frequent Use of Neti Pot or Other Sinus-rinsing Products.
- Steam Inhalation
- Probiotics
Millions of people worldwide visit their doctors each year with complaints related to their sinuses. "Sinus" is the term commonly used to describe anatomy that doctors refer to as paranasal sinuses. Sinuses are hollow "caves" in the human skull, which are essentially absent in newborns but develop fully by around age 8 and reach their full adult size by puberty.
Names of Sinuses
- Frontal sinus
- Sphenoid sinus
- Ethmoid sinus
- Maxillary sinus
Functions of Sinuses
- Decrease the weight of the skull
- Humidify the air
- Resonate sound during talking
- Make mucous
The sinus tissue generates a large amount of mucus each day, up to 1 pint (473 ml) to be exact.
Mucus entraps viruses, bacteria, fungi and dust particles so that they do not cause problems. Most of this will be swallowed into the stomach where stomach acid kills the pathogens. The mucus will then be digested and further broken in the intestinal tract, where it will be excreted in human waste. A small portion of the mucus will be removed by coughing or spitting.
Sinus Problems
Unfortunately, a lot can go wrong with sinus cavities. Frequently, they can become irritated by dust, pollen and air pollution, resulting in allergy or hay fever symptoms.
Sinuses can also become infected with viruses, bacteria, or even fungus. During the first seven to ten days of an infection, a virus is generally determined to be the cause, and antibiotics are not usually needed during this time. Nine in ten people with a viral sinus infection will recover without a pharmaceutical drug but frequently choose a more holistic approach instead.
Unfortunately, it is not uncommon for doctors to prescribe antibiotics during the first week of an infection. It is also common for patients to ask for a prescription during this time.
One in ten people may ultimately develop a secondary bacterial infection, usually the result of the virus infection having weakened the immune system. Should this occur, a doctor may prescribe antibiotics. Those with a sinus infection that does not improve with at least two courses of antibiotics should see a sinus specialist (known as an otolaryngologist ) and be evaluated for a fungal infection. Also, if an infection is ruled out, chronic sinus congestion could be due to food sensitivities. I recommend those being treated with antibiotics take a probiotic supplement to help protect the gut. It is not uncommon for antibiotics to kill off the good bacteria, which leads to an imbalance in the intestines, resulting in diarrhea.
Symptoms of a sinus infection:
- Nasal congestion
- Mucous discharge
- Facial pain
- Teeth pain
- Headache
- Sore throat
- Post nasal drip
- Cough
- Fever
Risk factors for chronic sinus infection:
- Tobacco use
- Second-hand smoke exposure
- Pollen allergies
- Air pollution, especially those living in areas of high automobile pollution
- Dairy sensitivities, which can cause sinus inflammation
- Wheat and gluten sensitivity, which can cause sinus inflammation
- IgA deficiency–a genetic condition which makes one more likely to develop chronic respiratory infections
- Suppressed immune system due to immune-suppressing drugs or Human Immunodeficiency Virus (HIV)
- Septal deviation
- Nasal polyps
In some, excessive mucous production occurs, which can result in chronic drainage of mucus down the back of the throat. Doctors call this post-nasal drip. It's a condition that affects millions, and not a day goes by that I do not encounter a patient with post-nasal drip symptoms.
Not everyone with sinus congestion will develop infections. Some simply have breathing difficulty and chronic allergy symptoms due to sinus inflammation.
Prevent Sinus Problems
Specific food avoidance, medications, minerals, vitamins, essential oils, and homeopathic remedies can all be considered as options to help one prevent allergies, nasal congestion, and ultimately infections of the sinus tract. Maintaining good sinus health is crucial to overall health and well-being.
Food Sensitivities Can Cause Sinus Congestion
From age 18 to 41, I suffered from chronic post-nasal drip, a sign that I had a chronic sinus problem. I was fortunate to not develop infections, but I had persistent sinus pressure, a chronic cough, and excessive mucus production, which resulted in a post-nasal drip. After realizing that dairy may be my problem, I decided to omit cheese from my diet. I had already eliminated cow's milk while in college. After a few days of a cheese-free diet, I noticed my sinuses cleared up. For the first time in over 20 years, my post- nasal drip and cough went away. If I consume cheese, my symptoms would reappear for about three days.
I immediately started making the same recommendation to patients who had similar sinus issues. In addition, I recommended patients eliminate dairy, wheat (gluten), and corn for about 2-3 weeks. At that time, they could choose whether to re-introduce the food. The majority have improved by eliminating dairy while for others it was wheat and corn causing the issue. As a result, I have had numerous patients with chronic sinus symptoms improve and many have prevented recurrent infections.
Conventional Approach
Conventional medicine advises the following to help treat and prevent recurrent sinus infections and allergy related symptoms. In the scheme of things, both doctor and patient have a limited arsenal using this approach.
- Antihistamine medications such as loratadine (Claritin), cetirizine (Zytec) and fexofenadine (Allegra)
- Nasal steroids, including fluticasone (Flonase), mometasone (Nasonex) and others.
- Antibiotics
- Sinus surgery, a last resort for those with chronic sinus problems.
If a person has an upper respiratory infection, avoid being in their presence. If you are around someone with an upper respiratory infection, frequent hand washing with soap and warm water helps prevent infection. Avoid rubbing your eyes or nose with your fingers, especially if exposed after shaking somebody's hand. Consider using a triclosan-free natural hand sanitizer, which may help reduce your risk of infection.
Alternative Treatments
Studies show use of complementary and alternative treatments for prevention of sinus problems and allergy control is common worldwide. Most sinus infections start off as a cold, or as doctors call it, an Upper Respiratory Infection (URI). Therefore, preventing a cold, which is caused by a virus, is crucial to preventing sinus infections. If a food allergy is involved, then that food should be avoided. Pollen allergies can also predispose an individual.
Zinc is a mineral. Numerous studies show benefit in preventing the common cold, which can lead to a sinus infection. A 2016 study in the British Journal of Clinical Pharmacology concluded "common cold patients may be encouraged to try zinc lozenges for treating their colds" while a 2017 study concluded "common cold patients may be instructed to try zinc acetate lozenges within 24 hours of onset of symptoms."
Starting zinc lozenges as soon as possible is advised. This important mineral should be kept in one's medicine cabinet so it can be started as soon as symptoms are felt. Another 2017 study showed both zinc gluconate lozenges and zinc acetate lozenges are equally effective. A dose of at least 30 mg is recommended.
Vitamin C
Vitamin C, also known as ascorbic acid, has been recommended to help prevent the common cold for decades. Humans have a genetic mutation which makes us unable to make ascorbic acid. A 2014 study showed that vitamin C could reduce risk for developing a cold and also reduced the duration of the cold when compared to placebo (sugar pills). Other studies showed those under "physical stress", we're more likely to benefit from vitamin C and cold prevention. Reduced respiratory infections result in fewer sinus infections.
Vitamin D
Low levels of vitamin D have been shown to be associated with increased risk for viral infections and sinus polyps, both of which increase one's risk of developing a sinus infection. Optimizing vitamin D is a good way to prevent this. Most need 2,000 to 5,000 IU daily of vitamin D. Read more about the health benefits of vitamin D.
Lactoferrin is a protein which has both antibacterial and antifungal properties according to studies. This protein is usually found in the tissue of the sinus passages. For those with chronic sinus infections, supplementing with 300 mg daily may be helpful.
N-Acetyl Cysteine (NAC)
NAC is a supplement which can help those with chronic sinus infection break down mucus. NAC can be taken one to three times per day. The max daily dose is 1,800 mg.
Eucalyptus has been used for centuries as a natural nasal decongestant. Some use it as an essential oil and mix it with a diffuser to help with chronic sinus inflammation.
Xylitol Nasal Formula
Xylitol is a non-absorbable sugar. When used for chronic sinusitis, it can help treat current infections and help prevent additional bacterial infections. A 2012 study in Laryngoscope concluded "Xylitol in water is a well-tolerated agent for sinonasal irrigation. In the short term, xylitol irrigations result in greater improvement of symptoms of chronic rhinosinusitis as compared to saline irrigation". In other words, a xylitol nasal spray should be considered.
Frequent Use of Neti Pot or Other Sinus-rinsing Products.
Nasal and sinus rinsing goes back to ancient India and is used in Ayurvedic medicine. A 0.9% nasal saline solution can be inserted into the nostrils using a mist, spray or neti pot technique.
A 2009 study concluded "normal saline nasal irrigation improves…Quality of Life and decreases acute sinusitis symptoms. Nasal irrigation is an effective adjunctive treatment for pediatric acute sinusitis...".
A 2012 study of children showed that when nasal irrigation was used, the children were less likely to need prescription allergy medications. Overall, the irrigation was well tolerated. Lastly, a 2012 study of adults also showed benefit in preventing sinus infections in those who used nasal saline irrigation.
Steam Inhalation
Steam inhalation, 3-5 times per day can be helpful for a person with symptoms. This can be done taking a hot shower or by placing a warm towel over your head or breathing warm air from a warm air humidifier.
Probiotics are an up-and-coming treatment for chronic sinus disease. A 2016 study in a popular allergy journal concluded that nasally introduced probiotics could help chronic sinus problems. There are a lot of studies demonstrating the importance of a healthy gut microbiome and its role in overall health. Evidence from a 2017 study suggested that "an unhealthy gut increases the risk for sinus problems and inflammation in the sinus passage". Therefore, supplementing with at least 5 billion units of probiotics daily is advised.
Homeopathic Remedies
There are several homeopathic remedies on the market which show promise based on user feedback. These should also be considered.
Lastly, one has a lot of tools available to help them prevent upper respiratory infections, chronic allergies and sinus problems. Maintaining good sinus hygiene is crucial to prevent misery, illness, missed work and school days. A healthy diet and consuming the appropriate supplements can play an important role.
- http://www.healthline.com/human-body-maps/sinus-cavities-sinuses
- Br J Clin Pharmacol. 2016 Nov;82(5):1393-1398. doi: 10.1111/bcp.13057. Epub 2016 Jul 28.
- Open Forum Infect Dis. 2017 Apr 3;4(2):ofx059. doi: 10.1093/ofid/ofx059. eCollection 2017 Spring.
- Nutrients. 2014 Jul 9;6(7):2572-83. doi: 10.3390/nu6072572.
- Laryngoscope. 2008 May;118(5):895-901. doi: 10.1097/MLG.0b013e31816381d4.
- Am J Rhinol Allergy. 2014 May-Jun;28(3):244-8. doi: 10.2500/ajra.2014.28.4036.
- Int J Pediatr Otorhinolaryngol. 2012 Apr;76(4):583-8. doi: 10.1016/j.ijporl.2012.01.022. Epub 2012 Feb 11
- Am J Rhinol Allergy. 2016 Nov 1;30(6):202-205. doi: 10.2500/ajra.2016.30.4372.
- Otolaryngol Clin North Am. 2017 Feb;50(1):29-47. doi: 10.1016/j.otc.2016.08.004.


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[soliloquy id="970″]
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