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Ok, seems like this is one of my yearly rituals: Trying to build some momentum behind PDO. So far it has remained lingering after every such attempt, not that this isn't partially at least my fault. I think last time I said I would work on the tests and in the end I didn't get anywhere. Unfortunately nobody came around to kick me for this lack of commitment and so the idea faded again. So enough with the gloom today is a fresh start and I think one thing has changed significantly since then: We have people posting patches for PDO on internals and someone (aka Matteo) that has been fairly steadily trying to close some tickets. Pierre also seems to be interested in putting in some time. Scott has always been committed to the SQLite driver and Ilia and Felipe have also been good for quite a few bug fixes in the past. So it seems we are closer than in quite some time to have the critical mass of people that care to get things going again!
The problem with PDO's current state is that there are just so many bugs open that it seems like a maintain. Plus the original creator(s) are busy with other things, which means the learning curve is steep. Which makes it all the more important that we both have new guys as well as experienced core developers on this. I think for too long we have waited for RDBMS vendors to bring in the momentum. However since we decided to not play according to the "rules" they have proposed, its obviously our job and not theirs. Plus once we do have momentum I am sure they will be more motivated to ensure that their driver gets at least as much love as the others. Right now if vendors are doing any work on PHP database extensions it seems they are doing it mainly for the non PDO extensions (mysql, oci8, sqlsrv). Its our job to make them realize that this is the wrong approach, by showing them that PDO is really where the community wants to be.
Anyways, I therefore invite all people that care and who want to do something to start a fresh discussion on the PDO mailinglist (hoping we can avoid the subject of the last spam mail on there) and the PDO brainstorming page (I just thew the first bits that came to mind on there) I created on the wiki. Please keep this discussion forward thinking. As in lets try not to get into complaining what PDO isn't today but instead lets think about what we want PDO to be. I think there will be room for people on all ends of the spectrum for coding on the core of PDO, helping with writing tests and documentation and running the tests. However there is little room for people that only talk, not because their opinions do not matter, but because in order to keep the discussion focused and productive we should imho focus on the topics that people will then actually address, rather than build fairy dream castles. Anyways, lets see where this takes us.
As a user I find PDO extension extremely valuable and important.
From the very moment when PDO extension became available I haven't even considered using anything else but PDO extension when creating a data access layer for applications that I am working on.
Let's think PDO! :)
It is great to see some momentum building for PDO. I am working on a PHP course for universities, to be part of the WaSP Interact Curriculum Framework, and one of my ideas is that PDO should be the first way of accessing a database that newcomers learn. Far too many books and pages still teach the old mysql API.
"Unfortunately nobody came around to kick me for this lack of commitment and so the idea faded again."
"by showing them that PDO is really where the community wants to be."
I find it hilarious that you have that contradiction in your very own blog post, if no one came around to bug you about your promised fixes then how can you assume that the entire community is behind PDO? Personally I couldn't care less.
Best of luck with it, but maybe a bit of realism would help.
Martin, don't be an ass. If you couldn't care less, don't leave a comment. This is part of the very attitude that killed PDO v1.
Lukas, way to go! I couldn't think of anyone better or more qualified to renew the PDO effort. We'll (http://rad-dev.org) support you as best we can.
I don't see any way of subscribing to the PDO mailing list.
Hi Luckas ! As you know i'm really interesting to renew and maintain PDO (fix bugs for instance). You're post is good but don't propose anything to do that. Apart the php-pdo mailing list which can not register ;-)
Hi Lukas,
Thank's for your effort! We use PDO in our new projects and really like it. We don't have any C programming skills, so we won't be able to help there. Maybe I can convince my employer to make some resources available for testing. No promises yet though...
@Martin: You do have a point there ... to some extend. Most library and framework authors happily embraced PDO, because it made things soooo much easier for them. However many in the end also added adapters for the old extensions because of these open bugs and slow adoption by hosters. PDO has unfortunately ended up with no active maintainer-ship for quite some time and I think this is not because the core team or the users did not see the importance, but more because of the legal/political melt down that occurred with PDOv2 and the fact that for better or for worse PDO was mostly developed by Wez. He got a lot of ground covered in a short time, but as he is now busy with many other things, it left a void that hasn't been filled yet.
So when I am saying that we need to show that PDO is where the community is at, I am acknowledging that many people currently are not .. because of the open bugs, missing features or lack of hoster adoption. I am talking about the future. I tried to make it clear that I am not interested in looking back and more importantly not getting hung up on what some vendors want or not. We do our part and move things forward for us and if vendors care to join on our terms all the better!
Subscribing to the pdo mailinglist should work by simply sending an email to firstname.lastname@example.com. I guess is not listed on the list of mailinglists on php.net.
I'm not being an ass just to be an ass, usually things happen for a reason and in this case it seems that the view on PDO is inconsistent with the reality. When that happens you usually end up with a product that's all over the place and does everything okay but nothing really well, and that usually ends up being useless to everyone.
When you target the "community" that makes me think everyone, all the PHP programmers out there, not just the framework and library authors, because believe it or not, they're not all of the community.
Sometimes you need an ass to be blunt about a project, you usually end up with a better project that way.


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The SKF Hope Schools
The SKF Hope School project started in October 2006 and since then it has witnessed the successful completion of several SKF Hope Schools in the country.
In China, some children do not have basic schooling due to poverty, or the areas they are residing do not have adequate school infrastructures. All SKF units in China joined their efforts and collectively sponsored the Hope School programme.
The first SKF Hope was officially inaugurated on Sept. 27, 2007 in the area. The new school consists of six classrooms, one teacher's room, and one remote teaching room to be equipped with computers. The school has the capacity to accommodate 200 students.
On the day the school was inaugurated, people from SKF, the school, government and local media attended the inauguration ceremony.
A student representative delivered a speech and happily said "When everyone was looking forward to the Mid Autumn Festival celebration, we were all looking forward to the arrival of the SKF Hope School. We have been looking forward to a proper school for years and SKF has made our dreams come true."
The 3rd SKF Hope School was successfully completed and inaugurated on Oct 28. The school has six furnished classrooms to accommodate more than 230 students together with facilities including library, function room, meeting room and dormitory for teachers.


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Science Friday® is produced by the Science Friday Initiative, a 501(c)(3) nonprofit organization.
Science Friday® and SciFri® are registered service marks of Science Friday, Inc. Site design by Pentagram; engineering by Mediapolis.
Do you like to experiment with your food? Take pride in thinking up new recipes, or new ways to prepare old favorites? Ever thought about using your dishwasher to cook food, or your toaster to roast peppers? You're not alone. We'll talk with the author of a new book about science, technology, and DIY hacks in the kitchen. Plus, the health effects of chile peppers on your circulatory system.
Got a kitchen science or tech tip to share with us? Let us know in the comments below!


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text: Carter Brittany Kennels is located in the heart of South Georgia with emphasis placed on training for and competing with our Brittanys in field trials and continuing the tradition and pleasure of fine hunting dogs. We are located on 26 acres that our dogs have free range of during the day. At Carter Brittany Kennels we selectively breed our dogs for the betterment of the breed in hopes of producing champions. Our Brittany puppies are all very highly bred as we place the utmost importance on quality. All litters are champion sired with National caliber champion bloodlines and are carefully planned in order to enhance and amplify the qualities that we find desirable in a hunting dog. We expect all of our puppies to be natural, instinctive hunters that have an ultra keen nose with excellent stamina and exhibit superior ground coverage. They are also expected to be highly intelligent with a classic conformation, intensely stylish with a strong bird drive in addition to being loving companions and family pets. We are by no means "breeders." We have puppies on occasion in order to simply aid with the expenses of field trials and the associated travel and upkeep of our prized pets in addition to providing joy to ourselves by being able to provide another family with the exciting fulfillment of owning one of these wonderful dogs. In addition to having puppies we also have dogs at public stud, occasionally have started dogs for sale, in addition to offering a full range veterinary services, consultation, and products, boarding and grooming.


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Baier Herber Kilian and Schaefer relaxing between events
6-16 Feb 1936: Competitors including an Austrian athlete, Ernst Baier and Maxi Herber (in dark overcoats) of Germany, Hanns Kilian (with glasses) of Germany and Karl Schaefer of Austria relax between events at the 1936 Winter Olympic Games in Garmisch-Partenkirchen, Germany. Baier and Herber won the gold medal in the Pairs Figure Skating event, Shaefer won the gold and Baier the silver in the Men's Figure Skating event. \ Mandatory Credit: IOC/Olympic Museum /Allsport


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Cem Kurutas, MathWorks
In this webinar hosted by MathWorks and B&R, you will learn how to:
• Design and test your control algorithms in a simulation environment
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The webinar demonstrates how to use Simulink for multidomain modeling and simulation of electromechanical systems. The graphical environment and customizable set of block libraries let you design, simulate, implement, and test your control algorithms before they are deployed to B&R PLCs and industrial PCs. We also show you can speed up implementation of your control algorithms using automatic code generation targeting the Automation Studio™ development environment.
Recorded: 9 Nov 2011


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The Treasure Is All Mine! (危険がいっぱい!コジロウの宝箱!! Full of Danger! James' Treasure Chest!!) is the 49th episode of Pokémon: DP Galactic Battles.
Episode Plot
Piplup is about to use BubbleBeam on Monferno as a part of training of Ash and Dawn. Monferno digs and gets his fingers hurt, as it dug out something. It is a treasure chest, but a locked one. Team Rocket also see the chest and plan to take it. As the heroes are to bring it to Officer Jenny, Team Rocket come as pirates and Jessie attempts to take the chest. Seeing how it is not easy, they undisguse themselves and soon blast off by Pikachu. After the blast-off, James realizes it is his chest, when he buried it as a child. He does not remember what it is inside; either toys, bottle caps or money.
Team Rocket come to the twerps and James claims that it is his chest. Though they doubt him, they ask of him to open the chest if it is his. James attempts to unlock it and says a pass code. He attempts this twice and soon a security decide activates, as it fires and blasts Team Rocket off. After another blast off, James remembers that inside the chest is something that must not be shown and promises to get it back before it opens. The heroes come to an estate and a butler comes and recognizes the chest. He shows the painting of Growlithe under the chest and calls after James. Ash and Brock explain to Dawn James' family is quite rich, surprising her.
James sees the heroes are at his mansion. He begs Jessie and Meowth to get the chest, otherwise Jessibelle, her fianceé, will come and force him to marry her. Jessie and Meowth regretfully join his plan to get the chest. The butler, Sebastian, gives the heroes some food for the recovery of the chest. As Ash is about to reveal the location of the chest, Sebastian goes to the door and finds Jessibelle (which is Jessie) with two of her men (which are James and Meowth). Jessibelle asks to get the chest, as James wants it back. Meowth orders Ash to get it, although quite rude. When they are to give the chest back, Growlie, James' pet, comes and recognizes James, trips over him and licks, revealing his disguise.
Sebastian is very happy and hugs James. Sebastian has promised James' father to bring him and sends Spinarak to use String Shot. James sends Mime Jr., who uses Teeter Dance to confuse them, allowing James to trap them. Everyone wants to know what is about the chest, so James tells his tale when everyone eats. One night, James and Growlie were away from a ball and saw a young lady. James introduced himself and the lady walks away, but said she was Jessibelle, a girl James had a crush on. Later, James wrote a letter, proposing marriage to Jessibelle. His parents were present and gave him a chest, where he could've stored his letter he wrote. Also, he was invited to Jessibelle's house.
When he came, Jessibelle knew he was to propose her and agreed to. She only asked to get rid of Growlithe, his pet, and get a Skitty instead. James refused, as Growlie was his partner, to which Jessibelle told that now she is his partner. James ran away from Jessibelle's house and Growlie dug a hole so James stored the chest. The heroes do not understand, as it is an ordinary letter, but James suspects Jessibelle could force him to marry her with that. Suddenly, the security alarm rings, as Jessibelle and her army of bodyguards arrive and surround the house (as Sebastian told her James is in the mansion). Sebastian shows Jessibelle the way where James went to; through the escape tunnel.
The heroes do not understand why are they involved; James clarifies they found the chest. James tries to open it, but fails. They run away as soon as they find Sebastian and Jessibelle going towards them. As they come out, Brock and Ash put the rocks to barricade the way. Team Rocket try to open the chest and the security device activates and fires, but Growlithe uses Flamethrower to negate it. Seeing no option, James decides to destroy the chest as well - Growlie uses Flamethrower, but no effect is made, as Growlie gets hit by a missile from the chest. Growlie continues to fight, as it digs out and uses Flamethrower. The security system is disabled, as the chest turns into a rocket and goes in the sky.
As Sebastian failed to open the door, Jessibelle sends Vileplume, who uses Solarbeam and crashes through the door. Sebastian tells James to make the right decision, so James goes to say goodbye. James asks of Ash to order Pikachu to use Thunderbolt, as he does not want Jessibelle's marriage. Jessie and Meowth demand to know why would they blast off, so James tells they are a team that sticks together. Pikachu uses Thunderbolt and Jessibelle runs towards James. James waves goodbye to Growlie, but sees Jessibelle is blasted too, as Jessie got on Jessibelle's couch. While Dawn thinks it was a crazy day, she is reminded she has a Contest, while Ash last Gym Battle. Meanwhile, James and Meowth are being chased by Jessibelle.
- Professor Oak's Pokémon lecture: Snorunt
- This episode marks one of the very few times when Team Rocket wants to be blasted off.
- This marks the longest time that has taken place between two appearances of a Pokémon belonging to a main character, which is 571 episodes.
- Music from Lucario and the Mystery of Mew, Pokémon Ranger and the Temple of the Sea, and The Rise of Darkrai is used in this episode.
- The English title of this episode is a reference to the phrase "the pleasure is all mine".
- In the dub, Jessiebelle ended the episode saying the same line she ended with in Holy Matrimony! ("You're not running properly!")
- The preview of this episode was narrated by Team Rocket.
In James's mansion, the trio are sitting in some couches discussing James' ascension into Team Rocket. In first scene, the wall behind Brock has a drawer up against it. In the next scene (at a different angle) the pattern on the wall has changed and there is no drawer.
|Pokémon: Diamond & Pearl
|Other series: Original · Advanced Generation · Best Wishes! · XY · Sun & Moon · Sword & Shield


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Have cooking questions? Ask Shubhra using the form below and she will be sure to help you. Send her any questions and comments, and also receive the latest news of upcoming events, classes, contests, prizes and giveaways!
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I have realised that I should be using my blog for more than just posting articles.
The hip is getting much better, although I did something to it the other day which resulted in 3 days of extreme discomfort. However, I hope that we now have got it under control.
I am getting used to running my own consultancy again, although the work ebbs and flows, I had forgotten.
I keep getting lots of requests from former colleagues at the old company about becoming linked in with them on 'Linked-In'. I suppose I should be flattered, but where were they I wonder when we were having all the problems last year?
I still feel terribly traumatised by the way I was treated. The Human Resources division proved themselves to be the usual bunch of hire and fire merchants, and sided with IM while he was pulling all his dirty stunts. I now realise that it was he who undermined all the work I was trying to do in the Fraud delivery area, snivelling around AC and telling him that our people would start asking questions out of turn. Spineless git!
Anyway, have now proved him to be the useless manager I argued that he was at the time. Northland is going from strength to strength and has recently been lauded for their major win at Bradford and Bingley. They now effectively 'own' the British Building Society Industry sector and they should be capable of cleaning up the smaller players who are really desperate for good Transaction Monitoring solutions.
It is such a shame that the old company could not have seen the wisdom of what I was seeking to do, but it is ever thus, or so I have learned, that when you have someone with the overweening arrogance of IM but who at the same time is so intellectually under-resourced, there will always be difficulties.
The next move is to consolidate on this year's work and to help Northland drive the business forward next year. It is always so gratifying when you are able to see your ideas and concepts really coming to fruition.


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Poulshone, County Wexford; Ireland's sunny south east. Usually that's a comparative term and somewhat misleading but not this year – the hottest summer anyone can remember.
The hottest since '47 in fact.
I'm sitting on a patch of beachgrass and shading my eyes as I look across a dune at the little house with the cool-tiled, sand-strewn floor. That's where I need to get. It is Aisling's house, or Samantha's or whatever her name was.
Dad is still alive.
The arc of sky above me is polarised by memory; an impossibly deep, dark blue – the expanses of sand below it a blinding white. Seurat style dots of other colour in the distance; tiny swimsuits wavering in the heat where sand sinks beneath water. Buckets, spades, armbands and inflatables; orange, pink, yellow – shark shapes and crumbling castles.
An ice cream afternoon. More


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Free Printable #4
Designed: 27.12.09
copyright Beccy Muir
Give your bear a brightly coloured vest, party hat and whistle and add a "Happy Birthday" or "Congratulations" greeting to his flag. Dress him in green for a "Good Luck" or "St. Patrick's Day" card or add an all occasion greeting such as "For You" or "Best Wishes" and build up your stash.
Have Fun!!


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MIAMI, Feb. 25, 2013 /PRNewswire/ -- Green Innovations Ltd. (OTCQB: GNIN) ("Green Innovations" or the "Company") is pleased to announce that its wholly-owned subsidiary, Green Hygienics, Inc. ("Green Hygienics"), has received a vendor listing number
MIAMI, Feb. 25, 2013 /PRNewswire/ -- Green Innovations Ltd. (OTCQB: GNIN) ("Green Innovations" or the "Company") is pleased to announce that its wholly-owned subsidiary, Green Hygienics, Inc. ("Green Hygienics"), has received a vendor listing number from Vallarta Supermarkets, Inc. ("Vallarta"), a California-based family-owned chain of supermarkets.
"We are very pleased with the initial positive response that we received from Vallarta. They are eager to start listing our brands into their stores and have initiated the process by providing us an immediate vendor number," stated Tray Harrison, National Sales Manager of Green Hygienics. "We look forward to receiving their first purchase order over the next few weeks and shipping product for their 43 retail locations soon after."
Vallarta Supermarkets (Carniceria Vallarta) was founded in 1985 by Enrique Gonzalez Sr., who was later joined in the business by his four brothers, his son, and a nephew. As the business has grown, great customer service and providing the highest quality products at great prices has remained their constant goal. Vallarta Supermarkets has since grown to a total of 43 stores throughout California (Ventura, Los Angeles, San Bernardino, Kern, San Diego, Santa Barbara, Tulare, Orange, and Fresno counties). The company employs approximately 8,000 full and part-time workers. For more information about Vallarta Supermarkets, visit www.vallartasupermarkets.com.
About Green Innovations Ltd.
Green Innovations Ltd., through its wholly-owned subsidiary Green Hygienics, Inc., is the exclusive licensed North American distributor of American Hygienics Corporation's 100% tree-free bamboo-based product line, including personal care and paper-based goods. The Company provides consumers the opportunity to enjoy high-quality and performance eco-friendly goods from dedicated experts that have been producing bamboo products for over a decade, along with the cost-benefit of local raw material manufacturing, and the satisfaction of knowing that by using these products they are doing their part to reduce their carbon footprint and to continue the movement towards a more healthy and sustainable planet.
For further information regarding Green Innovations Ltd., contact:
Green Innovations Investor Relations(866) 947-5567 (Toll-free)E-mail: email@example.com Website: www.greeninnovationsltd.com
This press release contains "forward-looking statements". Statements in this press release which are not purely historical are forward-looking statements and include any statements regarding beliefs, plans, expectations or intentions regarding the future, and specifically references to future potential purchase orders from Vallarta and shipping products for Vallarta stores. The reader can identify these forward-looking statements by forward-looking words such as "may," "will," "expect," "potential," "anticipate," "forecast," "believe," "estimate," "project," "plan," "continue" or similar words. The reader should read statements that contain these words carefully because they discuss future expectations, contain projections of future results of operations or of financial condition, or state other forward-looking information. Forward-looking statements include, but are not limited to, statements regarding potential products, customers, revenues, expansion efforts, and future plans and objectives of Green Innovations Ltd. ("Green Innovations"). The risk factors listed in our disclosure documents and the cautionary language on this website provide examples of risks, uncertainties and events that may cause actual results to differ materially from the expectations and projections described by Green Innovations in its forward-looking statements. Actual results relating to, among other things, product launch, sales, customer acceptance and market share could differ materially from those currently anticipated in such statements. Factors affecting forward-looking statements include: consumer preferences, competition from more established brands, ability to develop market share; changes in the operating costs; changes in economic conditions, foreign exchange and other financial markets; changes of the interest rates on borrowings; hedging activities that Green Innovations develops or produces; changes in the investments levels; litigation; legislation; environmental, judicial, regulatory, political and competitive developments in areas in which Green Innovations operates; technological, mechanical and operational difficulties encountered in connection with Green Innovations' development activities; and labor relation matters and costs. The reader should refer to the risk disclosures set out in the periodic reports and other disclosure documents filed by Green Innovations from time to time with the Securities and Exchange Commission and other regulatory authorities.
Green Innovations Ltd.


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This Is Nuts: Man Has Bionic Video Camera Eye Ball!
"A film-maker who lost his eye during a shooting accident as a child has turned his prosthetic one into a video camera."
Please click the "Report" button below if the video on this page is not working properly.
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Turning Point Adult Behavioral Health at Saint Mary's Regional Health System has remained at 80 percent capacity since opening in October 2011.
Turning Point accepts adults between the ages of 18-64 diagnosed with mental illnesses for short-term psychiatric treatment. The average stay is between three to 10 days.
Director Tommy Eddy said patients are referred by physicians, psychologists, social workers, social service agencies, law enforcement and family or friends.
"We receive referrals from many agencies and not just from here in Russellville," Eddy said. "We receive referrals from Clarksville, Fort Smith, Mena and Little Rock. There is a real need for in-patient treatment facilities in the area."
Eddy said many patients are admitted for short-term observation or to stabilize existing medications.
"People that suffer from chronic mental illness will stabilize on medication and think they no longer need the medication," Eddy Said. "That's when they can spiral out of control fast and require in-patient treatment. Other times, patients just need short-term observations to regulate medication."
Turning Point and out-patient clinics work jointly to provide the best treatment plan for patients.
"We accept referrals for in-patient treatment and then we rely on clinics to provide out-patient treatments for our patients," Eddy said. "Every patient is discharged with a treatment plan, even patients who live out of the area."
Community education manager, Tonya Gosnell, formed a mental health networking group meeting bi-monthly.
"People are sometime embarrassed by mental illness and choose to self-medicate rather than seek professional treatment," Gosnell said. "That can lead to drug addiction and other problems. The networking group is designed to keep related agencies working together to better treat mental illness."
Agencies interested in joining the mental health networking group can call Gosnell at 967-0701 or email her at email@example.com.
by Heather Sprinkle for the Courier


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Angels' Gloriaarr. Laura Farnell - Alfred Music Publishing
Click to review
Angels We Have Heard on High; Hark! The Herald Angels Sing; O Come, All Ye Faithful; Gesu Bambino; In the Bleak Midwinter and Silent Night make up this exuberant Christmas medley, beautifully arranged for choirs at all levels. A recurring musical theme ties all six carols together, and the result is a fresh, festive medley that is a very nice alternative to the standard fare!
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- 1) Reread your original answers to the questions. With the benefit of hindsight, score your own work in terms of its cringe-worthiness.
- 2) Has your class's healing improved in the area you identified as its weakest?
- 3) Have you changed your "least favoured class to heal with"?
- 4) Did you read the entries from others in the webring, especially your class?
- 5) If Yes to #4, did you learn anything that made you a better healer?
A few of the responses reinforced my belief that my own class tends to underestimate itself in being able to do more than just raid-heal or use any spell other than rejuv/WG. It made me sad, but it made me a better blogger (I hope) by being able to address these issues and anticipate comments when I blogged about anything contrary to the "druid raid healer" ideal (especially crit/haste changes and talent selection).
- 6) What tools/resources or information do you think you would need to improve as a healer and how could that help the community at large?
Beyond that, though, I'm happy with the resources available to me. I enjoy digging up strats and considering mechanics through fellow bloggers, as they offer a wider range of opinions and experiences than I can find just within my guild, and overall a warmer and more helpful atmosphere than can be found on official forums. Plus, the forums don't have stick figure guides... I'm a visual learner, what can I say!
- 7) What did you identify as your worst habit as a healer? Have you improved in this area?
ICC has brought out an awareness of a different weakness of mine, however: I am not a very good heal leader/healing coordinator, on the fly. I hate forcing others into a specific job. I second-guess my decisions because I don't want to force anyone into a spot where they feel they can't perform their best or feel trivialized. I KNOW I don't know everything about my cohealers, and forget specific abilities that may lead them to be better in one role or another. I prefer flexibility. I also don't like bossing people around :)
It wasn't necessary to micro-manage 10-man healing before ICC. We didn't NEED heal assignments through (most) of Naxx, Uld, and ToC. In ICC, we do need the assignments for many fights, and it's taking some getting used to.
- 8) What did you list as your favorite healing spell and your least used healing spell for your class? Are these answers still true? If they have changed, what caused the change (i.e. patch fix, different healing environment, etc)?
But still the prettiest.
/p Pretty lights! Gather close for healing!


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Medieval Costumes & Medieval ClothingOur online store grew out of a love for color, costuming, history, and dance. All free shipping, Here, you can browse our specialty apparel, the kind not often to be found at local department stores and neighborhood boutiques. From luxurious velvet cloaks and gowns to whimsical belly dance costumes, we hope the pieces we sell in our store evoke images of mysterious beauty, ages and legends past, and the magic of nature, love, luxury, and lore.
Our customers use our cloaks, gowns, and dancewear for all manner of purposes: to wear at Renaissance festivals, on the stage in theater productions, in medieval-themed wedding ceremonies, in Wiccan rituals and Pagan handfastings, as Halloween costumes, in the SCA and other reenactment groups, to complete a gothic outfit, for Live Action Role-Playing and LOTR, in film and videos, for Harry Potter book- and movie-launch parties, as part of belly dance ensembles, and much more.


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Capitol Updates
31st Legislature Schedule
- 1st Regular Session:
- 1st Special Session:
- 2nd Special Session:
- 2nd Regular Session:
Contact Lists: By District | Who's Who
Public Testimony Opportunities
Public Opinion Messages
From the Glossary of Legislative Terms"Rules" - The Uniform Rules adopted by each Legislature to govern its operation and procedure as required by the Alaska Constitution.
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Streaming Committee Meetings
Currently, the Capitol is equipped to stream committee meetings from all of the standing committee rooms. Certain special events may be streamed from locations inside and outside the Capital. This service exists to provide Alaskans with live access to every committee meeting in the State Capital.
Floor Session streams are available through Gavel Alaska.
For Archived Meetings, visit the Committees tab or visit Gavel Alaska's Archive. Meetings streamed outside of Juneau are archived to our Vimeo site.
- No live meetings.


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Search For Hotels In Velika Jasenovača, Croatia
Search for hotel and other travel accommodation options in Velika Jasenovača using the preset forms below. The first checks multiple suppliers at once and the second searches our main supplier's database. If there are currently any hotels available in Velika Jasenovača you'll find them via these forms. Velika Jasenovača, Croatia hotel owners and managers can add your property to our database for free via the links below.
Quick Hotel Search


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You may be wondering how such a thing is possible. Well, it is, and we pride ourselves on providing you zoysia grass plugs through online ordering. Here are a few things to consider when thinking about ordering online.
Maximum Order
It just so happens that Amazoy is pretty popular. And because only so much is available per season, we must limit the maximum plug order to 13,300 plugs at one time. However, re-orders can be made every 60 days. To calculate how much you might need, check out our plug calculator.
We ship throughout the continental United States, with the exception of Washington and Oregon. These two states' wet weather conditions are not conducive to the successful growth of Amazoy zoysia.
Credit card charge will only be processed when the order has been harvested and on its way to you.
Our years of experience and confidence in our methods allows us to make a unique guarantee not traditionally found in the garden industry. Our guarantee is that we will replace any plugs that fail to grow within 45 days of planting.
Retail Store
If you would prefer to pick up your plugs rather than have them shipped directly to you, we do have a retail store, located in Taneytown, Maryland. Our retail store hours of operation are Monday through Friday from 8:30 am to 4:00 pm, (and Saturday from 8:00 am to 1:00 pm between late March and the end of June). All orders are harvested individually and a call (410-756-2311) the day before visiting the farm will ensure your grass is ready when you arrive.
To see our address, click here. To get directions, click here.


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In a recent post, I stated that;
"Most people's lives are nothing more than the realization of a promise they made to themselves"
Let's take this a little deeper… Read more
Get your copy and learn how to develop Fiercely Loyal Employees by focusing on authentic leadership in action.
In a recent post, I stated that;
"Most people's lives are nothing more than the realization of a promise they made to themselves"
Let's take this a little deeper… Read more
Let's face it. Many take the stance that they will be grateful when they have what they desire. To those folks, I say there's a pretty good chance you'll never see it. You've got to be willing to open up, and gratitude opens you to receive.
The more you sit around moaning and complaining, out in the world or even inside your own head, about what you don't have, the more you are out of sync with what you do want and in turn the more you push what you want away.
The strange thing about this is that the more you complain, the more your ego-mind can justify complaining because less and less abundance will show up.
Your ego-mind will likely scream "it's unfair", but nevertheless the fact is it's just your energy in motion, responding to your feelings.
What if, click, in the next moment you found the missing piece for you? Again, I challenge you to open up. The Universe is willing to supply
you with exactly what you need. However…
Gratitude is not only the greatest of virtues,
but the parent of all the others.~ Cicero
This article is an excerpt from my book "Don't Read This…Unless You Want More Money"
Can We Honestly Judge the Judge?
President Obama nominated federal Appeals Court Judge, Sonia Sotomayor, to the U.S. Supreme Court, citing her "inspiring life story" and "distinguished career" in his decision. Judge Sotomayor, 54, is confirmed as the first Hispanic on the high court. Congratulations to her. However, her ethnicity or anything else seems to me to be beside the point. Read more
I like to ask questions that help my clients expand their minds. Often the secret to our challenges and triumphs is a matter of perspective. Mind expansion changes perspectives allowing us to think clearly in ways we wouldn't have previously imagined. To expand your mind today, I have a Jedi question I need you to answer in the comments.
Here's the Jedi question for dealing with your ego-mind:
What if it's easy to forget to remember to struggle?
Then what would you now choose to do with ease? Does the answer come easily to you or is this a Jedi question you'll have to wrestle with?
(Want to go deeper? Scroll down to the P.P.S.)
P.S. It's okay to share this with your friends just click on the share button.
What if you remembered to forget to struggle?
Wouldn't it then be easy to remember to be with elegance and ease? While you ponder this mind-expanding question think about how it applies to your daily life and how you can use this new perspective to ignite change.
With gratitude,
My Authentic Leadership Matrix is free this link! Why? Because one of the questions I'm most often asked is; What authentic leadership is and how do we define it? As a result, with years of experience and extensive requests, I created Authentic Leadership Matrix. It's designed to give you a clear process of how to perform in each of the five main areas that are required for you to become a world class authentic leader. Start your yes and no evaluation to discover your leadership traits here: https://matrix.fullmontyleadership.com
Click here for my latest for Entrepreneur.com.
Want to retain your top talent? Then my "Fiercely Loyal" book is for you! Plus get your free: "How to instantly bond any team" infographic.
Full Monty Leadership: Bring Dov In Today – Click to Book Now
[videojs mp4="https://fullmontyleadership.com/wp-content/uploads/2017/09/International-Leadership-Speaker-Consultant-Dov-Baron-3-minute-Sizzle-Reel-Video.mp4″ poster="https://fullmontyleadership.com/wp-content/uploads/media/40sec-poster.jpg"]
Unless you have been living under a rock for the past few years, you know that the recession has aggravated what already was a deteriorating relationship between employers and their employees. While things weren't rosy before, now everyone knows someone (or has experienced it themselves!) who has been caught in layoffs, buyouts, downsizing, capsizing, and reductions in benefits, not to mention freezes on new hires, pay raises, and promotions.
And you also know the result: People are willing to abandon companies like the proverbial rats on a sinking ship because no one feels safe!
The reason isn't rocket science. If you even suspect that the ship you are on could go down and something else comes along, there's a good chance you'd jump ship too. Think about it. The fear doesn't have to be based on facts; a nasty corrosive rumour can have people racing toward the exits just as easily.
A Wharton School of Business article says that most companies can expect to lose anywhere between 20 and 50 percent of their employees in any given year. Few things are more disruptive and costly to your business than an unexpected exodus from your talent pool.
If you want loyalty, you must focus on culture over rhetoric! Regardless of position, title, or even office size, employees who volitional walk away, generally do so because they perceive some type of disconnect with leadership and/or the values of the company. (This is best reflected in the corporate culture)
It's no surprise to any of us, but employee loyalty is not what it used to be. In a recent survey of employee benefits, trends, and attitudes, MetLife found that employee loyalty is at a seven-year low.
Leaders must learn how to deal with conflict.
Be honest, I mean really honest. Are you comfortable with conflict? By that I don't mean that you are aggressively looking for some form of fight, but when conflict comes up, can you confront it with compassion and empathy? Do have the skills to resolve the issues?
If not, you can be certain that your team's morale is going to tank faster than a preschooler who needs a nap because conflict is the nature of relationship.
You've got to understand that crappy moral is contagious! Problems that don't get addressed, be they feuds between departments (silos), interpersonal quarrels, or performance issues all negatively impact employee enthusiasm, motivation, and ultimately loyalty.
Before we go any further, I want to set something straight…small problems do not go away. Small problems that are ignored develop into resentment, and will develop into bigger problems. (Don't believe me? Ask the person you live with…Go on, I dare you.)
A leader who does not–or cannot–deal with conflict will immediately start to lose the trust and respect of her/his employees. And you and I both know that you can't lead without trust and respect.
That being said, a leader who is a master of conflict resolution knows that healthy conflict creates a deepening bond. (Again, if you don't believe me, ask the person you live with if, after you have actually stopped avoiding the conflict and got it all out on the table, they inevitably feel closer to you.)
Leaders must become masterful at dealing with generational diversity.
Generational bias has always been an issue, however, now more than ever in a global economy, it can be a crippling one. As a discerning leader, I am going to ask you an important question. Do you believe that a Baby Boomer (people born between 1946 and 1964), Generation Xer (people born between mid 1960s to the early 1980s), Millennial (people born between 1982 and 2000) are all treated equally in the climb to the top?
Here's an example from way back in the last century. I can remember when I first started speaking to individuals and organizations of influence back in the 80s. At that time, I came across research that said it took a rookie over 100 hours to learn the skills to become a fighter pilot.
It was estimated that that same level of training could be completed to competence in around 20 hours by a GenXer because of their much higher exposure to technology. Then came the Millennials. These latest members of the work force have grown up with even more electronic interface than the generation X group, and as a result their TQ (technical intelligence) far exceeds those of the last two generations.
The challenge can be that as a leader you are likely to be either a Boomer or an Xer, have likely climbed through the ranks and invested a considerable amount of time in getting where you are today. Now you are likely to find yourself leading Millennials, while having an empathetic bias towards your own generation.
You see, part of the challenge is that we often (even unconsciously) use the time we've put in, rather than effectiveness, as a standard of measure. Furthermore, even if we are measuring the effectiveness of our top players, our leaders, it's important that we examine whether our criteria for measurement may also be outdated.
The challenge is that if the criteria by which we measure authentic leadership remain the same as it was for old school leadership, we won't be able to recognise the value that is in front of us.
Leaders must learn how to lead in new ways.
The most important of the Top 3 Reasons "Leaders" are losing their Star Players is because of Inauthentic Leadership!
There was a time when a leader could lead through image, reputation, experience, force or any combination thereof…However, hold on to your seats. Ladies and Gentlemen, because that train has already left the station!
Today, if you want to keep your star players, you had better find out who they are, what they care about, what "really" motivates them, and how they want to be rewarded for great work. (Check out my special report called: The Full Monty Fierce Loyalty Generator https://FMLoyalty.com)
What this means is that if you want to generate fierce loyalty in your team (and ultimately in your customer and supplier base,) you have to show up and let them see you…warts and all.
I realize that this flies in the face of what you originally learned about being a leader and elevating yourself away from your "underlings." Although that might have worked at some point in time, that outdated model will have your Star Players deserting you and your company so fast it will make your head spin!
Of course, there are far more than three reasons Leaders are losing their Star Players. I have just focused on the top three so that you can begin incorporating change right away.
In summary, if you want to keep your Star Players you must become a master of dealing with conflict in a healthy way. You will also need to seek to understand the other generations you are working with, remembering they likely have different values and priorities than you). And finally, you must be willing to let your people in, let them see that you are more than your title, or even your experience. Let them see you as a person!
Despite what you've been told, the truth is that Vulnerability is Power in the new global economy!
For opportunities to have Dõv Baron speak for your organization, Call:
+1 (778) 379-7517
or contact firstname.lastname@example.com
Now that you've caught your breath, let's get clear about what I mean by growing. Growing in this context is NOT about experiencing 1%-3% growthdue to the fact that you laid off a bunch of people or radically cut cost and potentially the quality of what you do/produce. That's not growing. That's slowing the dying process.
Real growth is more than temporarily increasing the profit margin. If we are going to talk growth in business, one of the key areas we have to discuss is the quality of the leadership.
It could be argued that leadership is the most important quality for any business professional to have. With quality leadership, nearly any and every task can be accomplished. Think about a leader you have known in the past. This could be a boss, a teacher, a pastor, a congressman. Did this person inspire you? Did they make you angry, or did they not affect you at all?
If you said they didn't affect you, you'd be wrong. Despite what you may believe, there is a powerful and somewhat destructive impact of having leaders who don't inspire us. And the main reason leaders don't inspire is because they are disengaged.
We know from a 2011 Gallup Poll that 71% of American workers are "not engaged" or are "actively disengaged" in their work. But don't be fooled into thinking it's just the worker bees who are disengaged. Many top level C-suite executives are just as disengaged. These leaders close their office doors and distance themselves from the group they are supposed to be leading.
Obviously, this sort of leadership is not the kind you desire in your organization. But I hate to break it to you, but there's a very good chance that you have leaders like that in your own organization. These "leaders" have positions of authority and you may even be assuming that they are leading in the direction of growth. However, where they are really leading is in the direction of keeping their position, title, status and or lifestyle. They are not mission, purpose or growth driven. They are not actively engaged in the corporate value system. They are, however, tremendously engaged in increasing their own personal bottom lines.
They are disengaged leaders!
Now you may still want to argue that it's not the leadership that is the problem with lack of growth in your company, but with employees who don't care.
Let me let you in on a dirty little secret. Employees disengage for one of three reasons:
Here's the hard line truth behind all three of these reasons: employees disengage because leaders are disengaged at some level and therefore not authentically leading!
Let's take a closer look at those three reasons.
First, if employees have a disengaged leader, you can pretty much guarantee they will become lazy themselves. This is not necessarily because employees are inherently lazy, but rather, because employees (like children) do not do what they are told; they simply model the behaviour of their superiors. If the leader doesn't care about the growth of the company, neither will the employees.
When a team is led by a disengaged leader, there's a good chance that team members will simply just do what they have to do in order to meet their job description, and not do anything to grow themselves or your organization.
Second, when employees are at odds with the organization's mission/purpose and or values this again indicates poor leadership, because your leaders need to be crystal clear that every person who enters your employ fully understands the organization's mission/purpose and or values. This is not possible if the leaders themselves do not understand it.
Let me give you an example. In 2006 a multinational company brought us to Europe to work with their leadership team. This was a dramatically impactful training that clearly rattled a lot of cages. Instead of my just coming in and doing the usual rah-rah, look how great you folks are, now let's just pat each other on the back, I challenged the heck out of them.
Why did I do this? In my pre-interview with the individuals on the team, it became obvious that they were relationally disconnected from each other. This told me they were likely disconnected from the company as a whole and were therefore in all likelihood working in a silo mentality.
After a lengthy discussion with the global CEO about the need to break these silos and get the team to genuinely not only connect but bond, we went back into session.
I began by asking a single pointed question that they were required to answer out loud in fort of their peers and without the assistance of their peers. This simple question clearly caused the blood pressure of the CEO to rise. The question was: "Would you please state out loud the mission statement of this company?" Each answer clearly demonstrated a challenge at the core of the company because no one (with exception of the Global CEO) actually knew the answer.
No wonder they were disengaged. You cannot expect your team to be fully engaged in the growth of a company when their only connection is a paycheck. Everyone in your organization must be aligned with the mission, purpose and vision of the company if it is to experience true growth.
Finally, if an employee is a bad fit for your culture, this again falls on leadership. If the corporate culture isn't lived by the leaders, it indicates to employees that the culture doesn't matter and therefore it doesn't matter if a person fits or not. In a "momentum culture" there is congruence at every level from janitor to the C-suite.
It all comes down to this… For your company to grow you have to have all the obvious things like a rock-solid business plan, great procedural implementation and everything else we all know is the back bone of a business. However, for growth to have momentum, it must have legs. The three legs on which your company must be built in order to continue to grow are authentic, inspiring, and transparent leadership. In other words, A Full Monty Leader.
Now, don't get the wrong idea. The Full Monty Leader is not a rah-rah leader. Absolutely not! A Full Monty Leader will occasionally anger their team, not because they are being adversarial but rather because a Full Monty Leader is required to hold a greater vision of each of the individuals of the team than the members hold for themselves. Only then can team members begin to adopt the vision for themselves. This is an essential principle that will deeply inspire the people who are in your organization for more than a paycheck.
Full Monty Leadership is about developing a culture of authentic, engaged leaders at every level of your organization. Leaders who feel deeply emotionally connected to the mission purpose and values of the company.
When you have that kind of leadership, you not only generate fierce loyalty but develop a company that is actively growing.
So let me ask you again– What's Your Business Doing?
For opportunities to have Dõv Baron speak for your organization, Call:
+1 (778) 379-7517
or contact email@example.com
If you answered anything except being an authentic leader, you'd be wrong.
Being an authentic leader today is no longer a preference or an option. It is crucial!
Now let me be clear. We are not talking about the idea of being authentic. We aren't talking about the faux authenticity of sharing something that you think will impress someone. No, we are talking about being real and genuine, being true to who you are and what you stand for.
An authentic leader is willing to embrace that they will not be everyone's cup of tea, and what's more, they are good with that realization. The leaders who are blazing the trail of new leadership are dedicated to developing deeper and deeper authenticity not only in themselves, their teams, but also in all their relationships on an ongoing basis.
They are willing to be who they really are.
Authentic leaders are dedicated to knowing themselves at deeper and deeper levels. They embrace their own imperfections and they don't pretend to have it all together. They are transparent and they are honest about their imperfections, their inadequacies and the challenges they face. Where the old school leader would disown their failures or weaknesses, the authentic leader allows those things to propel them forward, because they understand thatVulnerability is Power.
As counter as it may seem to your original training as a leader, you need to know this at the depth of your being, so let me say it again: Vulnerability is Power. Vulnerability is the power that will bond your star players to you and your organization. It will also bond your customers and providers to you with fierce loyalty.
I know what some of you are thinking. If you look and act confident that should be enough. Let me tell you, if you think wearing your mask of confidence is going to work, you are dreaming! People can smell a fake a mile away. That mask is screaming your insecurities so you might as well hang it up and become transparent.
So what is transparency?
Yes, transparency is about admitting your imperfections, your inadequacies and your challenges. However, it's also about sharing your values, your mission, your vision and the meaning of why you do what you do. Transparency means opening up and sharing ideas, thoughts, goals, aspirations, values, worries, concerns and even downfalls.
Today's workplace places high demands on both leaders and employees.More and more employees are now insisting on clearly stated reality and truth. Apart from the need of a secure job and opportunities for career advancement, present workers desire to be part of a firm that prioritizes truth, trust and transparency. They desire to have proactive leaders who share with them the direction of the organization and are forthright about the future. They want transparency in order to plan for their lives.
Instead of just being content with having a job, today's employee will often quickly jump ship if the leader they are supposed to follow is unwilling to demonstrate clarity of the future and transparent leadership. (I go into detail about this in my special report on Becoming a Fierce Loyalty Generator. You can find it here: https://FMLoyalty.com)
Because many companies lack awareness regarding the needs of employees, they struggle to hold on to their star players. As stated in that special report–few things are more disruptive and costly to your business than an unexpected exodus from your talent pool. Despite the initial discomfort of removing the mask, in organizations where transparent, authentic leadership is made a priority, massive losses are prevented.
None of us can be authentic unless we are willing to admit our frustrations, insecurities and weaknesses. This is not to suggest that you should sit around moaning, complaining and whining about your problems—that would be a very poor career move. However, in both our personal and professional lives, it is crucial that we open ourselves up to a close circle of people we can trust.
All that being said, transparent leadership starts with something few leaders have the cojones to do: self-examination.
As leaders we can get carried away with knowing all the answers foreverything else outside ourselves and rarely do we take the time to know more about what's inside ourselves. In addition, all of us have a spot of denial about our own foibles.
Let's face it, denial is far easier than facing the harsh truth that we may have some dysfunctional behaviors that we need to deal with. But if we are to become an authentic leader, we need to take off the self viewing rose-colored glasses, increase our self-awareness and uncover our blind spots. In short, you need to know your strengths so that you can capitalize on them. At the same time, you need to know your weaknesses so that you can delegate and deal with them.
Being an authentic leader means having an awareness of the true emotions behind what you feel. In Full Monty Leadership we say, "We are never just mad about what we are mad about." What this means is your anger may be a cover up, a way to mask your disappointment, fear, shame, jealousy, embarrassment, shame or guilt. Because authentic leaders are will to always go deeper into self-examination, they can recognize the root of an emotional reaction, and by doing so, gain the power to manage it. (This gives the Full Monty Leader exceptional relationship skills)
Can you honestly (not rhetorically) say why you do what you do in your position? Do you know what irritates you and what soothes you? Are you aware of your own dark side (we all have one) and how to deal with it? In order to be authentic and genuine in all your communications you must know yourself very well and be committed to remaining truly authentic even when it's uncomfortable.
Because nothing generates fierce loyalty faster that an authentic leader.
Do you have the cojones to become one?
For opportunities to have Dõv Baron speak for your organization, Call:
+1 (778) 379-7517
or contact firstname.lastname@example.com
Dõv Baron
Leading Expert
Meet Dõv Baron
Dov Baron has been speaking internationally for over 30 years, he's the man with a finger on the pulse of the evolving world of NextGen leadership. Twice cited as one of Inc. Magazine's Top 100 Leadership Speakers to hire, also cited in the Meeting and Event Professionals Guide to The Top 100 Motivational Speakers and Named as one of the Top 30 Global Leadership Guru's.
Dov Baron is a master storyteller, who has had the honour of presenting for US Air Force, The Servant Leadership Institute, The World Business Conference in Tehran as well as speaking for the State Department, and The United Nations on Leadership. He is considered by many as the leading authority on Authentic Leadership, and the founder of Full Monty Leadership and The Authentic Speaker Academy for Leadership. Outside of his speaking and training Dov privately works with multi-disciplinary leaders and executive teams to build the bonds that create organizational cultures that become Fiercely Loyal.
Dov is a bestselling author of several books. His latest book is Fiercely Loyal; How High Performing Companies Develop and Retain Top Talent. He is the host of the national (US) TV show "Pursuing Deep Greatness with Dov Baron" on ROKU TV, and the host of the Number One Podcast for Fortune 500 Listeners (globally) "Dov Baron's Leadership and Loyalty Show" on iTunes and is carried on FM & AM Radio Stations across the US. He also writes for and has been featured in many industry magazines including being featured on CNN, CBS Small Business Pulse, SHRM, Yahoo Finance, Boston Globe, Business in Vancouver, USA today, CEO, Entrepreneur and many more.
Dov has also been an independent leadership advisor to the United Nations (UN).
Dõv's international Leadership & Loyalty podcast is ranked the number one podcast for Fortune 500 Executives globally.Inc.com also names his podcast as: The #1 podcast To Make You a Better Leader, G&A also cited his show in the Top 10 Podcasts For HR Pros & Managers.
Life-Changing Story:
In June 1990, while free rock climbing, Dov Baron fell approximately 120 feet and landed on his face. The impact shattered most of the bone structure of his face, disintegrating some of his upper jaw and fracturing his lower jaw in four places. After nine reconstructive surgeries, no external evidence remains of the damage; however, this experience was life-changing.
Before the fall, Dov had spent years building a reputation as a dynamic speaker and teacher in the field of personal and professional development, but it wasn't until years after the fall that he began to see the beauty and elegance of what had really happened – the return to his own CORE –what he calls his 'Authentic Self'.
Today, Dov has been sharing his wisdom and expertise privately and on international stages with professional leaders for more than 30 years. Dov's influence has created a massive social media platform with over 200,000 followers via Face book, Twitter, LinkedIn, Podomatic, iTunes etc.
He has interviewed and worked with leaders featured on: Oprah, Ellen, CNN, Fox, MSNBC, CBS, Huffington Post, Larry King, New York Times, Washington Post, Forbes, the Wall Street Journal and many other top rated media.
Dov's "KIllTheKeynote" campaign to change the speaking industry went viral to over 5 million people on social media. He is now speaking for some of Europe's wealthiest families at Scone Palace, Next-Gen leaders with UnleashWD and the Legacy Show, and top American c-suite leaders for The #CSuite Network.
In addition to being an author and a radio host, Dov is also the leading expert on Developing Authentic Leadership and he is the world's only Corporate Cultural Momentum Strategist, serving top performance individuals, corporations and organizations to generate both exponential growth and fierce loyalty.
His passion mixed with humour and 'get to the point' no BS style are contagious. Within moments, you will feel a genuine connection with a man who authentically walks his talk. Dov believes that the world needs more leaders who are Authentically committed to living their purpose, standing in their truth, sharing their inner genius, and empowering others to do the same.
Dov's commitment is to take you by the hand and show you why tapping into your Authentic Self is the MOST important key to finding, developing, and retaining your top talent.
To engage Dov Baron for media interviews, speaking at your events, or consulting at your organization, please write to…
or call +1-778-379-7517.
Leaders today are living in what is arguably the most disruptive time since the beginning of the industrial revolution. The leaders that emerge at the top of their game will be the ones who not only adapt but disrupt the very industries they wish to lead. However, disruption for the sake of disruption is a waste of time, effort and resources and downright damaging!
According to the research of Richard Foster, Yale University:
"The average life span of a company listed on the S&P 500 has decreased from 67 years (without disruption) in the 1920's to 15 years today".
Looking forward, the questions we must boldly face today are:
In this presentation Dov Baron will share with you:
This is an exciting and innovative presentation designed for those who are committed to being true industry leaders who thrive in this and the next generation of business and leadership!
Simply being born into a position of authority no longer guarantees that people will willingly follow you (if it ever did!) Today there is a deep-rooted and ever-growing dissatisfaction with leaders who appear to be entitled and who act self-serving. While no one can change the circumstances of family roots, it is possible and necessary to evolve the culture into a new model of leadership. A model that not only stewards the family legacy, but also integrates it into the necessities of being a contemporary leader. Leadership that include being grounded, empathetic, compassionate, passionate, purpose driven and sincerely authentic.
Such an evolution is no longer just an option. Business today exists within a global realm and requires a new kind of greatness that both embraces and fully utilizes that global aspect. But how do leaders find, embrace, and develop that greatness so that they can become the eminent business "monarchs" the world needs?
In this interactive presentation Dov walks each of the participants through the internal journey of "From Knight to King" that demonstrates the integration of authentic leadership by giving penetrating insight into the four types of knights who are on the path to becoming king (or queen). Each of the knights demonstrates an aspect of a leader that can become dominant and overpowering. The key to effective leadership evolution is to recognize and integrate each of these Knights into the King (or queen).
Here is an overview of the elements required to become a monarch:
In this training Dov Baron takes apart the structure of knighthood and lays it out in a contemporize understanding of leadership.
Everyone who has elevated to the position of leader has in some way shown some natural ability to lead. Nevertheless, we tend to lead in the way that is most familiar, or natural to us. However, we find that those who rise to the top are those who have the ability to grow outside of their natural bound by collecting and coalescing all of the leadership archetypes skills and uses them when and where its most appropriate.
Below are the four primary leadership archetypes you will need to become a monarch:
As you read through the overview of each knight there's a good chance that you felt a certain affinity to one as a dominant and maybe even another on had a secondary pull. That being said, it is crucial is that as much as you are pulled to one, you are not just one of them. Leaders have to take their strengths and expand them to integrate all four archetypes.
If a leader fails to integrate all four or does so in a haphazard or isolated manner such a lead can be extremely detrimental and destructive. Potentially destroying companies, tearing apart teams and effectively chasing away an organizations top talent
So how do heritage leaders become not just worthy, but truly ready to own the worthiness of their position? By embracing the journey from Knight to Monarch in a way that enables them to assess where they are now, where they would ideally like to be and to create the path that will get them there, both in and outside of the family business and legacy.
The world has changed, and so has everything we know about becoming—and remaining—an effective leader when it comes to retaining employees – especially Millennials. In a 2014 Global research study the number one issue facing CEO's was that of retaining top talent.
Many leaders today are left scratching their heads in confusion as to why many of their very best people simply pick up and walk away… particularly when they seem to be offering great salaries and upward mobility. As you'll find out in this presentation what we've offered in the past and what motivated people to be fiercely loyal no longer works.
Successful Leadership today requires not just loyalty but FIERCE loyalty. So why is Fiercely Loyal so important? Because it's the difference between someone waking up inspirited to work for you, thinking of your company as a place for their future, verses being in a place where they want to use the skills and abilities they got from you to take them away form you and on to 'something better'. The fiercely loyal employee has a deep sense of connection to your organization because it becomes something bigger than them. As such they become evangelical about the organization making them a top recruiting resource.
We are in the biggest workforce demographic change of all time, which means that in the immediate future, corporate winners will be decided by the Millennial generation. Those who fail to attract and retain Millennial talent will lose. It's as simple as that.
Loyalty has become the single most essential ingredient in every successful organization especially with the average cost of turnover to an organization is between 1.5 – 2X the annual salary of that employee. Therefore, the question becomes: How do you develop the kind of leadership and culture that will have your people become not just loyal but Fiercely loyal?
In this Live Interactive Strategy Session, Dov shares how to develop Fiercely Loyal Employees by focusing on:
Keeping customers loyal has become one of the biggest challenge organizations face today because the values of your customers have changed. The research shows that today's buyers have far less brand loyalty than the previous generations. Today's customers, especially Millennials (now approaching 40 at their eldest) want to look good, feel good and do good.
The old rule of business was that a company had to create a professional image. As you will see in this presentation if that is your focus today, when dealing with Millennials you will actually be pushing them away.
Today's leading businesses understand the number one priority is to create a genuine connection with their customer. This of course is not new, connection has always worked in creating customer loyalty. However, the major difference is the Millennial consumer, doesn't simply want it they demand it!
Today's customers are no longer willing to simply buy from you; you have to get them to buy into you. They want to do business with transparent organizations that are purpose driven.
64 percent of consumers point to shared values as their main reason for working with a brand, and 90 percent expect companies to operate responsibly to address social and environmental issues. 64 percent of consumers say they purchase socially responsible products whenever possible.
The companies that are not purpose driven, transparent and socially responsible are already experiencing their customer's dropping them like a bad date.
The cutting edge companies who will dominate have a simple yet profound burning question on their minds: What has to happen in order for us to have our customers fall in love with us?
So how do you create a deep connection with your customers and have them fall in love with and become Fiercely Loyal to your organization?
In this Live Strategy Session, Dov shares how to develop Fiercely Loyal Customers by focusing on:
If you are in a business that recognizes how people buy has dramatically changed, and you want to make sure that you are at the leading edge of having them not only buy from you, but into you and your organization make sure you bring Dov Baron in right away.
The new generation of high performing leaders understand the value and importance of business and success being people-driven. Not only are they using the latest technologies and strategies to disrupt their industries, they also recognize something old-school leaders never truly grasped: Soft skills (like Emotional Intelligence and being Purpose Driven) have the greatest impact on your bottom-line.
In this interactive presentation Dov walks each of the participants through developing leaders who can lead themselves, their teams, and whole organizations more effectively… Because You Can't Outsource Authenticity!
We all know the Hans Christian Anderson story of "The Emperor's New Clothes." Tailors manipulate an Emperor's grand sense of self to have him believe he's wearing the finest fabric ever made. Rather than admit that he can't see the fabric he denies the truth. Furthermore, when he goes out in a parade with his "new cloths" everyone goes along with the hoax because they too don't want to look foolish or challenge the powers that be. The hoax is only revealed when a little boy who only knows how to tell the truth gives others the power to do the same.
What this means for your business is this when your leader (like the boy in the story) stands up and reveals the truth s/he empowers others to do the same. The leader becomes "one of us" and we (human beings) are driven to bond with those who speak a truth we have feared to speak. Think Dr Martin Luther King Jr.
Full Monty leadership is about removing the masks of who we appear to be and revealing who we really are to ourselves and to our people. This in turn removes the barriers the block loyalty, productivity, engagement and ultimately profit.
Make sure that you catch this presentation to find out:
Dõv Baron's "Full Monty Leadership" is inspired by such leaders as Richard Branson, the Dali Lama, Martin Luther King Jr, John F. Kennedy, Jack Welch, and Larry Winget.
Who we see ourselves as is so often defined by what we do, but what happens when it's time to step down?
Stepping down from a position of authority and power can feel a lot like a loss of identity.
When the sun goes down on our career, it's easy to think that our moment, our hour, our day in the sun has passed…It has not!
There comes a time when we all must ask ourselves what is likely the most difficult question we will ever ask ourselves, "Who am I". This question is particularly challenging when who we had seen ourselves as is no longer apparent.
The critical moment for many of us comes when we have to make the shift from being able to answer that question with ease to suddenly feeling that instant cold sweat of knowing that to say who we 'were' is not the truth of who we 'are'.
Having made your mark in the world and having received the accolades and recognition that goes along with doing so is a pretty wonderful achievement, and an exhilarating feeling. However, when we are no longer in that position it's easy to feel like we have somehow lost ourselves.
One of the greatest challenges of being a "champion", whether in sports, business, on the screen, or anywhere else, is that when we no longer stand in the spot light, it's easy to feel like we have somehow become invisible.
How we see ourselves has a profound effect on how effective we are in the world. Make no mistake, when our identity is no longer as solid as it once was the impact can be devastating to our self esteem, self worth, our finances, and our relationships.
One of the most important things to do is to change the game so that you can still win past your previous career and status, because you are greater than your last achievements. The fact that next-gen leaders can reinvent and change careers as often as every four years is a great example, because our body of knowledge and experience can actually do that with even more ease than them.
In this interactive event Dov Baron will show you…
If you are at that stage of life where you are expected to step down, but you know you're not done… If you are ready to discover who you 'are' beyond the identity of who you 'were'… If you suspect that your story, your experience could have tremendous value to those coming up, then this is the presentation for you. Because learning how to tell your story from this place will likely be the most powerful and empowering experience of your life, it is your legacy!
Full Monty Leadership: Bring Dov In Today – Click to Book Now
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Sign Up Today and Receive This Special Report at No Charge (a $47.00 Value) The three sentences you, as a leader, can start using today to have your team hanging on your every word and happily go the extra mile for you and your organization to generate fierce loyalty.


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Knit One Quilt Too offers beginner, intermediate, and advanced level classes in knitting, quilting, weaving, embroidery, sewing, needlepoint, and crochet. To register, call (401) 337-5578 or stop by. Some classes require no pre-registration.
- This event has passed.
Knitting with Erica (Tuesdays, drop-in, no registration required)
December 31, 2019 @ 10:30 am - 12:30 pm
|Recurring Event (See all)
An event every week that begins at 10:30 am on Tuesday, repeating until July 29, 2020
Tuesdays 10:30 am to 12:30 pm | $25 per session | All levels | No registration required
Need help with a tricky stitch or instruction? Want step-by-step help with a particular project? Or are you just plain stuck on what to do next?
Our drop-in knitting classes are a great way to develop your knitting toolbox and find the motivation for completing those special projects. Erica is here on Tuesday mornings to help you out.
Class type: Drop-in (no registration required)
Schedule: Every Tuesday from 10:30 am to 12:30 pm
Cost: $25 per session


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SKF @ptitude Connect offers cost-effective cloud-based monitoring
2014 April 24, 14:00 CEST
SKF @ptitude Connect gives engineers easy access to a cost-effective cloud computing resource for condition monitoring software that will improve plant efficiency.
Gothenburg, Sweden, 24 April 2014: SKF @ptitude software has been extended to offer SKF @ptitude Connect, a cost-effective cloud computing resource. The service provides instant access to SKF condition monitoring software, enabling customers to improve plant performance and efficiency.
SKF @ptitude Connect enables any business to implement plant-wide - or enterprise-wide - Condition Based Maintenance (CBM) and/or Predictive Maintenance (PdM) program via the internet. Using the SKF cloud service, engineers can access machine data, analyse or display machine conditions and view printable diagnostic reports.
SKF @ptitude Connect addresses a common problem faced in many facilities, which is that there is not enough time or money to purchase and manage the required software. By using SKF @ptitude Connect to access subscription-based software customers can boost equipment reliability and availability without costly investment.
"With SKF @ptitude Connect, customers can improve plant equipment reliability, increase equipment/asset availability and reduce initial capital investments for predictive maintenance programme start-up costs," says Luis F Econom, Asset Diagnostic Services and Systems Engineering Manager. "The solution is also flexible in the sense that it is scalable to demand. It is about solving and saving."
SKF @ptitude Connect is compatible with SKF handheld or online condition monitoring data collection devices, enabling end-users to operate their CBM or PdM programs just as they would with on-site software, bringing reduced IT operating and maintenance costs. Compliant with ISO 27001 and SSAE16, SKF's cloud protects data integrity in key areas of concern, such as data access, data transmission, data storage and data center access.
Because the service is cloud-based, installation is fast, with operational availability typically achieved within days. This enables standardisation of machine condition diagnosis and analysis practices across multiple sites without the overhead costs of an operating system, servers, software upgrades, database licensing and backup systems.
SKF @ptitude Connect is suitable for all running equipment, such as fan systems, pump systems, compressors, and will benefit a wide range of industries, including Food and Beverage, Wind, Oil and Gas, Mining and Marine, and beyond.
Aktiebolaget SKF
For further information, please contact:
Press Relations: Nia Kihlström, +46 31-337 2897; +46 706 67 28 97; firstname.lastname@example.com
SKF is a leading global supplier of bearings, seals, mechatronics, lubrication systems, and services which include technical support, maintenance and reliability services, engineering consulting and training. SKF is represented in more than 130 countries and has around 15,000 distributor locations worldwide. Annual sales in 2013 were SEK 63,597 million and the number of employees was 48,401. www.skf.com
® SKF is a registered trademark of the SKF Group.
™ BeyondZero is a trademark of the SKF Group.
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- SKF @ptitude Connect (477 KB) preview


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The Forest Stewardship Council (FSC) was created in 1993 to allow companies and the public to identify products coming from responsibly managed forests. Two decades later, the FSC remains the only credible forest management certification system, but it's not perfect.
Greenpeace fears that as the system has grown, the FSC's implementation and interpretation of its standards have been watered down. This is why we have just published the first set of case studies highlighting both the best practice and the areas where FSC has to improve to maintain its reputation and ensure it is a logo that consumers can trust.
The first case study looks at good forest management practices, the other looks at the murkier side of what FSC calls 'controlled wood'.
The good side
A great example of FSC-certified forest management can be found in British Columbia (B.C.), Canada where Ecotrust Canada has a certificate for a group of small forest managers located on Vancouver Island and in the Kootenays region in B.C.
The Ecotrust Canada certificate is an example of FSC doing what it was created to do: extract wood using low impact methods that conserve the forest's ecological and social values – which is economically viable because consumers are indeed willing to pay extra for good wood products. The certificate members are actively working to conserve habitat for species at risk, as well as restoring old-growth forests and natural tree species diversity, which has declined through decades of destructive 'status quo' industrial logging practices.
Ecotrust Canada's members also have a positive track record of relationships with First Nations communities – including a formal agreement with the Hupacasath First Nation, which recognises its rights and title to the land and has its consent for forestry practices.
This group certificate is an example that highlights how the FSC does play a very positive role in forest management that benefits forest ecosystems, forestry companies and communities. This is the high bar that the FSC must be held to for all its certificates.
The not so good
Unfortunately, in Scandinavia the mismanagement by companies of FSC-controlled wood is threatening the survival of species at risk.
What is controlled wood you ask? As a consumer you see it as a FSC 'MIX' label in products in your DIY or bookstore – a small label assuring you that 'this product comes from responsible sources'. It is wood supply screened by companies to avoid controversial wood from 'uncontrolled' sources such as illegal logging, conversion of forests to plantations or non-forest uses, high conservation value (HCV) forests, social conflict and Genetically Modified Organisms (GMOs). This wood is either mixed or matched with FSC fully certified wood to produce FSC 'MIX' products.
The three largest forestry companies in Finland have continued their business as usual. They are designating the whole country as low risk for all FSC-controlled wood categories. This is unbelievable for several reasons – which we list in the case study published today, but in summary this means:
Finland's largest forestry companies, UPM, Metsa Group and Stora Enso, all produce FSC MIX label products, which use controlled wood. Recent field investigations show that this wood is coming from flying squirrel habitat and old-growth forests, which are being clear-cut by the Finnish state forestry company, Metsahallitus, to supply Finland's forestry giants. This is not responsible forestry, and should not be endorsed by the FSC.
My Finnish colleague Matti Liimatainen and I believe forest management can and must be improved. Currently less than 2.5% of Finland's managed forests are FSC certified while a lot of damage is being caused by the demand for FSC-controlled wood.
If the FSC wants to maintain its integrity and consumer trust, the poor practices and abuses linked to procuring controlled wood and other bad forest management need to stop immediately, and practices like those of Ecotrust Canada need to be encouraged.We need the FSC system to ensure good practices consistently across the globe and the FSC needs to take charge and protect its reputation.
I believe that forest certification plays a valuable role in conserving the world's forests. But, as the FSC continues to expand in the marketplace, it must reassure consumers that its standards will be applied rigorously in all regions.
This means the FSC needs to strengthen monitoring of the quality of its certified operations, grow the number of products with 100% FSC certified or recycled inputs and, as soon as possible, get rid of confusing and uncontrolled 'controlled' wood altogether.
If not, it risks becoming just another green washing scheme like the industry-led forest certification systems, PEFC and SFI.
To view both case studies, click here.
Judy Rodrigues is a Forest Campaigner with Greenpeace International
"Forest Stewardship Council", "FSC" and the checkmark-and-tree logo are registered trademarks of the Forest Stewardship Council.
(Unregistered) benyayer
the compagny of telephone european put they advertising without any contracts or money i ask them to go another robbert dont sales by me is fondation ...
the compagny of telephone european put they advertising without any contracts or money i ask them to go another robbert dont sales by me is fondation is not orange propoerty the french european robbe robee
4 July, 2013 at 21:27
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Bollards are a vital part of the modern UK street scene. Not only do they help to manage the flow of traffic and block vehicle access – they keep pedestrians, property and vehicles safe.
With such a vital job to do, Bollards HQ focusses on producing the very highest quality bollards right here in the UK. This quality is so evident in our bollards, they can be found in towns and cities throughout the UK because buyers and specifiers know they will stand the test of time.
Our huge range of products covers every conceivable material, style and finish. From traffic bollards to driveway bollards – our range includes steel bollards, stainless steel bollards, Performa-cast Polymer bollards, timber bollards and concrete bollards.
All products are available for instant online purchase and come with free delivery. Best of all, we provide discounts on bulk orders. So enjoy browsing!
Save with our multi-order discount!
Buy 6+ and get a 5% discount
Buy 11+ and get a 10% discount
Many ways to pay!
We accept all major credit and debit cards.
Professional Accreditations and Links
We work with a range of professional groups and association. Read our Quality Statement here.
Polymer Bollard Manchester
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Product Code: BOL/0001BN
Available: In StockManchester Performa-Cast™ Polymer Bollard Below Ground Fix Painted in Black RAL 9004
Buy 6+ and get a 5% discount
Buy 11+ and get a 10% discount
Brand: Manchester
Category: Bollards
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Material: Performa-cast™ polymer
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Weight: 26Kg
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Since we make our products we can provide a complete range of finishes either from standard one's or from your own special requirements. Please contact sales to discuss this further.
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ST. JOHN'S, Newfoundland--(BUSINESS WIRE)--Bluedrop Performance Learning (TSX-V: BPL) announced today that Scrubs magazine has partnered with CoursePark.com to host and deliver their new continuing education program for nurses. Scrubs is the leading lifestyle brand for nurses in the U.S. Scrubs magazine has a readership of more than 2 million, and scrubsmag.com receives more than 390,000 visits each month. Nurses can join the Scrubs Learning Network for free at http://scrubsmag.com/ce.
The Scrubs Learning Network, hosted on CoursePark.com, provides nurses with the accredited nursing continuing education courses they require to meet their annual licensing requirements. The network contains more than 200 hours of continuing education courses that are recognized in all states, offering nurses a cost-effective approach to increasing their professional competence. (Nurses can purchase an annual, unlimited CE subscription for $44.95.)
The Scrubs Learning Network also provides users with a lifelong learning portfolio tool for certificate management, the ability to rate and comment on courses, and discussion boards for peer-to-peer collaboration. Members of the Scrubs Learning Network also have access to scrubsmag.com, where they can comment on articles and enter giveaways.
"We are pleased to partner with Scrubs to build their online learning network and deliver more value for their millions of readers," said Emad Rizkalla, founder and CEO of Bluedrop Performance Learning. "Through their learning network, Scrubs will ensure that nurses have access to the latest medical industry news and skills training. This collaboration will enable their subscribers to keep current and connected," Rizkalla added.
"Our learning network is one of the ways we are bringing technology and information together to improve the professional and personal lives of nurses," said Mike Singer, Strategic Partners CEO and publisher of Scrubs magazine. "We believe in the important work that nurses do and, in addition to providing style and comfort through Cherokee and Dickies scrubs, we provide content and community with a nurse's needs and interests at heart. Not only does the new Scrubs Learning Network deliver valuable accredited continuing education courses for nurses, but it also serves as an environment where members can share, connect and learn from each other," Singer added.
Courses available on the Scrubs Learning Network cover a wide range of categories, including leadership, regulatory issues and critical care for patients.
About Bluedrop
Bluedrop Performance Learning (TSX-V: BPL) is an innovator in workplace training for individuals, corporations, military personnel and the public sector. Launched in 2004, with more than 100 employees in six offices across Canada, Bluedrop is transforming the workplace by designing, developing and delivering affordable training content that improves individual and overall performance of organizations.
CoursePark.com is Bluedrop's cloud-based training delivery platform and contains more than 5,000 third-party online courses from the world's leading publishers and subject matter experts. Launched in 2011, the CoursePark platform is growing quickly, with registered users in more than 100 countries. For more information, visit www.bluedrop.com.
About Scrubs Magazine
Scrubs magazine and scrubsmag.com are part of The Scrubs Media Group, the leading lifestyle media brand for nurses. Scrubs magazine has a total readership of 2,587,500; scrubsmag.com has more than 390,000 visits each month; and the Scrubs Facebook community has more than 110,000 fans. The Scrubs Media Group is a division of Strategic Partners, Inc. Scrubs Magazine and scrubsmag.com are produced for Strategic Partners, Inc. by Mind Over Media, LLC.
Strategic Partners, Inc.
Strategic Partners, Inc. (strategicpartners.net) is a recognized national leader in the design and manufacturing of medical, school and footwear uniform categories. Along with Scrubs, the company supports nurses and other healthcare professionals through the Cherokee Inspired Comfort Award, a national awards program (inspiredcomfort.com); scholarships for students enrolled in nursing schools; an inspirational film for nurses, A Nurse I Am (anurseiam.com); a groundbreaking series of children's books, Hospital Critterz, to educate and appeal to hospitalized children and their parents; and its support of the DAISY Foundation, which serves the nursing profession through recognition and retention programs for nurses and grants for nursing research. The corporation's home office is in Chatsworth, California.
Mind Over Media
Mind Over Media, LLC (mindovermedia.net) is a full-service content development, marketing and communications company with brand publishing expertise. The company's headquarters are in Santa Monica, California.
Media contact:
Libby Carew
Bluedrop Performance Learning