Speaking up within the work environment about issues around diversity and inclusivity is not something I'm comfortable doing. I don't often speak at work about my experiences as a woman of colour. In fact, I think it would be fair to say that in my professional life I have more often than not avoided speaking about these issues, mostly because of a number negative experiences within different workplaces after which I decided that for my own mental wellbeing I did not want to encounter the often ignorant and sometimes downright racist remarks and behaviours I've come across.
In the past year, I've noticed an increase in the talks surrounding diversity and inclusivity within the library profession. But what's often missing from these discussions is the voices of those who are actually affected by these issues. I've heard too many people talking about finding solutions but let me ask you this: how can you solve these issues if you don't fully understand what the issues are in the first place? Before we can even start thinking about solutions, it's important to recognise what the problem is. And that starts with listening. Listening to those who are affected and listening to the issues they've faced. This means letting them a have platform, a safe space within which they can honestly recount their experiences. These conversations can't take place if there aren't inclusionary environments within the profession for them.
I've worked in a number of places, both in and out of the library sector where I've had to put up with colleagues display behaviours that perpetuate the structural racism that is embedded so deeply across society. I've worked in places where all my white colleagues have referred to me in the third person on multiple occasions while I've been sat right next to them. To sit in professional meetings and be spoken about but not spoken with is not only rude but also isolating, demeaning and exclusionary. I've worked in an office where colleagues openly questioned and belittled the fact that another colleague of colour was having to take time off due to mental health issues related to work. These were members of staff who were in senior positions to me. A few years ago, I worked with a colleague (who again was in a senior position to me) with whom I made the mistake of mentioning that I was raised vegetarian because of my parent's religious beliefs. After this she constantly asked if she could talk about beef and pork in front of me despite me continuously repeating that it didn't bother me. This same colleague was amazed that my diet consisted mainly of Indian food and again she never failed to vocalise this whenever given the opportunity. When trying to explain to colleagues how frustrating this was, I was told I was "making too much of a thing of it".
These are just some of the exclusionary behaviours I've experienced within the workplace. And the most frustrating thing about this is that these types of behaviour are often perceived as minor actions by people who don't experience them. To the point where they don't even notice this type of behaviour when it's happening right in front of them. These are not environments within which you can safely share your experiences as a professional of colour. People trivialise it and even say that I'm being too sensitive. But when you've had people shout racist abuse at you in the street, telling you to go back to your country, calling you vile names and telling you be grateful for colonisation, the yes, race does become a sensitive issue!
When I've tried to highlight or even call out such behaviour, people get extremely uncomfortable and defensive. It seems like some people are happy to advocate for diversity until confronted with real situations that are arising right in front of them. There is still a huge amount of denial within the profession as to what constitutes as exclusionary practices and behaviours and about the subtleties of racist behaviour within the professional context.
We keep talking about how we want to make the workplace and profession more inclusive but how can we do this without understanding what excludes people in the first place? I've sat at various events and workshops where I've been talked over and ignored by white colleagues and peers. White colleagues and peers have literally turned their backs to me as they've shouted out about all the wonderful things they are doing for diversity. I'm tired of listening to white people talk at me about race issues and then expecting me to pat them on the back for speaking up on my behalf. Right now it feels like I'm sat on the fringes of the tables where these discussions are happening and in order to get a place at the table, I'm going to have to find a way to physically force myself a space. Often with these discussions, it feels as though only the loudest and most confident speakers stand a chance of being listened to. But if you're only listening to the loudest voices, then that's not inclusive.
Diversity and inclusivity are big issue within the profession. And I don't have the answers as to how we can go about resolving these. But I do know that positive action starts with listening to those affected in order to begin understanding the problem before anything else.
Heena Karavadra: Academic Librarian at the University of Leicester.
Free zine making workshop in London for BAME staff in the library and information profession.
What better way to get our voice heard in a 97% white profession than by doing something creative like making a zine?
I pitched the idea to Stuart Hall Library and they have very kindly agreed to host a zine-making workshop in the library space.
Stuart Hall is a fantastic library, with collection on contemporary visual arts with a non-Western focus to draw inspiration from, including a zine collection.
This is my first time running a zine workshop, and my experiences are limited, but I am excited for a chance for us to tell our story in our own words, pictures, drawings, collage, and meet with other BAME staff.
I am hoping attendees might have access to some materials that may be able to take with us (glue sticks, old magazines and duplicates to make it work), alternatively bring some pre-assembled work to the session.
Ideally, by the end of the session we would have a collaborative zine that we can scan and create a digital copy of, or we could each individually work on our own zine. It is my first time, so we will see what happens!
Ka-Ming has worked in libraries since 2010, in public libraries, membership libraries and currently in a university library. She was involved in #uklibchat for over six years. A regular bi-monthly event that she runs is #libdimsum, a chance for people to meet up, talk shop if they want, and eat delicious food. Sign up to the mailing list to be the first to hear about the events.
All images courtesy of Stuart Hall Library.
Recent disparate (yet interconnected) occurrences and activities in and around me prompted me to reflect upon the current state of play in the corporate (and wider) arena. My findings, I don't believe to particularly novel nor revolutionary but they nonetheless mark a point of personal realisation of everyday reality which hitherto (for me) was substantively theoretical. This article seeks to convey my thoughts and findings in the context of recognised research and theory in the hope that it might help others in a similar situation.
It is worth noting that a lot of my arguments here revolve around works on Critical Race Theory (see Rollock and Gillborn, 2011), White Privilege (see Chavrimootoo and Dawson, 2017) and Inequality Regimes (see Acker, 2006). I could never hope to do any of these topics justice in a piece such as this, but would direct the reader to the stated references for an introduction to these subject matters. Before proceeding further, I believe it is important to define key words and intended interpretations in the context of this item as I believe this is crucial to understanding what it is that I seek to communicate. I will do this below, followed by the main thrust of my arguments, a brief conclusion and my list of references.
"Black" – The word Black is used primarily in the context of race within this literature in reference to individuals who are not White. It is important to clarify here that "race" and "ethnicity" are NOT the same thing (see Conley, 2003; James, 2016).
"Race" – The most important thing to understand about race in this context is that race is a non-negotiable categorisation that is assigned to someone by others; it is unitary, i.e., an individual can belong to only one race.
"Ethnicity" – Ethnicity is a complex identity dimension, inextricably linked to other identity dimensions such as race, religion and culture. Individuals can belong to multiple different transient, even simultaneous ethnicities; it is a characteristic that is self-negotiated and self-identified by individuals. An understanding of these characteristics of ethnicity suffices for the purpose of this item.
This definition extends seamlessly applying to all communities, up to and including the world community.
"White Privilege" – This is the reality that White people by sheer virtue of their "Whiteness" are beneficiaries of advantages (privileges) unavailable to Black people and for which Black people have to work, i.e., earn (see McIntosh, 1988).
White privilege is not a novel construct, but has been a tool wielded for centuries by the privileged White to preserve a position of advantage over all else. A key tool of White privilege is the denial or disregard of key characteristics of non-whites so as to preserve White advantage. So, during the days of slavery for example, Black people were denied the key characteristic of humanity not only to justify slavery but more importantly, to preserve White privilege. "White psychosis" (see Andrews, 2016) made it "undeniably evident" that slavery was to the benefit of the barbaric, uncivilised heathen. With the abolition of slavery, new characteristics have been (and are being) denied/disregarded to the same end – preservation of White privilege (see Harris, 1993); this is brought about through the machinations of inequality regimes.
Today, all societal structures – public and private sector organisations, Higher Education Institutions (HEIs), charitable organisations etc. are all founded upon the central construct of inequality regimes (see Acker, 2006). With the single aim of preserving White privilege, inequality regimes control who are able to engage with the regime, they control influence, power and rewards within (and outside) the regime so as to ensure that only individuals who demonstrate loyalty to the cause of preserving White privilege benefit from interaction with the regime.
Now, the rules designed for the preservation of White privilege (carefully constructed over centuries) translate directly into corporate policies, regulations and "rules of behaviour". These rules are used to control and effect certain organisational dimensions necessary for the maintenance of White privilege. Two notable control mechanisms are: 1) Inequality is legitimised – Participants (and outsiders) are made to accept that certain inequalities are acceptable. Some inequalities are more easily legitimised than others; so it's acceptable for some individuals to be paid more than others, it is acceptable for some individuals to have more power and influence than others etc. but (only recently) race and gender inequality for example are not as easily legitimised and viewed "acceptable". 2) Control and compliance – In order to be allowed to participate with the regime at its very lowest level, individuals are required to demonstrate a willingness to conform to the rules of the inequality regime (enforced through the recruitment infrastructure and strategies). However, to further benefit from promotion into a leadership/management positions participants must demonstrate not just compliance with the rules, but a willingness to defend and enforce the rules preserving White privilege. The further up the organisational hierarchy one desires to climb, the higher the level of commitment to the cause of reserving White privilege that is required to be demonstrated.
As mentioned above the preservation of White privilege (which is the sole purpose of inequality regimes, of which organisations are a subset) hinges upon the denial of key characteristic(s) to non-whites, i.e. Black people (to the advantage of the privileged White); corporate rules and regulations are today employed to this end. As mentioned above, strict control is exercised by inequality regimes to 1) enforce and encourage systems, structures and mechanisms promoting the preservation of White privilege and 2) exclude anything unconducive to the preservation of White privilege. This is embodied in corporate rules and regulations defining appropriate ways of conduct. What these rules are is a less interesting question than why they exist and what they seek to include and exclude. We've already demonstrated (above) that they exist for the preservation of White privilege. Now, what do corporate rules and regulations include and exclude? In terms of its impact upon Black people, the single most important ingredient of corporate regulations and behavioural rules is race. This is not surprising seeing the purpose of these rules (preservation of White privilege). Upon an almost cursory examination, the most glaring, most impactful omission from organisational regulations and behavioural rules is anything to do with Back identity, most notably ethnicity and religion.
As mentioned above, ethnicity is a very complex, yet crucial dimension to Black identity, closely interrelated with religion and culture. For some ethnicities such as Sikh and Rohingya, ethnicity is in fact defined by religion. Despite their many differences, I have not been able to identify many religions in which qualities such as love for fellow human beings are not actively encouraged. It is important to note here that whilst ethnicity and religion are protected characteristics under the Equality Act 2010 (see Legislation.gov.uk, 2010), and most organisations are keen to demonstrate compliance in these areas, organisations actively disregard these crucial dimensions of Black identity when it comes to "appropriate corporate behaviour". So for example, it is not deemed "appropriate" to make mention of religion, or tenets of religion such as love in dealing with colleagues. In so doing, corporations while adhering to legislation disregard specific, targeted, strategic dimensions of Black identity, not only to the disadvantage of Black individuals but (more importantly) preserving White privilege.
Furthermore, the disregarding of ethnicity and religion from the rules of "appropriate corporate behaviour" serves to exclude Black people from benefiting from aspects of wealth, power and influence within organisational regimes by eliminating them from promotion. Recall from above that in order to move up the corporate hierarchy, individuals are required (not only to demonstrate compliance with, but furthermore) to demonstrate a willingness to defend and enforce the rules preserving White privilege. In this scenario, Black people are expected to demonstrate disregard not only for their own ethnicity and religion (since these are explicitly forbidden in corporate behavioural rules), but also to defend and enforce these rules when interacting with colleagues and prospective colleagues. So Black people are explicitly excluded from participating fully in inequality regimes as a result of the calculated strategy to disregard specific dimensions of Black identity such as ethnicity and religion. This, by definition is structural racism. This structural racism is once again justified (by the privileged White) with the argument that structural racism is necessary as anything but structural racism would result in a breakdown of organisational structure and discipline, ultimately resulting in chaos and is therefore necessary for the good of all (see Andrews, 2016).
That there is a dearth of Black people in senior leadership positions not just in Higher Education but across wider British society is a widely documented and accepted fact (see McGregor-Smith, 2017). After my reflections outlined above, rather than bemoaning this statistic, I believe this is cause for consolation. Disparate strategies and training courses (e.g. University of Manchester, 2015; StellarHE, 2018) have so far failed to have a significant impact upon this poor statistic. In the light of my findings above, I believe this is also cause for celebration. My reasons for this (arguably paradoxical) reaction regarding the lack of senior Black leadership is (in my opinion) indicative of the fact that: 1) Black people are (consciously or sub-consciously) unwilling to disregard their ethnicity and religion for professional advancement. 2) Black people are unwilling to disregard the ethnicity of Black colleagues to further their own career advancement 3) Black people are unwilling to promote, defend and enforce rules and regulations (covertly, but very deliberately and strategically) constructed to preserve and further White privilege. 4) It supports my position that Black people are not "broken"; the solution to the dearth of senior Black leaders does not lie in "training" or "re-educating" or "re-habilitating" Black people to progress in corporate inequality regimes – i.e., training them how to disregard their Black identity (ethnicity and religion).
I submit that pursuant to my arguments above, the root cause for the dearth of senior Black leadership across British public and private sectors is the existence of the structurally racist rules currently used to govern British regimes with the (tacit?) aim of preserving White privilege (to the disadvantage of all else). Are these rules broken? Clearly not; they are functioning very effectively doing exactly what they were intended to do – preserve White privilege (and exclude anything and anyone not committed to this cause). How is the problem remedied? 1) Simply put; if organisations are serious about addressing race (and other) inequality, (necessarily) the first step needs to be a change of corporate regulations and behavioural rules to acknowledge all aspects of Black identity, starting with ethnicity and religion. 2) Any leadership training targeted at Black individuals necessarily need to be re-oriented to explicitly acknowledge and accommodate dimensions of Black identity. 3) Policies and strategies should then be constructed in the context of these new regulations and rules promoting Black advancement. I believe that once organisations are "primed" with the first influx of Black leaders, this will be self-sustaining as the initial hurdle of a lack of understanding of Black identity by White recruiters will be overcome with the existence of Black leaders capable of understanding Black identity (The implication here that privileged White individuals are incapable of understanding Black identity is not unintentional and is a widely supported position (see e.g. Chavrimootoo and Dawson, 2017; McIntosh, 1988)).
With inequality regimes permeating all aspects of society, I don't believe anyone has the option to not engage with these regimes if they wish to survive. We might have some say as to how much we wish to engage (e.g. remain at the bottom of the corporate hierarchy only conforming to the structurally racist rules or choose to "play the game" trying to either "outwit" the privileged White "oppressors" or to capitulate and do whatever is required for personal gain). For the professional struggling to advance in current corporate environment, I believe that an understanding of the basic fact that the rules governing corporate behaviour are (deliberately) structurally racist will be invaluable in understanding the professional landscape in which they work and help them decide how best to strategise – either to fight for the elimination of structural racism or to seek to skilfully navigate their environment (with insight into the structurally racist landscape in which they have to survive). The latter option, I would suggest is a short-sighted, ego-centric view which will leave future generations in a worse position than we are currently in. It is widely accepted that race equality benefits all, not just the Black population (see McKinsey, 2015); I would therefore seek to rally us all – regardless of race or ethnicity – Rise up and fight! Together we must destroy the scourge of endemic, legitimised structural racism!
A Software Engineer by trade, Berrisford has over 15 years experience working within the private and HE sectors. He is an experienced Project Manager, with over 15 years experience in Event Management. Since 2014, Berrisford has immersed himself in the work of advancing equality (generally) and race equality (more specifically) in HE and wider British society. He has an MSc in Social Research Methods and Statistics for which he examined ethnicity nondisclosure in HE. However, his passion centres on the practical implementation of (recommended) interventions aimed at addressing racial inequality. Berrisford currently works at the Main Library at the University of Manchester and is co-chair of the University BAME Staff network. He is actively involved with various groups inside (e.g. Library ED&I Working Group, General Assembly) and outside the University (e.g. GMP Black Police Association and GM BME Network) as well as (joint) community projects such as the Black Lawyers Matter; also serving on advisory panels (e.g. Runnymede Trust); all with the central aim of advancing race equality – which he claims to be his "calling in life". Contact Berrisford here.
Acker, J. (2006). Inequality regimes: Gender, class, and race in organizations. Gender & society, 20(4), pp.441-464. [Online] Available at: http://intergender.net/OLIG/IG_ARCHIVE/www.sagepub.com/oswcondensed/study/articles/05/Acker.pdf [Accessed 6th Oct. 2017].
Andrews, K. (2016). The psychosis of whiteness: The celluloid hallucinations of amazing Grace and Belle. Journal of Black Studies, 47(5), pp.435-453.
Chavrimootoo, D; Dawson, R (2017). Learning and Unlearning Whiteness [Online] London, Equality Challenge Unit. Available at: www.ecu.ac.uk/wp-content/uploads/2016/08/Ross-Dawson.pdf [Accessed 29th Sep. 2017].
Conley, D. (2003). RACE – The Power of an Illusion . Ask the Experts | PBS. [Online] Pbs.org. Available at: http://www.pbs.org/race/000_About/002_04-experts-03-02.htm [Accessed 29 Sep. 2017].
Harris, C.I., 1993. Whiteness as property. Harvard law review, pp.1707-1791.
James, M. (2016). Race. [Online] Plato.stanford.edu. Available at: https://plato.stanford.edu/entries/race/ [Accessed 9 Oct. 2017].
Legislation.gov.uk. (2010). Equality Act 2010. [Online] Available at: https://www.legislation.gov.uk/ukpga/2010/15/contents [Accessed 16th Sep. 2017].
McGregor-Smith, R. (2017). Race in the workplace: The McGregor-Smith Review – GOV.UK. [Online] Gov.uk. Available at: https://www.gov.uk/government/publications/race-in-the-workplace-the-mcgregor-smith-review [Accessed 17th Sep. 2017].
McIntosh, P. (1988). White privilege: Unpacking the invisible knapsack.
McKinsey (2015). 'Why Diversity Matters'. [Online] Available at: http://www.mckinsey.com/business-functions/organization/our-insights/why-diversity-matters [Accessed 17th Sep. 2017].
Rollock, N. and Gillborn, D. (2011). Critical race theory (CRT). British Educational Research Association online resource. [Online] Available at: http://www.academia.edu/download/8634619/Rollock%20%20Gillborn%20-%20Critical%20Race%20Theory.pdf [Accessed 6th Oct 2017].
StellarHE (2018). Home – STELLAR HE. [online] Stellarhe.com. Available at: http://www.stellarhe.com/ [Accessed 11 Mar. 2018].
University of Manchester (2015). Manchester 2020 The University of Manchester's Strategic Plan [Online] Manchester, University of Manchester. Available at: http://documents.manchester.ac.uk/display.aspx?DocID=25548 [Accessed 13th Nov. 2016].
Everyone has been in this position at some point in their lives. You know you want to do something, but yet not sure how to go about it.
We at DILON have been getting quite a few people and organisations contacting us asking this question (or questions in a similar vein) recently. So I decided to address this in a very structured librarian way: with a list. Please be aware that I am not an expert, this is not an exhaustive list, nor is it the *best* list available, but it should be a helpful starting point for you to do more research on being an effective ally.
I have referred to mostly online non-academic resources to promote the ease that one can research this topic. As with most things, I am deeply indebted to all those who have broached this topic before me, and I have included them in the bibliography at the end.
I have used the term 'People of Colour' or 'POC' in this post as per this qualification by Loretta Ross about the Origin of the phrase "Women of Color".
Listening is one of the most important things you can do. It validates the importance of the other person's experiences. Become comfortable with being uncomfortable. Take an active listening approach by asking questions to clarify things you don't understand and be open to the response. The active in 'active listening' does not mean launching into 'that time it happened to you'. "Being a good ally often means not being included in the conversation, because the conversation isn't about you." This conversation is about the other person. However, remember to be respectful of what a person is not comfortable discussing.
Stop asking what you can do – start researching what you can do. By asking people of colour how to be a better ally then you are implying that someone else should do all the emotional labour for you. This work isn't our responsibility; it's yours. Do not go into a discussion about privilege passively expecting someone else to make all of the recommendations for you. This process is an active one, not a passive one and this approach demonstrates your commitment to the process. Go into it with some ideas, use it as an opportunity to collaborate, research and learn something. Take this as an opportunity to deconstruct your own unconscious biases – we all have them.
Mention the excellent work done by voices who do not have your privilege and repeat it. This term originated as an echoing strategy within the workplace where if ideas from a marginalised group weren't acknowledged, another person would repeat it and give their colleague credit for suggesting it. This term has expanded to include both online (i.e. retweets and Facebook sharing) and real-world situations. Amplifying the opinions and ideas of other people is a way to participate without taking up space.
It is exhausting being the only person who says something. The burden of representation means that there is an expectation that the only person of colour in the room will take up the mantle to re-dress all racist wrongs. This situation is where you can step in. If you spot discrimination at work or hear derogatory comments, say something, or talk to HR. If you work in a large organisation, there will be processes in place to deal with situations like this. This strategy is about creating a safe environment for everyone.
Being an ally is an active not passive role. The number of POC friends you have doesn't make you an ally, nor does it make you more knowledgeable on the topic (better known as 'whitesplaining'). See #1 on this list. You also do not get credit for past acts of solidarity (also known as 'virtue signalling') without regard for current behaviour. What makes an ally is the active role you take, now, in the present, and in the future. Racism is so deeply embedded in our culture that although there have been significant achievements, discrimination still exists in our society. This means there is no end date to being an ally. Here are some suggestions of things you can do: Look at your own internal biases (again, we all have them). Look externally at ways to change oppressive systems. Donate. Volunteer. Show support for groups that address these issues. Amplify.
You will make mistakes. Let me repeat that. You will make mistakes. And you will continue to make mistakes. No one gets it right the first time. Your mistakes do not define you, but how you handle them does. Be graceful, courteous and apologise (and mean it). Accept feedback that your actions are doing more harm than good. Do not get defensive and try to explain that 'You are a nice person' or 'I am an ally, so it's ok'. You may be a nice person or an ally, but your privilege has blinded you to who is actually the victim.
"In reality, most of us naturally know the right way to react when we step on someone's toes, and we can use that to help us learn how to react when we commit microaggressions.
This section is for organisations. Representation matters. Why? It shows the organisation's commitment to a diverse workforce and demonstrates that diversity isn't just a tick box exercise. It also reflects an understanding of the benefits of a diverse workplace. Please don't keep asking the one POC in the organisation to be in the brochure. Hire more people from different backgrounds. The responses that 'they don't apply' or 'we can't find any' are excuses. Look at your hiring practices, are there 'bias interrupters' during the hiring process to combat unconscious bias? Does your organisation use blind hiring? Are you advertising in the right place? This type of change won't be natural and takes effort, but is necessary to create opportunities for everyone, not just the privileged few.
Chignell, B. (2018). Five reasons why diversity and inclusion at work matters. [online] CIPHR. Available at: https://www.ciphr.com/advice/5-reasons-diverse-workforce-matters/ [Accessed 11 Jun. 2018].
Lamont, A. (n.d.). Guide to Allyship. [online] Guidetoallyship.com. Available at: http://www.guidetoallyship.com/ [Accessed 21 May 2018].
Teaching Tolerance. (2018). Test Yourself for Hidden Bias. [online] Available at: https://www.tolerance.org/professional-development/test-yourself-for-hidden-bias [Accessed 11 Jun. 2018].
I was manning our library Twitter account whilst the 2018 LILAC conference was happening and saw this thread https://bit.ly/2Le2yr3. It took me by surprise how strongly it resonated with me. The discussion about the importance, yet lack of, diversity at library conferences definitely rang true. I remember attending the UKSG Forum whilst a LIS student a couple of years ago where I needed to meet up with another student. I was worried we wouldn't find each other but luckily we were the only two non-white faces in the room, so that made things simpler, if a bit depressing.
Moreover, as a mixed-race woman, the feelings people shared on the thread about sitting uncomfortably within the BME label also resonated with me. That sense of being the white-side of diverse yet still experiencing the otherness symbolised, for me, by the endless question: 'Yeah, but where are you really from?' – I want to check my privilege but actually I don't feel that privileged. I've worked in a couple of university libraries in Leeds, which is obviously a diverse city. Despite them being large employers with good, well paying jobs there are painfully few non-white people. I even left a job in one of them because of bad treatment and only realised afterwards that the only other people being treated like this were also the three other non-white people. I honestly don't know if that was pure coincidence but it's certainly not going to help encourage diversity is it?
I think many LIS managers do genuinely want to encourage diversity but don't really know how. Putting in a bland statement at the very end of a job advert like: "We welcome applications from all individuals and particularly from black and minority ethnic candidates…" is not good enough. It's an afterthought, a box ticking exercise. I'm supremely optimistic that we as a sector can change things, although not naïve of the challenge ahead!
In my anecdotal experience, most library workers just fall into library work. They're students, artists or musicians and libraries are simply a pleasant way to earn a stable income amongst like-minded people. I spent a significant amount of my childhood in the local library. I studied English and creative writing at university and yet it never crossed my mind to become a Librarian. I just fell into it whilst studying again later on, but now it feels like the most obvious thing for me to be. Perhaps this is because librarians still suffer from the stereotypes of being stern old women stacking dusty shelves. (In fact, after writing this paragraph, I came across DILON creator Jen's career history echoing the same points). But we know those stereotypes aren't true! If we (I'm using the royal We here) went into schools and spoke to kids about all the great things about librarianship (and maybe call ourselves something more modern like Information Professionals), I reckon in time we would end up with a more diverse workforce.
This might also start to address the elephant in the (book) room – Class. DILON isn't about class per se but it certainly intersects. It's all very well for middle-class kids to fall into library work whilst at university or shortly after but let's make it an interesting and visible option for other kids too. A stumbling block could be the insistence on CILIP accredited qualifications in order to get a professional job (yes, I know, all sorts of debates here). However, it might help if people found librarianship as a career option before doing something else, particularly if they're not from a privileged background. AND if kids know they'll need to do a degree at some point to be a librarian, it might affect what they do at school and college. Basically, lets raise the profile of the profession so that children of all colours and backgrounds see it as a career option, like being a lawyer or a nurse. Then they'll have the opportunity to take the necessary steps towards achieving this interesting and rewarding career. And everyone will benefit from a more diverse workforce.
Each regional member network has an Equality and Inclusion Officer (the YH Officer could not attend this meeting) and the committee wondered if there could be more support for this role with some targets set and advice from central CILIP HQ.
We did notice that we were the only non-white faces in the room and this was acknowledged round the table as an issue with recruitment to the committee. At the recent CILIP Member Network Forum, regional groups were told they will soon have access to some data about their members and this should aid them in recruiting more diversely, not just in terms of race but also sector, region and across other minority groups.
We spoke about the reception we have had from central CILIP and our disappointment in their lack of action in recent years.
The oft-mentioned new BAME Special Interest Group was mentioned and it was clarified that CILIP members no longer need to pay to join these groups, so no BAME people would be unfairly penalised for joining. Phew!
We asked committee members to not just consider diversity as part of their CILIP role, but also in their workplaces and urged them to raise it as an issue where appropriate. Some great discussions came out of this, with someone mentioning a library visit to their university Faith Centre and our general agreement that where there is diversity, those people are often found in lower graded roles.
Finally, we raised the issue of being an ally and that even though we are part of DILON, we are not experts. Rather, it is the responsibility of everyone to push for a more inclusive workforce and before asking us what can be done, librarians should ask themselves.
The committee were incredibly welcoming and keen to listen to us, and we look forward to working with them in the future. A big special thank you to David for inviting us for to Owen for contacting us about events. Thanks CILIP YH!


text:
Timothy Antoine Governor of ECCB
The Monetary Council has appointed long serving Grenadian public servant Mr. Timothy Antoine as Governor of the Eastern Caribbean Central Bank (ECCB).
Mr. Antoine succeeds Sir K. Dwight Venner, who retired on November 30, 2015.
Antoine who served as Permanent Secretary in the Ministry of Finance for 14 years holds a BSc degree in Economics with Management from the University of the West Indies and a MSc in Social Policy and Planning from the London School of Economics.
The appointment of Mr Antoine followed a process that included identification of suitable candidates by a Search Committee led by Sir Errol Allen, interviewing of these candidates and the submission of recommendations of the Search Committee to the Monetary Council.
The Monetary Council, the highest decision making body of the ECCB, interviewed the two top ranked candidates before making its decision.
The ECCB Monetary Council has expressed its appreciation of the Search Committee for its service and thanks all the candidates who were considered.
In welcoming Mr. Antoine, Mr. Victor Banks, Chief Minister of Anguilla and Chairman of the Monetary Council, noted that "Mr. Antoine is an outstanding Caribbean professional with a clear vision for the ECCB and has demonstrated commitment to the development of the Eastern Caribbean Currency Union."
Musicabana Festival In Cuba: Major Lazer, Sean Paul, Pablo Milanes, More Will ... - Latin Times
Thu Jan 14 , 2016
Musicabana Festival In Cuba: Major Lazer, Sean Paul, Pablo Milanes, More Will ...
Latin Times
They will be joined by Jamaican dancehall singer Sean Paul and Brazilian artist Carlinhos Brown. American DJ trio, Major Lazer ---consisting of South Florida natives Diplo and Walshy Fire and Trinidad and Tobago's Jillionaire--- are also jumping on ...
Major Lazer, Sean Paul, Ibeyi, Mayra Andrade & More Are Playing Cuba's Biggest ...Okayafrica
Diplo & Major Lazer Are Headed To CubaVibe
Major Lazer Will Be First US Act to Play Cuba Since Ties RestoredRollingStone.com
USA TODAY -Miami New Times -Cuba Journal
all 47 news articles »
Two chopping incidents over the weekend
GFA's Pure Grenada Cup officially launched
Chrisann Isaac Crowned Carnival Queen
ASP Coutain back in the Force
Government House restoration project gets a shot in the arm
Grenada Signs An International Solar Alliance with India

redpajama_set_name: RedPajamaCommonCrawl


text:
Elderly blind and deaf dog found straying in Lincolnshire village in 'terrible state'
The RSPCA is appealing for information after an elderly blind and deaf dog was found in Grainthorpe, Lincolnshire on Easter Monday (2 April) in a very poor condition.
The small female white terrier was handed in to the dog warden, and the RSPCA was called the next day (3 April).
RSPCA inspector Laura Jones said: "This poor old lady was in a terrible state.
"She has a chronic skin condition with thickened skin, her ears were dirty and her eyes were stuck with gunge.
"She had very overgrown claws, some of which had started to grow into the pads of her feet, and one poked out like a twig.
"Her teeth were in a very bad way, most of them black and rotting, and all but one of them needed removing, which has now happened.
"We now realise that she is in fact blind and deaf but she is extremely sweet and is definitely a whole lot happier now she isn't in pain. Her fosterer says she is always wagging her tail."
Mable, as she was named by the vets treating her, wasn't microchipped or wearing a collar and ID tag – as is required by law – so at the moment there is no way of tracing her owner.
Inspector Jones said: "If anyone recognises Mable, and knows who she belongs to, I'd very much like to speak to them.
"Please call the RSPCA inspector appeal line on 0300 123 8018 and ask to leave a message for me.
"Whilst she is an old dog there is no reason why she should be in such a poor condition. It's taken a long time for Mable to get this way. Sadly it seems she has been badly neglected."
To help the RSPCA continue investigating incidents like this please visit: www.rspca.org.uk/give
Region: North.Tags: appeal for information, blind, deaf, dog, elderly, Grainthorpe, Lincolnshire, Louth, Mable, old, RSPCA, skin condition, straying, suffering.


text:
Posted on December 10, 2018 at 5:36 pm.
1. A Word About Drug Tests
2. Cocaine Excretion
3. Cocaine Intoxication
4. Mental Health Conditions
How long does cocaine stay in your system? Cocaine can remain in the human body anywhere from 3-6 hours after the last dose is taken. Also, cocaine use produces a metabolite known as benzoylecgonine (BE), which can take up to two days to be fully eliminated from the body.
Research has shown that when a person uses cocaine, around 40 percent undergoes hydrolysis (merges with water) to produce benzoylecgonine. Another 40 percent is processed by the liver. Cocaine itself has a short half-life of about an hour, but the BE has a half-life of approximately six hours. –
Factors That Effect How Long Cocaine Remains in the Body:
The higher the dose, the longer it takes to be completely expelled from the body. The manner in which the drug is delivered is also a factor.
Injecting cocaine will result in a fast, more intense high, but it also leaves the body more rapidly (the half-life is about five minutes, and clears the system in around 30.)
Snorting cocaine usually results in a high that persists for 10-30 minutes, taking no more than three hours to be fully expelled.
Smoking freebase cocaine, as opposed to other methods, extends the half-life to about 45 minutes and can take up to four hours for the drug to be cleared.
Oral ingestion can delay the high for an hour or so, and effects can last for two more hours after. Half-life is about an hour, and it may over five hours for the drug to be entirely expelled.
Long-term cocaine users may have a tendency to retain cocaine in their bodies for an extended period, initiating storage in fatty tissues. For this reason, detox can take longer and symptoms are often more severe.
Moreover, the longer the duration of cocaine use, the more difficult it is for their body to expel it – in essence, the body's elimination process becomes less efficient over time and eventually loses functionality.
Purity level is also a factor – the purer the cocaine, the more potent the effects and the longer it will remain in a person's system. A number of other determinants include, but are not limited to the following: metabolism, body mass, age, and pre-existing health conditions.
A Word About Drug Tests
Drug tests do not actually determine how long cocaine remains in a person's system, but rather, toxicological methods may identify traces of cocaine use, in some cases, for up to three months.
For example, a blood test can detect cocaine in the human body for the first 24 hours, whereas a urine test can detect cocaine in the body from 2-30 days. Hair follicles can hold traces of cocaine use for up to three months.
Cocaine Excretion
Some research has found that the amount of the drug used can also be a determinant in how long cocaine metabolites (BE) persist in a user's system. Other factors that can hinder the release of BE include:
Being overweight/obese
Inactivity/sedentary lifestyle
Lack of hydration
Caffeine overuse
Cocaine Intoxication
Retention of cocaine in the human body leads to cocaine intoxication, a condition that can result in adverse side effects in addition to the desired effects such as euphoria.
Cocaine use is deceptive, and users can still suffer from an overdose even after many of the effects seem to have worn off. Users often take successive doses mistakenly believing that because effects have abated that they are safe to use again.
Using consecutive doses of cocaine, however, puts the user at a heightened risk for overdose as the drug continues to build up in the system with each additional use.
Using an excessive amount of cocaine or taking it in a high concentration can produce the following adverse symptoms:
Anxiety and agitation
Chest pain/pressure
Elevated heart rate, blood pressure, and body temperature
An overdose can also result in muscle damage, kidney damage, brain hemorrhage, stroke, or respiratory failure, and sudden death due to organ failure.
If you or someone you know has recently used cocaine and appears experiencing any of the following symptoms, please call 911 immediately:
Dangerously high blood pressure
Irregular heart rate
Extremely high body temperature
Extreme anxiety or confusion
Irregular heartbeat (arrhythmia)
In addition to anxiety, high doses of cocaine can lead to other serious symptoms of mental illness, including depression/suicidal thoughts, mania, paranoia, and psychosis. Occasionally, psychiatric symptoms can arise in those engaging in much lower levels of cocaine use.
Street cocaine is often laced with other potentially life-threatening substances which can contribute to their own set of symptoms and unpredictable effects.
Takeaways: Individual factors and the properties of the cocaine being used help determine how long it will stay in the system. Any cocaine use in of itself is risky, but using several doses of cocaine in succession is especially dangerous because of continually rising levels of the drug.
Getting More Information
We provide a comprehensive, holistic method to treatment, encompassing a wide array of different evidence-based practices in combination. All of Midwood Addiction Treatment's primary therapists are either licensed or master's level clinicians.
Our programs are structured with various components of evidence-based treatment practices and holistic approaches to treatment that provide our patients with the knowledge and tools they need to be successful in their recovery.
If you or your loved one is suffering from substance abuse, please seek help as soon as possible.
Call us now to learn about our treatment options.


According to a PNC survey, almost two-thirds of millionaires say their wealth is largely attributable to their jobs. Furthermore, these six figure earners are much better at applying for and landing better paying jobs and are far more inclined to negotiate better salaries and over all commission plans than their peers (says a study by PayScale.com). In contrast, nearly 60% of their competition (all U.S. workers, in fact) simply settle for the first offer they get.
So what are their secrets? How do these top earners go about applying for, interviewing at and landing these better jobs? The good news is that, as always, success leaves clues, and by simply following some of their tried and true strategies, you, too, can begin applying for and landing not only better paying jobs, but also better positions at those jobs.
Now don't be worried if you're not a six figure earner – yet. By following the strategies and techniques below, you can begin making yourself more valuable at your current job, and more marketable to your next employer as well. In fact, if you are in the job market right now, using these proven tips will move your resume to the top of the list and get you an interview above everyone else who is applying.
How can I be so sure of this? Because my experience in hiring tells me so. Over the last 30 years, I have reviewed thousands of resumes of potential inside sales reps, admin support people, marketing people, etc. And as a consultant, I've worked with my client's hiring managers, recruiters, HR Directors, V.P.'s of sales, sales managers, etc., helping them vet and interview thousands of more candidates. I can look at a resume for one minute and tell you whether a company would be interested in speaking with you or not.
And after all that experience, sadly, I can tell you now that we (myself, hiring managers, etc.) throw away about 95% of all resumes received for an inside sales position. Ninety five percent! That's a horrendous statistic, and it just shows how unprepared (or uninterested) most sales reps are about applying for and getting a new job. It tells me that the majority of job seekers carelessly put together their resume, and then rapid fire it out to as many potential jobs as are advertising. It's the shotgun approach to landing a job. And it does not work.
Lucky for you that with just a little bit of time and effort ahead of time, you can create a cover letter and resume that will make hiring managers anxious to call and meet with you. By just putting in a little bit of work before you attach or upload your resume to a job posting, you can all but be assured that you'll be sitting in front of the hiring manager for the job you'd really like to get.
Moreover, if you follow some of the other tips you'll read in this Special Report, you'll also be able to negotiate things like a signing bonus, a performance bonus, higher salary and/or commission schedule. And, with just a little bit of planning, you can even begin applying to and landing positions in management. And all of this will mean more money, more prestige, and more opportunity in your future.
1) Write a cover letter that will separate you from 90% of the resumes a company gets.
2) Easily develop a resume that will put you into the top 1% of what a company is looking for – and ensure that you get interviewed first.
3) How to make yourself more valuable to your current company, as well as future employers as well.
4) How to ask for and get higher positions in management and so make more money.
5) How to get the largest starting pay – including asking for and getting a signing bonus.
6) How to negotiate for salary and bonus reviews which will keep your earnings going even higher.
You can apply for and get a better paying job, but you must know how to do it first. In next week's Ezine, I will teach you the secrets of crafting a simple, yet powerful, cover letter that will immediately separate you from the hundreds of other resumes a hiring manager receives each week.
This tip alone will move you, and your resume, above the competition applying for the job you want!
Ask any manager, V.P. or business owner what one of the biggest challenges they face in making their revenue numbers and they'll tell you it's in identifying, hiring and retaining good sales reps. If you are familiar with my management philosophy, then you've heard me talk about the 80/20 rule in sales, and all you have to do is look at your own company or industry to know it's still true – 80% of the sales and revenue are made by the Top 20%.
I have also found an easier way to identify who the potential top producers are, and I've boiled it down into three "Real Secrets." If you are responsible for identifying and hiring sales reps in your company, then I recommend you use these techniques to help you find the right sales reps before you spend all that time and energy training, managing and hoping you've made the right choice.
Real Secret #2) Determine what is really motivating your candidate. What we exposed in the first real secret was your candidate's comfort zone. We all have comfort zones, and sales reps in particular will always live up to – and most likely down to – their comfort zone especially in terms of income.
1)	I ask them to sell me on the product. What I'm looking for is for them to ask me qualifying questions rather than just start pitching. Those who just dive right in and start pitching reveal themselves as middle to low 80% producers. Top 20% producers, on the other hand, start asking me questions and gathering information. They are the ones I'm interested in.
These techniques have saved me hundreds of hours of poor hires, and they have often revealed who the real top producers were. Use them, and you'll love how they will work for you as well.
Experienced Sales Reps – Should You Hire Them?
Who would you rather hire for your inside sales team – an experienced inside sales rep with experience selling different products or services across several companies, or someone new to sales, say a college graduate, or how about a waiter or bar tender or someone one else new to sales? The proper answer here, of course, is it depends on the individual circumstance. But as we'll see, if the proper systems are in place, it's usually a wiser choice to go with someone new to sales. Let's find out why.
While conventional wisdom would lean towards hiring someone with specific inside sales experience, what common experience tells us is that that choice is rarely a guarantee of good performance. In fact, after hiring or being involved in the hiring of thousands of experienced inside sales reps, I can tell you from personal experience that it is very rare to hire an experienced sales rep who turns into someone truly exceptional. It's more common to find mediocre sales reps who continue to produce down to their level of past production. There are many reasons for this.
To start with, most sales reps have never received the kind of sales training that leads to consistently good results. Sales training, and its constant reinforcement, is an area that is either under developed or an effective extension of product training. After initial orientation and training, most inside sales reps are left to either figure it out on their own, or to sink or swim. This leads to a lot of sales reps who develop poor sales skills that they repeat over and over again as they ad lib their way through their jobs. It's these very same unsuccessful reps that are looking for work when they answer your job posting.
55 percent of the people earning their living in sales should be doing something else.
Another 20 to 25 percent (of salespeople) have what it takes to sell, but they should be selling something else.
They concluded that based on these statistics, the practice of hiring experienced sales candidates will produce an unsatisfactory result as much as 80 percent of the time! That may seem a pretty dire pronouncement, but it once again rings true in my experience and, I'm willing to bet, in the experience of many of you reading this article as well.
Now before you throw your hands up in the air and decide to abandon your sales efforts completely, the good news is that there is a solution. The solution is to invest the time, money and effort in defining your sales process, developing a solid training program that teaches the best practices of your sales process, and then to give your front line managers the tools to manage your rep's adherence to these defined sales processes. You can see a video of me describing this process on my website.
Once you build these processes, you will be in the unique position of being able to hire and successfully on board new talent into your sales team. The great thing about hiring someone new to sales is that they are a blank slate without any poor sales skills and habits. Rather than trying to undo years of poor performance and attitude, you can spend your time actually training someone the right way from the beginning. After that, your time can be spent reinforcing and measuring adherence to your best practices. The major benefit here is that you can shorten the time it takes to evaluate whether or not the person you've just hired has the ability and desire to succeed in your sales environment.
Another benefit of using this method is that since you are hiring people who are new to sales, you can now recruit from almost anywhere. Rather than being handcuffed to running the same old ads and attracting the same old suspects, suddenly you will be free to find and recruit new talent anywhere you go. When I was actively managing and growing a financial service team, I would carry my business cards with me everywhere and would constantly be on the lookout for people who were bright and had winning personalities. I'd chat up people working in department stores, waiters, bar tenders, and anywhere else I found engaging and motivated people. In fact, some of my top producers where found in this way.
Now, let's get back to the question at the beginning of this article. Is it better to hire an experienced inside sales rep or someone new to sales? Again, it depends on the circumstance because you obviously don't want to hire someone new who doesn't have the temperament or desire, and you don't want to not hire an experienced sales rep who might do well in your environment. The way to be successful with both of these hires is to have a solid training program and follow up mentoring and measuring system to evaluate them. Only in this way will you be able to successfully hire and develop the right candidate.
IntroductionAfter you've chosen the best compensation plan for your inside sales team – either straight salary or commission or a combination of the two – the next step is to determine how best to keep them motivated and focused on making their daily and monthly revenue goals. Many business owners and managers choose daily spiff programs or contests to develop or keep sales momentum going, but how effective are these initiatives?
Providing daily bonuses or "spiff" programs, or other weekly or monthly contests, have long been a part of the inside selling environment. Most sales reps and managers have experience with handing out or receiving cash for the first deal on the board or for the achievement of a daily sales goal, or of handing out or receiving lunch vouchers or even DVD players for month end "top dog" status. The reason these daily bonuses are still around is because they work on some level.
There is no denying that sales reps will work harder if there is a special bonus attached to the work they are already doing anyway. As long as the bonus is truly reachable by all the sales staff, a percentage of the team will temporarily try harder to earn the additional spiff. The key words here though are percentage and temporarily. Again, although many managers can attest to the increase in effort and sometime production, in the end the consensus is that after a while the spiff programs lose effectiveness.
Some of the inherent problems with spiffs and contests are a perception by some of the sales team that no matter how hard they try, the better reps will still dominate and win the awards. There is a lot of truth to this as top reps are often in the position to win with better pipelines, higher quality leads and better selling and prospecting techniques. Because of this, half the sales team tends to check out and ignore the contests and can even become de-motivated by them.
A more practical problem with daily spiff programs, however, is that they tend to become more expensive as last month's $500 dollar overall bonus often needs to get bigger to get the same result. Sales reps get jaded easily and the top reps are quick to voice their disappointment at the same low bonus paid out for all the extra work they feel they have to do. "Is that all you've got?" is their often tacit reaction to next month's bonus. So up goes the investment on management's side, yet as the investment goes up the effort and results often go in a different direction.
At the end of year, many business owners and managers look back at all the additional money they paid out in daily spiffs, bonuses and contests and come to the same conclusion – the investment wasn't worth the bottom line result. According to CSOinsights.com, 48% of inside sales teams still fail to reach their monthly production goals despite the contests and bonuses offered. Fortunately, there is a better way.
Recently we consulted with a company selling healthcare products over the phone. The sales team consisted of a seasoned group of about twelve reps, and we added three new reps during a 90 day period. There were many issues to be addressed, but coming up with a new compensation plan was at the top of the list. This company had relied on the daily spiff and bonus program for years and overall the team was spoiled, unmotivated and ultimately unproductive. To get them motivated again, we made two primary changes.
The first was to discontinue all daily spiffs and cash bonuses and replace them with a controlled monthly bonus program that was based on goal attainment. In other words, if you didn't hit your monthly revenue goal, you didn't qualify for any of three new month end bonuses. The immediate result and benefit of this new program was to take the rep's focus off the daily, "What's in it for me?" attitude and instead refocus them on the company's goal of overall monthly revenue attainment.
Aligning the rep's focus with the company's focus changed everything. First, the reps were no longer focused on a series of short term goals, but rather, were now focused on one month at a time. This had the immediate benefit of keeping them motivated during the entire month. Secondly, by not rewarding them for achievement of incidental benchmarks, (daily production, first deal in, etc) reps had to work harder and stay focused longer to achieve the one goal that mattered – their overall monthly production.
As reps remained more alert to their overall production goal, managing them became easier as well. Rather than deal with the daily bonus programs and the attitudes that came with them, the front line managers were now able to focus on the one thing that mattered – monthly revenue goal attainment. Once the focus on bottom line numbers was renewed, managers could get back to the basics of sales management. This meant less time babysitting attitudes and more time driving pipelines and sales. With management and reps more evenly aligned, production steadily rose.
And, of course, with the elimination of daily cash bonuses and spiffs, the company also saved money.
The second change was to give the sales reps an internal advancement plan based on their production and goal attainment. In taking a page from larger, often public companies, what we find is that people are more motivated when there is an opportunity for growth within their own company. Employees will work harder, stay longer and experience more job satisfaction – and be more productive employees – if they feel their work and efforts are appreciated and rewarded.
Because this company wanted to scale their sales team and grow market share, it was easy to develop an internal management advancement program. What they did was develop a program whereby if a sales rep hit their numbers for 6 consecutive months, they became eligible to become a team leader. A team leader in this company would manage up to four reps and would receive a small direct compensation based on production and other factors. In addition to this, a team leader who hit their team numbers for 10 consecutive months became eligible to be a unit manager, thus managing a larger team. Additional compensation would be available. Once this level was attained, further advancement was possible as a sales manager, sales director, etc.
One important point is worth noting here – just because the advancement plan was there didn't automatically mean that all who attained their production levels were automatically moved into positions of team leads or managers. It was all based on company need and availability of positions. As the company grew and production progressed though, eligible candidates were promoted.
The result of having the management advancement plan was a measureable change in attitude and effort from every member of the sales team. Top producers took their jobs more seriously and became more active team players. As team leads assumed roles of responsibility for groups of sales reps, more peer pressure was applied and the sales group grew more cohesive as a whole. Managing required less effort and hiring and on boarding of new reps became more of a focus and the sales team was able to grow and scale at a much more predictable pace.
While daily bonuses and spiffs remain an important part of compensating and driving production with many companies, their long term effectiveness don't always justify their expense or their continued use. There is a better way. Think about the attitude and attention of your current inside sales team and ask yourself: Are they more in it for themselves or are they truly invested in your company's goals and long term growth? If you find that their attention and focus is not aligned with yours, then you should consider making some of the changes we've outlined here.
But please be aware that both of these changes involve detailed planning and forethought. The elimination of the daily bonus and spiff program has to be handled carefully and the design and roll out of the monthly bonus program must ensure it will motivate all members of the team. Obviously the development and roll out of the management advancement plan involves many elements including skill development, identification of duties and responsibilities and compensation structure. Never make these kinds of changes without careful consideration of the ramifications and long term consequences, and always design them with your long term grow goals in mind.
One thing I've learned in my own business is that getting help from someone outside my direct industry has been invaluable in saving me both time and money, and in helping me implement changes more successfully. During the development and implantation of any new project, there is often a large amount of time and effort required, and I've always been happier when I've enlisted the help of an experienced consultant, contractor or vendor to help me handle the initial work load of a new project.
Another reason to leverage outside help is to access the new perspective they bring from outside your industry. Also, if changes involve getting buy in from others within your company, it's much easier for them to accept them if they come at the suggestion of an outside, unbiased professional. The new perspectives, ideas and experience they bring to you and your team really help promote out of the box thinking and lead to solutions you may never have come up with on your own.
In regards to making any changes to sales procedures or policies, make sure that the people working on the project have a sales background and preferably experience selling your product or service. This experience will be especially useful in the roll out of the project. Sales reps are always thinking, "What's in it for me," and if you approach them with this in mind, you'll be more likely to get their buy in. Remember to show them how this and any other new plan benefits them.
I wish you success in designing and rolling out a new bonus plan. I know that once you take the focus off short term goals and put it on the overall production and growth of your company, you and your team will be aligned and in a position to achieving the vision you have.
If you're in charge of hiring, training and developing inside sales reps, then what you're about to read may shock you a little bit, but it will also resonate with you and explain why many of the reps you hire ultimately fail.
#2) Another 20 to 25 percent (of salespeople) have what it takes to sell, but they should be selling something else.
Before you dismiss these results as far-fetched, think about your own inside sales team. If you're like most companies, you probably have the 80/20 rule where 80% of your sales and revenue are made by your top 20% producers. What that means is that the other 80% of your reps struggle to make quota (or rarely do), and I'll bet that over the course of a year or two, half of these reps have either quit, been fired, or you wish they would move on.
I've worked with hundreds of companies that have inside sales teams, and I can attest to the accuracy of the stats above. Every time I begin working with a new company, I assess the skill level, aptitude, desire and ability of each member of the team. What I find is that up to half of the reps employed shouldn't have been hired to begin with (or shouldn't still be working at the company), and most important thing we can do is to replace them with better qualified candidates.
First, in order to give each member of your existing team the full chance to succeed, you have to make sure that you have invested the proper time and energy in identifying and defining your sales process (I call it a DSP – Defined Sales Process). Next you need to design a sales training program – complete with specific scripts – that teach the best practices of your sales process and then properly train your existing team on them. And finally, you need to teach your managers how to coach and train your reps to adhere to those scripts and best practices. Assuming you take the time to do this first (I usually get companies through this process in anywhere from 45 to 90 days), then you are ready to begin recruiting and hiring more qualified candidates.
1)	Slow hiring, fast firing. If I were to ask you what activity college football coaches spend up to 70% of their time, what would you say? Watching game film? Coaching their players? Preparing game plans? The answer is none of those. College coaches spend up to 70% of their time recruiting talent to play on their team. Does that surprise you? If you hire sales reps like most companies do, then it probably did.
Most companies hire sales reps the wrong way. They hire reps quickly, and they hold on to underperforming reps far too long. The first guideline you want to follow is to do just the opposite. The best thing you can do is always be recruiting and have a constant flow of talent to evaluate and hire. Your goal should be to hire slowly – after a structured and careful evaluation process – and then to be ready to let reps go who have not shown the improvement or performance that you've identified in advance is necessary (you'll refer back to your DSP to arrive at this).
The key here is that if you have a steady flow of talent and candidates to choose from (and in this market, there are many people available), then you'll be much less likely to make quick and ill advised hiring decisions. Plus, you'll be less likely to hold on to underperformers who are likely to never make it in your selling environment.
2)	Be more willing to consider and to hire candidates who either don't have your particular sales experience, or don't have any sales experience at all. If we go back to the results earlier in this article – that 55 percent of people in sales should be doing something else, and another 20 to 25 percent should be selling something else – then it means that the common practice of hiring experienced sales candidates will produce an unsatisfactory result as much as 80 percent of the time!
A much more effective way of hiring successful sales reps is to start with raw and motivated candidates and then train them properly right from the beginning. Teaching new candidates the right skills and techniques is a lot easier than first getting an experienced sales rep to unlearn all their bad habits first. Of course, you must have a solid sales training program that teaches effective sales skills and the best practices of your particular sale (these best practices will also come after you've defined your sales process – DSP).
You can still interview and even hire experience sales reps, but just bare this in mind: The biggest predictor of future success in sales is what the rep has done in the past. What a rep is used to producing and earning defines their comfort zone and in fact defines every aspect of their financial life. In life – and in sales especially – we all tend to live up to or down to what we are used to. If you want to know what an experienced sales rep might produce at your company, then just find out how much they earned at their previous company. Divide this number by their commission, and you'll have a very accurate idea of what you can expect they'll produce.
Then ask yourself if that's enough. If it isn't, then take a chance on someone new to the profession of sales and instill in them a new comfort zone based on success at your company.
3)	Regardless of whether you hire an experience sales rep or someone new to the profession, what you absolutely must do is make sure your managers are measuring the right indicators of sales success and progress. You would be surprised by how many companies measure and rely on metrics that don't drive sales. I'm talking about things like number of calls, time on the phone, etc. Now don't get me wrong – these are important metrics and they definitely play a role in the success or failure of your inside sales team. But they don't drive sales. Let me explain the difference.
While it's obviously important that your reps are making the most amount of calls and contacts with decision makers as possible, this alone will not drive sales. You see, if your reps are not qualifying prospects properly, or if they are not handling objections or brush offs well enough to win sales, then if they simply make more calls, this won't result in a lot more sales. In fact, it will just waste more of their time, more of your resources and result in more frustration in your sales department.
The only thing that drives more sales is effective conversations that move the sale forward with qualified prospects. Each contact with a qualified prospect must have benchmarks that are achieved and agreements must be made at every point of the sales cycle for that prospect to ultimately result in a sale. Coaching and measuring the successful navigation of these benchmarks is what drives sales. This is the crucial difference begin measuring quantity (make more calls) versus qualify (measuring what happens during those calls).
Once you understand and can apply that difference in your sales environment, and once you can teach this to your reps, then and only then will you begin building a more successful sales team and company. Until then, you are likely to keep repeating the kind of performance you've had over the last few years – regardless of how many new reps you hire.
To recap these successful hiring guidelines, start with the philosophy of slow hiring and fast firing. Always be on the lookout for new candidates, and turn each employee into a mini recruiting machine. Offer hiring bonuses, referral bonuses, and other incentives to get your whole company looking for qualified and talented candidates that you can add to your sales team.
Next, expand your search of talent. Don't just run ads in the sales section of the paper or online source, but expand to college recruiting boards, acting blogs (actors often make great inside sales reps!) and other websites. Be open to bring on someone fresh to the profession of sales and teach them the right skills from the beginning.
Follow these guidelines and you'll be on your way to building a highly successful inside sales team.
As the economy slowly recovers, companies are beginning to expand and hire sales reps again. If you?re looking for a job, or looking to change jobs, no doubt you will be sending your resume out, talking to hiring managers, and, if you?re lucky enough to get picked, even going on interviews.
Over the years, I?ve looked at thousands of resumes and interviewed thousands of sales reps. In fact, right now, I?m recruiting for several companies, and I?m amazed by how sales reps keep making basic, horrible mistakes that often times immediately disqualify them for any chance at landing a position. Often times, these mistakes even prevent them from getting an interview!
#1) Filling your resume with every job you?ve worked at for the last 10 years. The first mistake sales reps make ? and that hiring managers look for first ? is listing five to seven jobs (or more!) on their resume within an eight to ten year time frame.
Obviously, the reason this is a red flag for companies is that they see themselves investing thousands of dollars hiring and training you only to think that their company will be the next one on your resume.
The Solution: Omit jobs you?ve stayed at less than a year, and never list more than four jobs in a ten year period (it?s better to have only three). You can disclose other positions once you move forward during the interview process ? in person ? after you?ve earned a change to wow them with your personality, experience, and obvious qualifications for the job.
#2) Talking for too long when asked a question. Whenever a hiring manager calls you and begins asking questions, make sure your answers are direct and short. You?d be amazed at how so many sales reps will go on and on and on?..
What the hiring manager is thinking is that you are a sales rep who will talk past the close, never listen to your prospects, and never close any business. ?No wonder they?re looking for a job,? frequently goes through my mind?
The Solution: Listen carefully to what you?re being asked, think about how to answer it directly, then answer it and shut up! This one technique will separate you from 80% of the sales reps interviewing for the same position.
#3) Don?t interview or interrogate the hiring manager. I know that you have questions about the job, and you should ask a few, but don?t interrogate the hiring manager! Nothing makes us more irritated than being grilled about every aspect of the job, especially about the pay and comp plan. You?re the one being interviewed, not the other way around.
The Solution: Ask some basic questions but save the majority of them for the END of the in person interview. Believe me, the hiring manager will appreciate it and be much more likely to bring you in.
If you?re serious about getting a new position or moving up in your sales career, then avoid these 3 interviewing mistakes. Your chance of getting the new job will increase 100% if you do!
Many business owners and sales managers ask me if I have a proven system or a way to identify and hire top sales reps. They have tried everything, they tell me. They check references, review similar work experiences, talk to ex co-workers, hold multiple job interviews, and sometimes they even spring for some high priced fancy sales aptitude matrix tests.
Even with all that however, many sales managers still haven't found a way to identify who will actually perform well and work hard versus who will merely show up, take up space and drive up costs by sending out brochures, running up phone bills, squandering leads etc. "How can you tell?" They ask me.
Well I've got good news for you. There is one technique that I've used successfully for years that will immediately separate who is for real and who's not. It doesn't require any special tests, it can be done on the first interview, and it will always tell you what kind of sales rep you've got in front of you.
After that, tell them you want to get an idea of how they would handle some of the common objections you get for this sale, and then give them three or four objections (one at a time, of course) and let them respond to them. That's it!
The "A" Players — The top reps or sales reps who are well-trained and confident, will handle each objection with a recognizable rebuttal, and the really good ones will even ask for the sale at the end. You will instantly know who they are. You hire these reps right away.
The "B" Players — This group of sales reps will also answer the objections, but their responses will be less polished. With this group the lack of any formal training will show through, and you will be faced with the decision of whom you think can or can't be trained. Part of this group will be uncomfortable with the objections and you will be able to tell that they probably never will be comfortable with them. Your choice of who to hire from this group should be pretty clear.
The "C: Players — A common response from this group will be something like this: "Well, I really don't know your product so I really wouldn't be able to answer these objections." What they're really saying, of course, is that they have no idea how to respond to an objection, they have no confidence, and the reason they are here looking for a job will be glaringly clear to both of you. You pass on this group altogether.
You will know instantly if you're dealing with a real closer or someone who is just going to fill a chair. Happy hiring!


The Nomenclature of the qualification awarded by the National Board of Examinations is "Diplomate of National Board". The list of recognized qualifications awarded by the Board in various Broad and Super specialties as approved by the Government of India and included in the First Schedule of IMC Act 1956 is as at Annexure A.
in each of writing, reading, listening and speaking.
Your on-line reference to MCQs, Notes, Study Tips ,Revision and Strategies !!


text:
Hood Adjacent with James Davis
James Davis uses a unique style of comedy to explore contemporary urban topics.
A comedy advice show that barely offers any advice (and usually spirals out of control). In each episode, real-life brothers Justin, Travis, and Griffin McElroy pick a question from a viewer and spin it into a ridiculous adventure set in their hometown of Huntington, West Virginia. With cameras in tow, the brothers end up dragging […]
Rugged Justice
Follows WSDFW Law Enforcement Program as they police the Evergreen State's unforgiving mountain terrains, twisted rain forest back roads and densely populated coastal areas. Each day brings new challenges and extreme danger.
Abby's
The best bar in San Diego is an unlicensed, makeshift bar nestled in Abby's backyard. There are rules at Abby's: no cell phones, not even to "look something up," earning a seat at the bar takes time, and losing a challenge means drinking a limey, sugary "not-beer" drink.
Velvet Colección
It is the year 1967. After five happy years of marriage in New York with Alberto and their young son, Anna Ribera returns to Spain to take her project Velvet to the next level. She and Alberto had been managing all things Velvet from across the ocean and, together with their best friends and partners, […]
The iron-fisted Akhandanand Tripathi is a millionaire carpet exporter and the mafia don of Mirzapur. His son, Munna, is an unworthy, power-hungry heir who will stop at nothing to inherit his father's legacy. An incident at a wedding procession forces him to cross paths with Ramakant Pandit, an upstanding lawyer, and his sons, Guddu and […]
Genre: Action & Adventure, Crime
Boise Boys
Polar opposite friends Luke Caldwell and Clint Robertson take an unconventional approach to house flipping in their hometown of Boise, Idaho. While refined designer Luke likes to reach for the stars, rugged contractor Clint remains focused on their bottom line. With an endless inventory of old houses to choose from, the only decision this dynamic […]
Alton Brown renovates, updates — and in some cases, repairs — classic episodes of the long-running series.
Carmen Sandiego returns in this series that follows her new international capers as well as past escapades that led to her becoming a super thief.
Genre: Animation, Kids
Reikenzan: Eichi e no Shikaku
After two years of studying within the Reiken clan, Ōriku and other inexperienced disciples are ordered to descend to the temporal world for further studies, and Ōriku embarks the journey back to his birthplace.
Tattoo Fixers
Three talented tattoo artists transform extreme inking disasters into walking works of art.
When everyone else mysteriously vanishes from their wealthy town, the teen residents of West Ham must forge their own society to survive.
Savage Kingdom
A rare look at warring animal clans battling for survival in a remote region of Africa, which is drying up after years of flood-soaked abundance.


El guiso de trigo es humilde y sencillo, una muestra más de lo mucho que puede lograse disponiendo de poco. (Murcia's wheat berry stew is humble and simple, yet another example of how much can be achieved with little at hand.) From Gastronomía Regional Murcia, a newspaper supplement published in the mid-1980s.
Like many expats and emigrants, I often rely on foods from my past to nourish connections with people and places far away. This is why, for example, I always have homemade granola in the cupboard and enough butter and brown sugar to whip up a batch of cookies when a longing for home swoops in. Yet over time, I have also come to crave local foods in Murcia, which I see as a sign of rootedness and contentment in my relatively new home. As the days turn colder and my third winter here begins, I find I am hungry for traditional Murcian stews like the guiso de trigo.
This hearty (and meatless) stew with wheat berries, vegetables and beans is one of Murcia's staple dishes, whose ingredients reflect the city's agricultural heritage. For centuries, Murcia has been a center of fruit and vegetable production in Spain, which has resulted in a vegetable-rich cuisine out of necessity.
For me, the guiso de trigo is a perfect example of local culinary thrift, of coaxing maximum nutrition and flavor out of available raw materials. One trick is the sofrito, a building block in many dishes in Murcia as well as in the rest of Spain. By sautéing the onions and tomatoes in olive oil in a separate pan with salt and sweet pimentón – instead of just throwing everything uncooked into the pot with the beans and wheat – you significantly multiply the flavor potential.
A sprinkling of mint, dried or fresh, contributes a cooling contrast to the warming pimentón, which stimulates the senses. Saffron threads, if you have them, are like red lipstick, adding a touch of color and intrigue.
The squash aïoli is a stroke of genius. With four thrifty ingredients – squash (of course), garlic, salt and a ribbon of olive oil – you get a luxurious condiment. Swirling in a spoonful not only adds zing to the stew, but also lends a touch of sophistication, proving that frugal does not have to mean austere.
Even though far more ingredients are available today in Murcia than in the leaner times when the guiso de trigo became a local tradition, the stew remains popular. It can be found on weekday lunch menus in long-established bars and restaurants throughout the city, and commonly appears on grandmothers' tables. In both settings, it is typically served in wide soup plates with country bread on the side for dipping and soaking up the last traces of broth.
On a cool day like today, when the sun probably won't quite make its way through the clouds, it is easy to imagine adults and children throughout Murcia hovering over steaming bowls of guiso de trigo. This satisfying stew is not only nourishing and economical, but also familiar and comforting.
I, too, will be having bowl of guiso de trigo today, enjoying the warmth and flavors which root me in Murcia.
Adapted from two principal sources: A recipe in the cookbook Memorias de la cocina murciana, written by Carmen Peréz, and a recipe from the Hotel Rosa Victoria in Murcia as seen on the national TV program España Directo in 2009 (you can watch the video here) .
As the guiso de trigo is a classic peasant dish, real saffron, an expensive ingredient, is not always included, and that is why I say it is optional. Many locals use a natural yellow food coloring, commonly used in paella, because the result is warming and visually appealing. Yet I find that the pimentón and golden olive oil lend sufficient color if you do not use the saffron. The saffron threads of course add complexity to the dish, and I have included them, toasted and mashed with garlic, according to the recipe in Memorias de la cocina murciana.
The key factor in drawing full flavor from the ingredients is time, and all the little steps do make a difference.
Place the soaked and drained wheat berries, garbanzos and white beans together in a large soup pot (I used a 6-quart pot) and add water. Bring to the boil and skim off any foam, reduce heat and simmer, partially covered, for about 1 hour. The beans and wheat berries should be partially tender at this point.
While the beans and wheat berries are simmering, prepare the sofrito and the saffron, if using. For the sofrito, heat the 4 tablespoons of olive oil in a sauté pan over medium heat and add the onions. Cook, stirring occasionally, until the onions are soft and just beginning to turn golden. Add tomatoes, bring to the boil, then reduce heat to low and simmer, stirring occasionally, until the sauce is thickened, about 25-30 minutes. Add salt to taste toward the end, since the flavor becomes more concentrated as the sauce cooks down. Add pimentón and sauté for another minute. Remove the sofrito from the heat and set aside.
Add the sofrito and saffron to the pot with the partially cooked wheat berries and beans (after the first hour of cooking), then add the green beans, pumpkin and potato to the broth, which is now a vibrant red color. Season with salt and fresh-ground pepper to taste. (If you are using dried mint, add now as well.) Bring to the boil, then reduce heat and simmer, uncovered, until the wheat berries, beans and vegetables are fully tender and the broth has slightly thickened, about 45 minutes. If you are using fresh mint, add it now, and adjust seasonings as necessary. Allow to sit off the heat for 5-10 minutes before serving.
About ten minutes before the stew has finished, mash a clove of garlic in a mortar with a pinch of salt to make a smooth paste. Remove half of the cooked pumpkin or squash from the pot and pound to a purée with the garlic in the mortar. Stir in a swirl of extra virgin olive oil.
Serve the stew in soup plates garnished with a sprinkling of fresh mint. Add squash aïoli until your bowl has as much garlic flavor as you like.
* NOTE: Grating is a quick and easy way to peel tomatoes, and is a favorite method of many cooks I know in Murcia. Cut the tomato in half, and gently grate over a bowl, flesh side down, using the large holes of the grater. The tougher skin will not pass through the holes, and you will be left with a tomato purée perfect for sautéing in this recipe.
With the onset of chilly days, I find myself daydreaming about the soup pot, which had collected dust during Murcia's long, hot summer. Now, simply imagining the steam rising off a simmering, one-dish meal warms and soothes me. My chilly fingertips typing away at the keyboard long to be wrapped around the promised bowl.
Soup is comfort food in many cultures – a condensed version of the smells, flavors and rituals of one's childhood. Perhaps this is why a single bowl of fresh, piping hot soup in any language offers reassurance beyond words.
Here in Spain, stews are often called comidas de cuchara, meals which require no more than a soup spoon to eat. Most versions involve an aromatic broth packed with vegetables, beans and meats that easily yield to said spoon. There is comfort in this simplicity – one pot, one dish and one utensil. And the repeated act of lifting each bite to the lips and softly blowing, like I learned as a child, has a calming, meditative effect.
For me, Murcia's olla gitana, or gypsy stew, is particularly inviting. As is the case with most stews around the world, it is a dish of ingenuity, a hearty and satisfying blend of ingredients at hand. This vegetarian stew showcases the diverse fruit and vegetable offerings of Murcia's long-cultivated lands.
Yet the olla gitana is more than delicious nourishment – it is also evocative. The seasoning blend, for instance (extra virgin olive oil, sweet paprika, saffron and mint), recalls the region's diverse roots, from Romans to Moors to the Roma people who lend the stew its name. And the warm-hued spices give the dish itself a sunny appearance, reflective of Murcia's Southern Mediterranean climate.
This is a traveler's stew, or, more precisely, a dish whose ingredients from far and wide, and the people who carried them, have found their home, right here in my soup pot.
Most traditional recipes call for saffron, which imparts the dish with a golden hue and smoky essence. However, due to the cost of this luxury spice, many home cooks I have met here use a natural yellow food color instead, as brightness is considered an essential quality. An olla gitana without saffron is delicious in its own right, but a pinch of saffron certainly deepens the regional flavor of the stew.
Drain chickpeas and white beans and rinse well. Transfer to a large pot and add the water; bring to a boil. Allow to gently boil over medium heat for 10 minutes, then skim off and discard any foam that has collected on the surface. Reduce heat to medium-low and simmer until chickpeas and beans are partially tender, after about 45 minutes. Add the salt and green beans, pumpkin, potatoes and pears. Return to a simmer and cook uncovered until vegetables have softened, another 20 minutes or so.
Meanwhile, heat olive oil in a frying pan over medium heat. Add onion and sauté until translucent and just beginning to turn golden. Then add tomatoes and cook, stirring frequently, until reduced, about 7 minutes. Remove sauce from heat and stir in paprika (Valentina says that adding paprika over heat can make it turn bitter). The sauce will have a paste-like consistency. Add to the pot with the cooked beans and vegetables, stirring to distribute the color and flavor.
Crush saffron threads between your fingers and add to the pot; stir in mint. Simmer for another 10-15 minutes, until flavors are blended. Vegetables will be falling-apart tender.
If you find the broth is too thin, remove ½ cup of the cooked chickpeas and white beans from the pot and mash to a purée in a mortar and pestle (or using a food processor). Return purée to the stew.
Remove stew from heat, and allow it to rest for 10 minutes before serving, giving flavors time to settle. Taste for seasoning, adding salt and pepper to taste.
I particularly enjoy this stew with a warming glass of hearty red wine, such as Monastrell from Jumilla, a wine-producing zone in Murcia.
NOTE: Grating is a quick and easy way to peel tomatoes, and is a favorite method of many Spanish cooks. Cut the tomato in half (from top to bottom), and gently grate over a bowl, flesh side-down, using the large holes of the grater. The tougher skin will not pass through the holes, and you will be left with a tomato purée perfect for sautéing in this recipe.


This Spicy Chicken Stir Fry is healthier than your typical takeout that your whole family will love. Made with chunks of chicken, broccoli, cashew, and a savory and spicy sauce.
First, you will need to cook the onions and broccoli in the pan along with the other veggies then set aside for later. Then cook the chicken in the same pan until they are browned and cooked through. While the chicken is cooking, you will prepare the sauce. Once the chicken is cooked thoroughly add the veggies back into the pan and mix. Pour the sauce that your prepared and mix. Finally, top with the cashews and fresh onions!
I love serving this spicy chicken stir fry with plain basmati rice. I love the flavor of basmati but most often we use brown rice or quinoa with this stir-fry recipe. my kids love quinoa and never complain when they see it on the dinner table.
If you like this Spicy Chicken Stir Fry recipe please leave me a comment below and let me know what you think! Did you have it with Quinoa or rice? I would love to see your remakes so please tag me on instagram using my #healthyfitnessmeals hashtag.
A stir fry with chicken breast, veggies, and cashews, all tossed in a savory and spicy sauce.
Heat 1 teaspoon oil in a large pan over medium-high heat. Add the onion and cook for 3-4 minutes or until softened and lightly browned.
Add the broccoli and 1 tablespoon of water. Cook, stirring occasionally, until broccoli is tender, approximately 3 minutes.
Add the bell pepper and ginger and cook for 2 minutes more, or until peppers are just softened.
Season the vegetables with salt and pepper to taste, then transfer to a plate. Cover to keep warm.
Wipe out the pan with a paper towel and add the remaining 2 teaspoons of oil. Add the chicken and season with salt and pepper to taste. Cook for 3-4 minutes on each side, or until chicken is browned and cooked through. Add the vegetables back to the pan.
In a small bowl mix together the soy sauce, honey, and chili garlic sauce. In another small bowl, add the cornstarch along with 2 teaspoons of cold water, whisk to combine.
Pour the sauce into the pan with the chicken and vegetables and turn up the heat to high. Bring the sauce to a boil and cook for 30 seconds or until just thickened.
Sprinkle the cashews and green onions over the top and serve, with brown rice if desired.
Looks really different and delicious. I have made this but i think i couldn't do it properly. I hope next time it will taste better.
This is an excellent stir-fry! We increased the amount of chicken, veggies, and sauce so we would have lots of leftovers. I'm so glad we did! The spiciness is just the right amount, the sauce flavorful, and the toasted cashews added the perfect touch. We served ours over Trader Joe's organic brown rice. Thank you!
Hi Kathy. Glad you liked it!


The LiteForex Company is happy to introduce you to our innovation. It will completely change the process of analyzing currency charts and make it as easy as a mouse click.
If you are not sure of your calculations or just tired, or you don't have any time, it's not a problem anymore. Thanks to Autochartist the direction of trend, the figures of technical analysis and the key levels are calculated automatically.
This plug-in can be found in your personal profile. You just need to log in and download it on to your device in order to activate it. The program thereafter will become available as the indicator in your MT4 or MT5. You just need to drag it onto the chart and then you can watch the program doing a boring job instead of you.
And what is the main thing, LiteForex provides this service at no cost to its clients.


The Alice Ruggles Memorial Open Epee Competition, hosted by the University of Leicester Fencing Club, took place on 16-17 December 2017.
The event, held at the Danielle Brown Sports Centre, attracted 85 entrants from all over the country and several other countries besides, with men's and women's individual competitions on the Saturday and a mixed team competition on the Sunday. Proceeds for the Trust are expected to exceed £3500 — a truly staggering amount. Huge thanks are due to all of the organisers who put in so much hard work to make this event such an overwhelming success.