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Talent Management: On-Boarding program of a global operating bank
Ø Introduction
§ Background information
§ The leadership dilemma
§ The need for on-boarding Interventions at the executive leadership level
Ø Leadership development activities for on-boarding executive leaders
§ The design assumptions underlying the Banks executive on-boarding process
§ The Banks executive on-boarding program: phases and interventions
Ø Lessons for designing on-boarding programs for upcoming executive leaders
In this case study, you will find the detailed description of the executive on-boarding program of one of the biggest globally acting bank in the world. Through a multi-phased approach supported by comprehensive feedback and coaching mechanisms, the bank's programs have proven highly effective at both pre-empting leadership failures and for accelerating the knowledge and relationships necessary to step into an executive role.
This Bank example is one of the most comprehensive approaches to executive on-boarding in this field today. It also has a proven track record with successful results. For example, the Bank hired more than 200 external executives between 2001 and 2008 and had experienced 25 terminations - a new hire turnover rate over the period of around 13 percent. This compares to estimates as high as 40 percent turnover in many large corporations. The Bank has tested its approaches out on a very large sample of on-boarded executives - over five hundred internal and external over this period. Over the last decade, the Bank has been actively involved in acquisitions as well as organic growth. As a result, the organization must annually on-board a significant number of executives both externally and internally sourced. This demand has created many opportunities to learn about the efficacy of various executive on-boarding interventions.
In addition, the Banks on-boarding program is expressly designed to help new executives learn to navigate the bank's large matrixes organization as well as building and leveraging networks of relationships for career success and for implementing company initiatives. These same demands are common in most large corporations today. We think that this particular case holds lessons that readers in a wide range of organizations will therefore find useful.
The Leadership Dilemma
The first-time executive leader faces three dilemmas as he or she steps into a new role. In a brief period of time, the leader must gain mastery over a complex and demanding role. The learning demands are often the most pronounced in a manager's career. Second, expectations are high. It is assumed that the incoming executive already has the seasoning to lead in the new situation. After all, most executives have already spent years in managerial roles beforehand. As a result, there is little developmental feedback for those at the top of organizations. These two challenges produce the third dilemma. The probability of the incoming executive's derailment is high. Complex new role demands combined with a lack of developmental support can produce a "perfect storm" in terms of failure on the job.
As can easily be imagined, the price of leadership failures in the executive ranks is very costly for any organization. Beyond the direct costs of on-the-job development, severance, and recruitment, there are more significant costs to the organization, such as stalled organizational initiatives, loss of business knowledge, damage to customer and staff relationships, dampened employee morale, and lost opportunities. In addition, there are the costs of recruiting a replacement as well as the replacement's time in gaining mastery of the job and setting his or her own agenda. Given these high costs, there is a tremendous need for developmental interventions that place an emphasis on pre-empting failures in senior leadership roles.
While some organizations have developed formal on-boarding interventions, the typical approach tends to be quite limited in scope and does little to effectively on-board an executive leader. Most are simple orientation programs offering an opportunity to network with the CEO and the executive team. They may also provide some form of overview of the corporation, its financials, and its activities. A handful of organizations such as General Electric and Toyota do have more sophisticated on-boarding programs at the executive and general manager level, but such programs are very rare in the corporate world. Instead interventions to pre-empt leadership derailments tend to be dependent on performance appraisals and talent management practices. The underlying premise is that failures at the executive level can best be avoided through continuous formal performance feedback to a manager and through the careful selection of jobs and bosses over the life span of a manager's career. We also believe that developmental interventions focused solely on the transition to the executive role are a necessity. Companies such as General Electric and PepsiCo have long designed their leadership education programs around career transitions, especially at executive levels. In other words, a comprehensive on-boarding program at the executive level has an essential place in any organization's portfolio of leadership development initiatives.
The Need for On-Boarding Interventions at the Executive Leadership Level
The transition from line management to an executive role is a significant jump in terms of scale and complexity of the job. Executives operate at the boundary between their organization and the external environment, whereas most managers are more organizationally and functionally oriented. Executives must also formulate company - wide strategies and play a critical role in their implementation - roles which they played to a far lesser degree prior to their executive appointments. Their decisions around staffing, rewards, measurement systems, and culture create a context that shapes the strategic choices made by managers and specialists throughout the organization.
The executive role comes with enormous visibility and accountability. It is extremely demanding with little time for learning on the job. At the same time, developmental feedback and coaching for executives tend to be minimal. There are the occasional opportunities for formal coaching and executive education programs. But beyond these interventions, there is usually little else. In conclusion, for many managers, the promotion to an executive leadership role will be the steepest jump in their career history, and paradoxically the one with the least amount of transition support.
The limited developmental support is a result of several factors. First, it is assumed by most organizations that their senior - most talent is well seasoned, given the many years of managerial experiences required for entry into the executive suite. Yet positions in functional line management roles are rarely broad enough to provide sufficient preparatory experience.
Second, the promotion itself and the many years of prior management experience can produce an often misplaced self-confidence in new executives that they are up to the task. This sense of self-assurance may discourage new executives from seeking out developmental feedback and from being more proactive in self-reflection and learning. There is a natural desire to appear in charge -in other words, to be seen as an effective leader immediately. Seeking coaching and feedback would dispel this impression, and therefore executives may be hesitant to seek either.
Third, in the executive suite, the environment is also more politicized. Peers at the executive level are often competitors jousting for the top roles. As a result, developmental support and feedback from colleagues tend to be far more difficult to obtain. In addition, many CEOs do not see coaching their executives as an essential part of their role. So the new executive's superior may provide limited or no developmental guidance.
All of these forces coalesce to increase the probability of leadership derailments at the senior - most levels of organizations. The problem is even more extreme for organizations when outsiders are hired into executive jobs. As noted earlier, one estimate is that 40 percent of senior managers hired from the outside fail within their first eighteen months in the role. Given the above discussion, it is easy to see why a developmentally oriented program to help transition managers into executive leadership roles might not only be helpful but essential. But what exactly should be the aim of such interventions and how best to design them?
Ideally, a well-designed on-boarding intervention can and should achieve three outcomes. The first is to minimize the possibility of derailment on the job. By accelerating the new executive's understanding of the role demands and by providing support through constructive feedback, coaching, and follow -up, a well- designed program can and should pre-empt failures. The second outcome is to accelerate the performance results of the new leader. For example, research suggests that a senior - level manager requires an average of 6 months to reach a break-even point the moment at which the new leader's contribution to the organization exceeds the costs of bringing him or her on board and he or she has acquired a critical base of insight into the job. Effective on-boarding interventions should shorten this cycle of learning by accelerating the development of a network of critical relationships, clarifying leadership and performance expectations, and facilitating the formulation of more realistic short- and medium- term performance objectives.
A third outcome for on-boarding interventions concerns organizations that are aggressively pursuing acquisitions or experiencing high growth rates. In both cases, they must grapple with socializing an influx of outside senior managers. An effective on-boarding intervention should facilitate a far smoother integration and socialization experience for these incoming executives. It accomplishes this by helping them to rapidly acquire an understanding of the business environment, socializing them into the organization's culture and politics, building a network of critical relationships, and familiarizing them with the operating dynamics of the executive team. In the sections to follow, readers will see how the Banks on-boarding program successfully achieves these outcomes.
LEADERSHIP DEVELOPMENT ACTIVITIES FOR EXECUTIVE LEADERS
The impetus for the Banks interest in executive on-boarding is a product of its own corporate history. Over the last decades, the bank has experienced dramatic growth through acquisitions. It began as a small regional bank and has grown into one of the largest companies in the world. As a result of this history of aggressive acquisitions, it discovered a need to more effectively on-board executive leaders from acquired companies and to quickly assimilate them into the Banks standards and expectations for performance. The organization's leadership development group was very familiar with the research on executive derailment, which showed high failure rates for executives who were on-boarded into acquiring companies. In response, the bank developed on-boarding interventions. Over time, these programs have been expanded to the organization's internal executive promotions to ensure that these individuals will succeed as well as feel that they were receiving attention equal to the outsiders.
It is important to note, however, that executive on-boarding is only one of several processes that the bank deploys for the leadership development of its executive talent. While we explore this one activity in depth in this case study, the banks success with leadership talent is a product of its multi-faceted approach to development at the executive level, along with his executive leadership team unwavering support for leadership development. The latter is a critical driver of the banks success in this area. As illustrated in Figure 1, the range of the banks executive leadership development activities is extensive and includes selection, on-boarding, performance management, processes to upgrade executive talent, developmental experiences, and compensation.
FIGURE 1 Executive Development at the Bank
A critical factor is that the executive development strategy is championed by the banks CEO. In overview fashion, Figure 1 highlights the core dimensions of executive development at the bank. In addition, the CEO meets every summer with his top executives to review the organizational health and development strategies of each business. These meetings are personal in nature, with no presentation decks or thick books outlining HR procedures. But they are rigorous. Business leaders come to the sessions with a concise document (the goal being three pages or fewer to ensure simplicity) that describes strengths and weaknesses in their units leadership talent pipelines, given business challenges and goals. During these conversations, executives make specific commitments regarding current or potential leaders - identifying the next assignment, special projects, promotions, and the like. The CEO follows up with his executives in his quarterly business reviews to ensure that they have fulfilled their commitments. With this active commitment at the very top of the organization, leaders throughout the Bank sense that leadership development is a critical activity for the company. As a result, it is a widely held belief that leadership talent directly affects the performance of the bank. This belief sets up a mandate for the organization to hire and keep great leadership talent.
Finally, the organizational culture promoted by the CEO and his board member fellows is one that encourages candor, trust, teamwork, and accountability at all levels in the organization, especially at the executive level. The company has a deep comfort with differentiating individual performance (based on what is achieved as well as on how these achievements are attained). There is also a belief that today s top performers are not necessarily tomorrow's - that even the best leaders can fall behind or derail. As a result, the corporate culture is one in which the truth is more highly valued than politeness or tolerance for average or poor performance. These beliefs drive what and how the bank builds and measures leadership success, whether it is in programs, performance management, or selection. This overarching environment is critical to the success of the bank's executive on-boarding program. One cannot understand the on-boarding process without first appreciating the bank's commitment to leadership and high performance.
The Design Assumptions Underlying the Banks Executive On-Boarding Process
Underpinning the Banks on-boarding interventions is a set of fundamental assumptions that have shaped its design features. These assumptions are the product of "lessons learned" from earlier experiences with on-boarding interventions and experiments. The baseline assumption is that successful on-boarding occurs over time -specifically during the new executives first twelve to eighteen months on the job. Thus, any on-boarding process must be supported by multiple interventions instead of a single event, say at entry into the executive role. Interventions must occur at intervals over the executive's first year to eighteen months, rather than solely within the first few months into the job. To be effective, on-boarding must also be supported by multiple resources, especially in terms of stakeholder resources. To engage solely the new executive's superior (the hiring executive) is not sufficient to ensure a successful on-boarding experience. Instead the fullest possible spectrum of stakeholders must be involved in the new executive's selection, entry, and on-boarding. Finally, interventions are completely dependent on the quality of the interaction between the executive and his or her stakeholders. A purely paperwork - driven or bureaucratic process will not produce optimum results. The approach must therefore focus on the quality of dialogue and interaction, rather than on documentation and formal processes.
These assumptions have directly shaped the on - boarding interventions that the Bank deploys. For example, the bank's program is designed around multiple phases. Different kinds of interventions occur in each phase. It engages the new executive's many stakeholders in a simple, transparent process, with the aim of achieving a broad range of outcomes. Dialogue and feedback are at the core of all of the various interventions. In the discussion that follows, we will examine how these design assumptions play out in each of the major phases of the on -boarding process.
The Banks Executive On-Boarding Program: Phases and Interventions
The on-boarding experience spans four core phases - selection of the new executive, initial entry into the executive role, a mid-point phase of 100 to 130 days on the job, and a final review phase at the end of the first year. We will examine each of these phases, its central activities, and its goals.
Selection Phase The first element of a successful on - boarding process is the selection process itself. While expertise and experience are the overriding criterion, there are additional dimensions when it comes to selection at the Banks: leadership ability and cultural fit. If the new executive is lacking leadership and interpersonal skills and cultural sensitivity, he or she will have a much higher probability of derailing. To ensure this does not happen, the human resources function at the Banks devotes a great deal of attention to its partnerships with executive search firms. Recruiters must understand the banks culture and leadership requirements when hired to conduct an executive-level search. In addition, a leadership development officer from HR will often interview the candidate to assess cultural fit with bank, value to the team, and leadership approach. This information is meant to complement data from other potential stakeholders who are interviewing the candidate about his or her expertise and experience. The HR partner will solicit responses to the following types of questions from all the interviewers:
1. Would you personally trust your career to this person [the candidate]?
2. Do you see yourself learning from him or her?
3. Is this person capable of putting enterprise objectives ahead of his or her own goals and working well across lines of business and constituents?
4. Would this person complement the direct team that he or she would be a part of?
5. Would this person be able to accept, process, and apply candid coaching and feedback in order to continuously improve?
6. Can you see this person leading from and living the company's core values? Would he or she fit our culture? "
7. Does this person have the potential to assume more responsibility in the future?
Answers to these questions provide insights into the candidate's potential for a fit or misfit with the bank's culture and for his or her credibility as a leader. If the candidate is hired, the answers to these and other interview questions are then provided to the individual upon his or her arrival into the job. The sources of feedback, however, remain anonymous.
Job design is another essential part of the selection process. A clear and calibrated job specification is spelled out and supported by stakeholders before a search begins. Critical stakeholders will be interviewed by the HR partners about what is required in the job, as well as other dimensions that are not critical but helpful for the candidate to possess. This selection process is designed so that the hiring executive does not make a blind selection - say hiring someone with a similar style to his or her own. The multi-stakeholder involvement also ensures that the hiring executive has a clear sense of the demands of the job from the perspectives of the widest range of stakeholders.
Critical to this phase is the role of the HR partner. This individual acts as a "chief talent officer" during the hiring process and on - boarding process of each new executive. Usually with ten to fifteen years of experience, they normally possess a leadership development and/or organization development background. Most have deep experience in hiring and developing executives. As a result, these HR partners have a strong degree of credibility in the eyes of the new executive and his or her stakeholders. The HR partner's responsibilities are broad. They follow essentially the executive's on-boarding process from beginning to end.
Entry Phase Following hiring, the new executive's initial few weeks on the job are critical ones. During this time, he or she must accomplish four outcomes: (1) develop business acumen specific to the new role, (2) learn the organizational culture, (3) master the role's leadership demands, and (4) build critical organizational relationships.
From the standpoint of business acumen, the new executive must be able to efficiently and quickly learn customer and financial information specific to the new role. In turn, he or she must set realistic goals and objectives based on this information. On the cultural dimension, he or she must acquire an understanding of the written and unwritten norms of behavior within the organization. From the standpoint of leadership demands, new executives must be able to rapidly determine the organization's expectations of them as well as establish leadership expectations within their teams. Finally, it is imperative that the new executive be able to identify and build relationships with key organizational stakeholders.
To meet these demands, three major categories of interventions are used: (1) tools and processes, (2) orientation forums, and (3) coaching and support. Tools and processes include an on-boarding plan and new leader/team and new leader/peer integration processes. Orientation forums include a general new employee orientation and a new executive orientation program. For coaching and support, there are three primary providers: the hiring executive, an HR generalist, and the HR partner.
Each of these interventions are described below:
During the first week on the job, the HR partner prepares the on-boarding plan for the executive. This early engagement with the HR partner ensures that from the very start the HR partner will be viewed as a critical resource for the newly appointed executive. The integration plan itself has two primary outcomes. One is to provide the new leaders with basic yet critical information about the business they will soon be leading. They are given an overview of their units ' financials, the units ' business plans, key initiatives, assessments of their teams ' leadership talent, and other important background information such as biographies of key managers, customer surveys, and recent presentations on key issues in the units. The second outcome is to have the executives define successes for their first ninety days on the job. They must identify these along three dimensions: financial, leadership, and organizational. The plan also explores early obstacles the executives are likely to face in terms of people, processes, and technology. The new executives must look at their own developmental issues and how they can best address these. At this time, the executives are given the names of their peer coaches (fellow executives) and senior advisors (typically at the same level or above). The peer coaches are resources for "insider" information. They will have benefited from having their own peer coaches in the past, and therefore see the importance of their role. To accelerate the relationship between executives and peer coaches, the HR partners will often try to find some common ground in backgrounds, such as attending the same college or experience in similar industries or companies. Consideration is also given to those who are known internally to be good coaches and who will be candid with the new executives. The senior advisors provide the new executives with mentoring around their careers. In contrast to the peer coaches, the advisors have a broader view of the organization, given their seniority. Often these are people with whom the new executives may need to undertake extensive near - term projects. They often are chosen from outside the lines of business as the newly hired individuals, as projects at the executive level often require cross -company partnerships.
In the first one to three weeks, further planning is used to identify emerging challenges in the new role, people - related issues, key relationships that must be built, and ongoing management processes that need to be established. This planning is captured in the New Leader - Team Integration Session — a critical experience in the entry phase. The objective of this process is to facilitate an effective working relationship between the new leader and his or her team. The process creates an opportunity for both the leader and the team to establish open channels of communication, exchange views, and become more acquainted with their respective operating styles and expectations. When this planning process is done well, it can dramatically shorten the time required for the new executive to become effective on the job.
The New Leader - Team Integration Session ideally occurs within the first thirty to sixty days of the new assignment. The process involves three steps, all of which are facilitated by the HR partner (sometimes and often in partnership with an HR partner). In the first step, the HR partner meets with the new executive leader prior to the integration session. The HR partner provides the new executive with an overview of the integration session ' s objectives and mechanics, identifies the executive's own objectives for the session, and selects the questions that will be used to create a mutually beneficial dialogue between the executive and his or her new team. In addition, the HR partner gauges the new leader's interests and concerns. Questions to solicit this information for the new executive include:
1. What do you need to know about your team?
2. What don't you know about your team?
3. What are your concerns?
4. What things are most important to you as a leader?
5. What does the team need to know about your expectations and operating style?
6. How can the team best support you in your transition into the new role?
7. What key messages would you like to send to the team?
Following this meeting with the executive, the HR partner meets with the new leader's team - either individually or preferably and more often as a group - without the new leader. The purpose of this second step is to develop a preliminary understanding of the group's issues and concerns. Typically, the HR partner will solicit this information using questions such as the following:
1. What do you already know about the new executive?
2. What don't you know, but would like to know?
3. What advice do you have for the new executive that will help him or her be even more effective?
4. What questions do you have for the new executive?
5. What are your concerns about him or her becoming the leader of the team?
6. What major obstacles are you encountering as a team? What opportunities exist?
7. What is going well that you would like to keep? What is not going well that you would like to change?
8. What do you need from the new executive to allow us to be even more effective?
Following these two preliminary meetings for data - gathering, the New Leader - Team Integration Session is conducted over a half-day period. After describing the meeting objectives and ground rules, the team goes off without the executive to gather responses to their new superior's "questions to the team." In the meantime, the new leader is debriefed on the group's interview responses, and he or she prepares responses to these for the team. The team and the leader then meet together for two hours of dialogue. The environment is a non - threatening one. The HR partner begins by reviewing the group's overall messages to the leader. For example, an insight might emerge that direct reports are interpreting certain of their superior's behavior in a negative light. The leader comments on the team's responses as well as communicates his or her key messages to the team and how he or she plans to address the feedback. Facilitated by the HR partner, both the leader and the team establish formal commitments to one another and identify future issues to be addressed. For example, the new executive may commit to a new behavior or set of actions or a clearer vision. The leader might shift his or her management practices so that more time is spent on addressing future issues.
In addition to the New Leader - Team Integration Session, there is also a New Peer Integration Session, which is also held within the first thirty to sixty days of the new executive's arrival. This session creates an opportunity for the executive to network with new peers, to seek advice and guidance on on - boarding, to learn about norms, and to obtain general support. It also allows the individual's peers to learn about their new colleague's background, operating style, and priorities and to build an initial working relationship. Similar in design to the New Leader - Team Integration Session, it involves three stages. First, the HR partner meets with the new executive to describe the process, select discussion questions, and explore special issues and concerns. Typical interview questions for the preparation phase include:
1. What would you like your new peers to know about you?
2. What would you like to know about your new peers?
3. Provide a summary of your personal and work history that others might not know.
4. What are you interested in outside of work?
5. How can your new peers support you as you transition into the executive team?
The HR partner then meets with the executive's new peers and solicits responses to the following questions:
2. How would you describe the team' s written and unwritten rules
3. What would you like your new peer to know about the team?
4. The things that make a person successful on this team include
5. The things that can derail a person on this team include
6. The things that help a person integrate well into this company include
7. What can you tell your new peer about each team member's operating style?
In addition to responses to these questions, the HR partner also gathers from members of the peer team information on their areas of competence for which they might serve as a resource to the new executive, their interests outside of work, and the names of their spouses and children. This data is recorded on index cards for the new executive.
The integration session is broken into three parts. There is a short overview, a setting of objectives, and an introduction of the team and the new peer. This is followed by the peer team and the new peer gathering responses to each other's questions in separate rooms. Each side's responses are recorded on flip charts. The team and their new peer then gather together in a conference room. Facilitated by the HR partner, there is sharing of the responses and dialogue. Basically, the session enables transparency and partnering - both cornerstones of success in the Banks culture. It drives joint ownership for success as well, and, like the New Team Integration Session, it facilitates the acceleration of relationships with peers - individually and collectively.
Earlier, we had mentioned that orientation programs were a component of the entry phase. Within the first week on the job, the new leader attends a welcome orientation (providing an overview of the Bank's business, history, culture, values), which is run on every Monday for all new employees. Leaders then meet with their HR partners to discuss the on-boarding plan. Within the leaders' first few months, they are automatically registered to attend the New Executive Orientation Program. This program is sponsored directly by the CEO. Its purpose is for the executive to network with other new executives as well as the CEO and with his executive team as well as other executives previously hired into the bank from the outside. The program itself is one-and-a-half days long. On the first day of the program, there is an informal panel with executives who have been hired into the bank within the last two years. The panel of executives shares their own on-boarding experiences. They explain their experiences, what the new executives can expect, their personal "lessons learned." This is followed by presentations by the CEO and top executives, who cover topics such as the corporate values and culture, leadership philosophies and expectations, company strategy and finances, as well as other key business units' growth strategies and key enterprise initiatives. A social networking event then follows hosted by the CEO and his executive team. This orientation provides the new executives with insights into the business, the bank's culture, the CEO expectations for leaders, and how executives can derail. Beyond the information provided in the orientation, a parallel goal is to create a cohort identity for the new executives. This is important, as they will likely need to work with one another on key projects or business initiatives in the future. The cohort also provides the new executives with a safe haven or resource group to ask questions and to help navigate the complexities of the bank.
Mid - Point Phase (100 to 130 days): Three to four months into their new assignments, the executives take part in the Key Stakeholder Check-In Session. This intervention involves receiving written and verbal feedback from a select list of their key stakeholders. The experience is designed to accelerate the development of effective working relationships between the new leaders and the stakeholders, who now share responsibility for the new leaders' success. It also aids in helping the newly hired executives understand the feedback and coaching culture that is unique to the Banks rich feedback environment. It is essentially a process for the new leaders to seek and receive early feedback regarding how their stakeholders view the leaders ' on-boarding process, operating style, leadership approach, and cultural fit. It can uncover whether there are potential disconnects between others' perceptions and the leaders' actual intentions. It can also further clarify the expectations of key stakeholders. Most importantly, it can be used to allow the executives to make early adjustments in their approaches and in turn avoid their own potential derailment. Like the earlier integration sessions, it also gives voice to the stakeholders. They can take advantage of a process that permits them to surface potentially sensitive issues or concerns in an anonymous manner. They can share organizational insights that are not readily apparent to the new leaders. They can also communicate special needs to their new leaders.
In terms of its timing, the bank discovered (using a six sigma process and tools) that stakeholder reviews held close to a new leader's entry were not effective. The executive did not always have sufficient self-confidence to respond positively to the feedback received from stakeholders. Similarly, staff did not possess well-formed opinions of their superiors or peers before the three-month timeframe. They may not have seen enough of a particular behavior to determine whether it was a pattern or not. On the other hand, within three to four months, patterns in the executive's behavior become quite clear. With a timeframe within 130 days, it was harder for new executives to discount feedback that was more critical of their approach. They could not claim that their behavior was simply due to a one-time event. That said, delaying feedback to the executive until the six-month mark or later created a serious dilemma. By that point, the executive's behavior may become typecast. After six months in the job, it was very difficult for the executive to escape the label. For this reason, the feedback occurs ideally by the 130 -day milestone.
The process behind the Key Stakeholder Check-In involves an initial planning session with the new leader and the HR partner in which they review and revise the questions that will be used to solicit insights. For example, the HR partner will identify specific areas in which the leader would like to receive feedback and from whom. The HR partner then contacts the leader's key stakeholders to conduct an anonymous fifteen-to thirty-minute interview with each stakeholder. Beyond the questions identified by the new leader, there are additional questions to stakeholders. These often include:
1. What are your initial impressions of your new leader's strengths?
2. What are the potential landmines/obstacles that he or she may come up against?
3. What advice would you give to the new leader to be even more effective and to accelerate performance in the role?
4. What one to three things do you specifically need from this individual?
5. To increase effectiveness, what does this individual need to (1) continue doing, (2) stop doing, and (3) start doing?
The HR partner then organizes the interview responses, identifies themes, and records specific verbatim comments from specific stakeholders. They then meet with the new leader and share the interview results. In the review session, the executive constructs an action plan to address specific feedback items and prepares for a discussion with their boss. With their superior, they review the action plan and the overall on-boarding experience overall. The HR partner and the leader hold follow-up meetings to evaluate progress on the action plan and for further coaching. Sometimes these discussions will uncover a problem that even the individual's boss was unaware of. It is worth noting that the boss is not one of the people the HR partner interviews for this very reason.
This comprehensive check-in process brings great clarity to identifying the new leader's strengths but also highlights development needs and problem areas. For example, new executives might learn that they possess strong interpersonal skills and are perceived as highly competent and action-oriented. On the other hand, the same executives might learn that they still need to build stronger connections with key leaders and learn various business strategies and initiatives at a more granular level. They also may receive feedback that they must spend more time on developing a clearer business vision and communicating to their team. Staff might wish more one-on-one time with the executive. Out of the action planning process, concrete steps will be identified that this executive must undertake over the coming months to build on the identified strengths and address the problem areas.
The Final Phase (1 to 1.5 years): Typically 12 to 18 months after their stakeholder reviews, the new executives will receive a 360-degree feedback assessment, which provides the leaders with feedback on their leadership competencies (see Figure 2 or the Bank's leadership competencies). The timing is designed so that the executives have had an opportunity to make significant progress on the development areas identified in their stakeholder reviews. They now also have had complete performance cycles under their belts. If executives are successful, their improvements will show up in the 360 feedback data. The tool itself is designed around the bank's leadership model as well as common derailing behaviors. When leaders receive their 360 feedback, they will again sit down with their HR partners to review it, compare it to stakeholder feedback, and use the outputs to further shape their development plans and actions. This process also triggers another more formal development discussion between the individual executive and his or her boss. The 360 feedback is used along with other data and feedback mechanisms as input into the individual's performance ratings and reviews.
FIGURE 2 The Bank Senior Executive Model
LESSONS FOR DESIGNING ON - BOARDING FOR EXECUTIVE LEADERS
Sooner or later in their first year in the executive role, most leaders will face some type of major stumbling block. An executive on-boarding process can and should provide the support and feedback that will assist executives in successfully addressing hurdles. The most effective programs also act as early warning systems that allow the executive and the organization to preempt the possibility of derailment. As we have noted, the process must be supported by multiple interventions that occur at intervals over the executive's first year rather than solely at the moment of entry into the job. It must also proactively engage the new executive's multiple stakeholders from the moment of selection to the end of the on-boarding cycle. Effective engagement is completely dependent on the quality of interaction between the new executives and their full range of stakeholders. In addition, stakeholders must feel a high degree of ownership in the process itself, which increases their ownership in the executives' success.
In assessing how well your own organization on-boards it's most talented future executives, there are several critical questions to ask. Does your organization treat on-boarding as a one-time orientation event or as a longitudinal process? What is the breadth of interventions it employs from integration tools to coaches to formal feedback? Does it proactively engage all the new executive's stakeholders in a candid process that generates constructive feedback and clarifies expectations? Does the process deploy interventions at regular intervals throughout the first year for the new executive? Are these "toll gates " built around critical learning and feedback windows or are they more arbitrary or shaped by the corporate calendar? Are the interventions in time to gather critical and valid feedback for the new executive so that he or she can constructively respond and maintain credibility?
While such programs have traditionally been geared to external executive hires, internally promoted executives can benefit as greatly from formal on-boarding. While the internal hire may understand the corporate culture well, the role demands of executive leadership are as great for the internal hire as the external one. So it is useful to ask whether your organization treats its insider promotions differently. Does the organization assume they do not need on-boarding support? What are patterns in how insider promotions fail? What might be done to assist insiders in a more proactive and constructive manner in their own on -boarding experiences?
In this case study, their use of HR partners and the various dialogue and feedback - based integration experiences allow the new executives to obtain rich, candid, and ongoing information on their progress over the first year. What vehicles if any does your organization provide to new executives to rapidly gain constructive feedback on their leadership approaches and performance? What support does your organization provide in helping the executives to act on that information?
For on-boarding to be effective, a number of individuals need to "own" the new leader's success. In this regard, one of the more important lessons from the case study is the pivotal role of the HR partner. This individual in essence owns the executive's success from the moment of selection to the end of his or her first year on the job. Their job is to make certain the executives successfully on-board. In addition, they engage the new executives' superior, several peers, and the subordinates in the ownership process. Therefore some questions to ask about your own organization's process include: Does your organization have individuals who are dedicated to ensuring the success of new executives? Are they influential at all stages of the executives' on-boarding experience? Ideally, there are multiple owners such as peers and senior advisors. What ways, if any, does your organization engage the peers and superiors of the new executives in supporting their successful on-boarding?
As we noted at the beginning of this case study, an effective on-boarding process does not exist in a vacuum. It is highly dependent on a supportive culture. Finally we would highlight that it is important to assess more broadly your organization's commitment to talent management. Questions to ask would include: How deeply committed are your CEO and senior team to leadership development? Does the firm have a clear talent management strategy? Does the culture encourage individuals to learn and adapt? Is it a culture in which candid constructive feedback is available and rewarded? What are the breadth and depth of your organization's talent management and development interventions? Are they supported by well-aligned rewards, performance feedback processes, useful metrics, and the culture?


There is no doubt that Hirokazu Kore-eda is one of the best Japanese directors - if not the best - working today. His portraits of personal highs and lows show a beautiful intimacy of the human soul, tinged with humour that is rooted in truth. His latest film, Shoplifters, won the Palme d'Or and he will soon be making a feature with a more Western flavour; La Verite, with Juliette Binoche, Ethan Hawke, and Catherine Denueve, about a couple who travel to France after the publishing of a tell-all autobiography. Until we get to see either of those projects we will simply have to make do with the film that won Kore-eda six Japanese Academy Awards, including Best Director and Best Film. Legal drama The Third Murder is released today in a wonderful presentation from Arrow Academy.
A seemingly simple murder case is brought to court involving the murder of a factory owner by a disgruntled employee Misumi (Kōji Yakusho). Misumi has even confessed to the crime, although he keeps changing certain details, and faces execution if found guilty due to a similar offence years before. Lawyer Shigemori (Masaharu Fukuyama) is, at first, determined to remain detached but becomes increasingly obsessed with the details of the case and Misumi. There is also the question of what, if any, part the dead man's daughter Sakie (Suzu Hirose) played in the crime.
This is a very cold film. The cold and blank environment of the interview room where Shigemori and Misumi have their conversations, the cold weather that is commented on throughout, the snow of Hokkaido where Misumi was born, and above all the search for the cold, hard facts, but in that final aspect as Shigemori uncovers more details, the more muddled things become. The drama unfolds in a way that is very measured, but deliberately so. We are given time to digest the information as Shigemori learns it along with all possible factors in Misumi's case.
Whilst a crime drama may seem like a drastic departure from Kore-eda's recent works it does still contain that key element of personal connection and humanity that makes those films so special and makes The Third Murder such a great and interesting puzzle to examine. The Japanese court system also operates in a way very different to other countries, sometimes more preoccupied with the easier to win answer than the full truth of the matter, and it is Shigemori's, and by extension Kore-eda's, turning away from this that drives the story forward. At times Shigemori and Misumi almost become reflections of each other; opposites but also with elements - particularly certain familial situations - that echo back and forth.
It all progresses and ends in a place that is entirely up to the viewer's interpretation of events. As much as you can decide on one outcome there is enough evidence that you could easily come up with a different one. It's something that in another film could be frustrating in the ambiguity but in Kore-eda's hands ends up as a fascinating meditation on the nature of truth, helped in no small part by the fantastic cast. Masaharu Fukuyama has no easy feat carrying the movie as Shigemori and yet does so excellently, but it is stalwart of the Japanese cinema scene Kōji Yakusho who commits the crime of stealing every single scene.
Yakusho has been in a wide range of movies over the years from the quirky "Ramen Western" Tampopo to the works of Kiyoshi Kurosawa and the film adaptation of the novel Memoirs of a Geisha, although we won't hold that last one against him. His performance of Misumi is both charismatic and enigmatic, drawing you in but leaving you feeling so unsure of what is going on in his head albeit with the hint that there is something very off about him. Also key to the film is young Suzu Hirose as Sakie. Hirose starred in Kore-eda's joyful drama Our Little Sister but what we see here could not be more different, a calm surface that holds some potentially drastic and dark secrets.
Arrow Academy is known as a highly curated distributor of interesting foreign language and cult films (courtesy of their Arrow Video label) and this release is no exception. As well as the crisp picture and sound the Blu-ray offers up a Making Of feature, a video essay on the film by Asian film exert Tony Rayns which is good for clarifying a few aspects of the film that some may have trouble with, especially concerning the Japanese legal system. There is also a stills gallery, cast introductions to the film, and the original trailer. DVD viewers get all the same features but miss out on a special illustrated collector's booklet that will be included in the Blu-ray's first printing as well as the glorious high definition.
The Third Murder may not be what you may be expecting from a Hirokazu Kore-eda film, but it is absolutely worth seeking out as a mystery that is both different and will keep you turning it over long after it has finished.
Hauntingly beautiful and psychologically complex, there is no doubt that Hirokazu Kore-eda is a master of his craft.


The Mas Du Colombier has 17 rooms, in the heart of gardens where you will be able to have some rest and relax by the pool. All our rooms are equipped with air conditioning, flat TV screen, comfortable beds with new linen and towels, mini bar or kitchenette, safe, ensuite bathroom, luggage rack.
We also have a room on the ground floor for disabled persons.
Small dogs are accepted, excepted around the pool and in the restaurant. We ask you not to leave dogs alone in your room. Thank you to inform us at the time of the booking.


Cite this: Baird, Spencer Fullerton. 1860. The birds of North America : the descriptions of species based chiefly on the collections in the Museum of the Smithsonian Institution with the co-operation of John Cassin and George N. Lawrence Atlas (1860), Philadelphia : J.B. Lippincott & Co.


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Иннокентий Петрович Кузнецов-Красноярский (1851 — 13 января 1916, Томск) — сибирский золотопромышленник, меценат, археолог, этнограф, историк.

Биография
Уроженец Минусинского округа Енисейской губернии, выходец из красноярской купеческой династии золотопромышленников и меценатов.

Среднее образование получил в частной гимназии в Петербурге.

В 1888—1891 годах был вольнослушателем медицинского факультета Томского университета. Совершил путешествия в Северную Америку и Скандинавию, откуда привёз этнографические коллекции.

И. П. Кузнецов-Красноярский работал горным инженером. Путешествуя по служебной надобности по Минусинской котловине, обратил пристальное внимание на богатейшие археологические памятники peгиона. Начиная с 1880-х И. П. Кузнецов-Красноярский увлекся археологическими раскопками древних курганов. В 1884 году первым провёл раскопки могильных курганов Карасукской культуры. Провел ряд совместных раскопок с И. Т. Савенковым. Заслужил известность в сибирской археологии.

Его археологическую деятельность можно условно разделить на два периода:
 1880—1890 — полевые раскопки курганов;
 1890—1915 — археологические разведки разнообразных памятников: древних могильников, каменных изваяний, горных сооружений, каменных стел с надписями.

Полевые археологические исследования И. П. Кузнецов-Красноярский проводил на хорошем научном уровне. Издал ряд исторических работ по археологии и этнической истории. Археологическому музею Томского университета передал более 700 предметов, среди которых его индейская и скандинавская коллекции. После его смерти в музей университета поступили ещё 1722 предмета.

С 20 апреля 1890 года был действительным членом Рязанской Учёной Архивной Комиссии.

В 1905 году был избран председателем «Инородческого схода». На собственные средства издал книгу Д. А. Клеменца «Древности Минусинского музея». В 1896 году И. П. Кузнецов-Красноярский переслал в Таштыпское народное училище 133 научно-популярных издания. На его средства был издан «Архив Аскизской Думы».

Владел Богородским прииском по реке Немир в 150 км от Минусинска.

Многие годы дружил с художником В. И. Суриковым, оказывал ему поддержку во время учёбы в Академии Художеств.

В 1892 году на приисках Иннокентия Петровича в Минусинском округе Суриков делал этюды для картины «Покорение Сибири Ермаком».

После смерти Иннокентия Петровича его библиотека была приобретена Минусинским краеведческим музеем.

Семья
 отец — Кузнецов Пётр Иванович (1818—1878), красноярский купец 1-й гильдии, золотопромышленник, почетный потомственный гражданин, меценат. Владелец приисков на территории Хакасии. В 1869 году подарил дом и библиотеку для приходского училища в с. Аскиз. В 1877 году передал свою коллекцию древностей археологическому отделу Минусинского краеведческого музея.

 Выплачивал стипендию В. И. Сурикову во время его обучения в Академии Художеств.
 брат — Кузнецов Александр Петрович (1848—1913) крупный сибирский золотопромышленник, почетный потомственный гражданин, красноярский купец 1 -й гильдии, владелец паровой лесопильни и механического завода в городе Красноярске. Занимался меценатством и благотворительной деятельностью, являлся почетным блюстителем Бейского училища (открыто в 1866 году).

Общественная деятельность
В Томске был членом Общества попечения о начальном образовании, финансировал деятельность Общества. Входил в комиссию этого Общества по созданию Музея прикладных знаний. Участвовал в организации и проведении в Томске этнографических выставок.

В Красноярске был почётным смотрителем уездного училища, гласным городской думы. Участвовал в учреждении газет «Справочный листок Енисейской губернии» и «Енисей» (учреждена в 1895 году, в июле — декабре 1905 года она называлась «Сибирский край»).

В Иркутске состоял сотрудником газеты «Сибирский архив» (позже — «Сибирская летопись»).

Сочинения
 Древние могилы Минусинского округа. — Томск, 1889.
 Минусинские древности. Медно-бронзовый и переходный периоды. Вып. 1. — Томск, 1908.
 Исторические акты XVII столетия (1630—1699). Материалы для Истории Сибири. — Томск, 1897.
 Из истории южных частей Енисейской губернии. — Томск, 1908.
 Поездка г. Адрианова по южным частям Томской и Енисейской губерний летом 1883 года: (критический очерк) — Томск, 1895.

Примечания

Литература
 Белокобыльский Ю. Г. Бронзовый и ранний железный век Южной Сибири. — Новосибирск: Наука. Сиб. отд-ние, 1986.
 Матющенко В. И. История археологических исследований Сибири (до конца 1930-х гг). — Омск, 1992.
 Краткая энциклопедия по истории предпринимательства и купечества. Т. 2. / Под ред. Д. Я. Резуна и Д. М. Терешкова. — Новосибирск, 1996.
 Енисейский энциклопедический словарь. — Красноярск, 1998.
 Погребняк А. И. Купцы-предприниматели Енисейской губернии. — Красноярск, 2002.

Ссылки

Родившиеся в Енисейской губернии
Кузнецовы (золотопромышленники)
Умершие в Томске
Персоналии:Красноярск
Золотопромышленники Российской империи
Меценаты Российской империи

redpajama_set_name: RedPajamaWikipedia


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Game contains content that is considered unsuitable for people under 18 years of age.
Upgrade your vehicle and try to reach the longest possible distance to reach the helicopter and finally escape from Zombie's Land. You'll have to face many obstacles on your way.
There's too much games with zombies lat time, although this is a good piece of entertainment.


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Q: Confusion regarding joblib.dump() One way to save sklearn models is to use joblib.dump(model,filename). I have a confusion regarding the filename argument. One way to run this function is through :
joblib.dump(model,"model.joblib")

This saves the model successfully and also the model is loaded correctly using the:
model=joblib.load("model.joblib")

Another way is to use :
joblib.dump(model,"model")

With no ".joblib" extension this time. This also runs successfully and the model is loaded correctly using the:
model=joblib.load("model")

What confuses me is the file extension in the filename, Is there a certain file extension that I should use for saving the model? Or it is not necessary to use a file extension as I did above? If it is not necessary, then why?

A: There is no file extension that "must" be used to serialize a model. You can specify the compression method by using one of the supported filename extensions (.z, .gz, .bz2, .xz or .lzma). By default joblib will use zlib to serialize objects.
Therefore you can use any file extension. However it is a good practice to use the library as the extension in order to know how to load it.
I name my serialized model model.pickle when I am using pickle library and model.joblib when I am using joblib.

redpajama_set_name: RedPajamaStackExchange


text:
HomeLatest newsInvestment in infrastructures, threatened
Investment in infrastructures, threatened
Explosions at Nord Stream pipelines exposed growing risk to power grids
Investing in infrastructure is increasingly risky. The explosions that damaged the Nord Stream gas pipelines linking Russia with Europe in September have alerted investors to the physical threats posed by volatile geopolitics to energy networks. Cyberattacks, which were already on the rise before President Vladimir Putin invaded Ukraine, have also intensified. As private investors rethink this, states will play a larger role.
Capital has poured into assets such as toll roads, telecommunications towers and power grids, as investors seek stable regulated investments that offer some protection against inflation. Private equity infrastructure funds attracted $121 billion globally in 2021, nearly 60% more than in 2017, according to PitchBook data. In Europe, these funds acquired assets worth 41.7 billion dollars in the first seven months of 2022 –more than double that of the previous year–, driven by operations such as the acquisition by Veolia of Suez, a French rival in water management and waste.
Even so, investors are increasingly selective when it comes to betting on infrastructures. The still unexplained explosions in the Baltic on September 26 exposed the fragility of marine infrastructure, bankers and high-level investors tell Breakingviews. TotalEnergies and Equinor stated in September that they had detected unusual drone activity near their offshore energy facilities. Corrosive seawater can quickly render an underwater pipeline unusable. And the damages caused by wars are not usually covered by insurance.
The rising cost of insurance against cyberattacks will also make telecommunications and electricity networks less attractive. According to a survey by the Council of Insurance Agents and Brokers, the premium for insuring commercial property against hackers increased 27% year-over-year in the second quarter of 2022, well above the median increase of 7% for all lines of insurance.
However, the need for infrastructure remains strong. The Macquarie fund declared in November that it had attracted 12.6 billion euros from investors to invest in basic infrastructure such as electricity networks, gas pipelines and water facilities.
The urgency to make the world a cleaner place involves building and modernizing electrical infrastructure in both developed and developing countries. Assets such as electricity networks, essential for the transition from fossil fuels to renewable energy, will continue to be attractive for investors and financiers.
However, they are also potentially exposed to sabotage, as demonstrated by the attacks against two electricity substations in North Carolina (United States) on December 4. More than 40,000 customers lost power in what local authorities described as a "targeted attack."
The pressure to establish energy security at home also means that governments will want to own key infrastructure assets, regardless of financial incentives. Germany, for example, has taken over private Russian-owned gas storage facilities and is trying to gain control of the local subsidiary of Dutch power grid operator TenneT, Reuters reported on November 30. If private investors conclude that some infrastructure assets have lost their appeal, governments will step in.
Former Trump Administration Official Russell Vought Calls For Eliminating 'Wokeness' From Federal Budget
Russell Vought, a former senior Trump Administration official, has called on congressional Republicans to...
Chinese IoT suppliers expose UK businesses to espionage and data theft
Chinese technology companies are supplying components used in a wide range of industrial and...

redpajama_set_name: RedPajamaCommonCrawl


This was the beginning of a new year at Hogwarts, with a new batch of first year students who would, hopefully, be ready to learn, work hard, and have fun. They were walking into the Great Hall now, some calm, some excited, some nervous, waiting to be sorted. The Headmaster sat at his chair in the center of the staff table as one-by-one they were sent to the four Houses' tables, being welcomed by who could be their new friends for the year as they sat down.
Once the sorting was done, the Headmaster stood up and addressed the students with a short speech. Then, everyone was ready to eat. Plates upon plates of food cooked by the school's house elves appeared in a line down the center of the four long tables, and the staff watched as the new students stuffed themselves like they never had before.
Thank you for RPing at Harry Potter: WizardPlay.


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Home / Constituency Watch / Lok Sabha elections 2019: In West Bengal's Kanthi constituency, Sisir Adhikari will try to retain Trinamool control
Lok Sabha elections 2019: In West Bengal's Kanthi constituency, Sisir Adhikari will try to retain Trinamool control
The CPI(M) dominated the Kanthi Lok Sabha till 1999 when Trinamool's Nitish Sengupta defeated its candidate. The Left party's Prasanta Pradhan won in the next Lok Sabha election in 2004.
constituency-watch Updated: May 07, 2019 14:31 IST
HT Correspondent
Hindustan Times, New Delhi
A replica of Electronic Voting Machine (EVM) installed by the Election Commission of India to create awareness about voting.(PTI file photo)
The Trinamool Congress' Sisir Kumar Adhikari is the sitting member of Parliament from West Bengal's Kanthi Lok Sabha seat.
But Sisir Adhikari, also the former Union minister of rural development in the Manmohan Singh government, wrested the Kanthi Lok Sabha seat from the CPI(M) leader Prasanta Pradhan in 2009 and Tapas Sinha in 2014.
Read: All you need to know about West Bengal
The ruling Trinamool Congress has renominated Sisir Adhikari, who played a major role in the Nandigram anti-land acquisition stir, for the Lok Sabha election 2019 from Kanthi seat.
Voting in Kanthi will be held on May 12 during the sixth round of the seventh-phase Lok Sabha election. The result will be declared on May 23.
State: West Bengal
Name of the Lok Sabha constituency: Kanthi
Polling date: May 12
2019 candidates: Sisir Adhikari (Trinamool), Dr Debashish Samant (BJP), Dipak Kumar Das (Congress), Paritosh Pattanayak (CPI-M)
Sitting MP, party: Sisir Adhikari, Trinamool Congress
Winning margin in 2014: 229,490
Runner up name, party: Tapas Sinha, CPI(M)
Number of voters in 2014: 1,290,811
Percentage of votes polled in 2014: 86.61%
Number of women voters in 2014: 626,560
Number of polling booths in 2014: 1843
Kanthi constituency
https://www.hindustantimes.com/lok-sabha-elections/lok-sabha-elections-2019-in-west-bengal-s-kanthi-constituency-sisir-adhikari-will-try-to-retain-trinamool-control/story-5pGUouu0i6XsrJ2tStj2kL.html
https://www.hindustantimes.com/constituency-watch/may-10-lok-sabha-2019-constituency-pm-modi-is-the-sitting-mp-from-ups-varanasi/story-AOwwWeUUmyrgpI90ChDYQP.html
PM Modi' Varanasi Is The Star Constituency
https://www.hindustantimes.com/constituency-watch/all-eyes-on-ghazipur-as-old-rivals-lock-horns-yet-again/story-OuncbtpEJvphkcPXTZOtwN.html
All eyes on Ghazipur as old rivals lock horns yet again
https://www.hindustantimes.com/constituency-watch/lok-sabha-2019-constituency-ratlam-in-madhya-pradesh-is-a-congress-bastion/story-ysIRqtzXTwZta091Wxe9pM.html
Ratlam Election Results 2019: The Congress bastion in Madhya Pradesh
https://www.hindustantimes.com/lok-sabha-elections/lok-sabha-elections-2019-deoria-seat-witnessing-straight-fight-between-bjp-and-sp-bsp-alliance/story-qV143Fm1f8TFM0kK9Kc2vJ.html
Deoria LS seat witnessing straight fight between BJP, SP-BSP alliance


Reb'l Fleur Perfume by Rihanna, Reb'l fleur by rihaana is an intense and glamorous fragrance introduced in 2010. This perfume is a creation by caroline sabas and marypierre julien from the house of givaudan. Women will be intrigued by the sophisticated and daring qualities of this fragrance.


Did Justin Trudeau wear fake eyebrows to the G-7?
Canadian Prime Minister Justin Trudeau is "meek and mild," according to a recent Twitter tirade from President Trump. The rest of the world just wants to know: What's up with his eyebrows?
Just days after POTUS slammed rumors that first lady Melania Trump's 26-day absence from the public eye was facelift-related, a new conspiracy theory merging the worlds of politics and beauty has gripped the internet. And it's all got to do with Trudeau's brows.
As BuzzFeed News reports, footage from last week's G-7 summit has sparked speculation that the 46-year-old Trudeau — whose good looks are often compared to The Little Mermaid's Prince Eric — wore, erm, fake eyebrows to meet with his fellow world leaders.
The rumor can be traced to a video of Trudeau's press conference with French President Emmanuel Macron. Trudeau's eyebrows appear to be oddly slanted in the video, giving rise to speculation that he had slapped on fake arches that were caught slipping off.
The brow buzz reached as far as Russia; a poll conducted by broadcaster RT reportedly concluded that Trudeau — who clashed with Trump during the G-7 summit — was indeed wearing falsies.
Unfortunately for conspiracy theorists, the weird angle isn't down to some overtweezing cover-up or a crafty, Groucho Marx-esque disguise. It's just bad lighting — and real eyebrows.
We can thank the tireless research of these folks for putting that random rumor to rest.
I can't believe this has to be said, but Justin Trudeau obviously didn't have a "fake eyebrow" falling off during his press conference with Emmanuel Macron.
But fear not, folks. If you need a new beauty mystery to solve, you can always try getting to the bottom of what Trump's hair looks like after a shower.


Maybe. Parents often wish to assist their student children with housing in Manhattan. In many cases, that assistance turns out to be buying an apartment for their son or daughter, which can also turn out to be a good investment (our recent Titanical market notwithstanding). There are many co-ops that will allow such an arrangement, provided that the parents submit a complete Board package and comply with all other requirements of the purchase process, including the Board interview. Sometimes the co-op will allow the child to purchase the apartment in his or her own name, if the parents guaranty the obligations under the proprietary lease or if a maintenance deposit is given. If the parties find out that a particular co-op frowns on such arrangements, move on to the next co-op. All that being said, the easiest way to accomplish the goal of buying an apartment for a non-income producing child is to buy a condominium apartment. In those cases, title can be held in the manner desired by the parents and a condo Board will have no basis to object to the arrangement, provided the condominium purchase application has been properly submitted.


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Fine Tubes Announces New Nadcap Accreditation for Welding
May 23, 2013 by Julia Karol
UK metal tube manufacturer Fine Tubes has recently been certified for its standards in Welding, joining recognition for its Heat Treating and NDT processes
Plymouth, United Kingdom. May 20, 2013 — Fine Tubes is proud to announce its latest accreditation from Nadcap for superior standards in metal tube manufacture. This accreditation entitles the company to appear on the Qualified Manufacturers List, defining it as dedicated to quality assurance.
Ronen Day, Managing Director of Fine Tubes commented, "Fine Tubes is now on the Nadcap accredited special process list for welding – joining our Heat Treating and NDT qualifications. Quality is at the foundation of all our operations and this will help to cement customer confidence in our tube welding processes as we aim to exceed industry standards."
Nadcap assessment is carried out by an independent auditor, using an industry-approved checklist. While also observing any possible non-conformity, Nadcap seeks to highlight areas of excellence within defence and aerospace manufacture.
Joe Pinto, Vice President and Chief Operating Officer at the Performance Review Institute said: "Achieving Nadcap accreditation is not easy: it is one of the ways in which the aerospace industry identifies those who excel at manufacturing quality product through superior special processes. Companies such as Fine Tubes work hard to obtain this status and they should be justifiably proud of it".
Fine Tubes' accreditation for welding joins previous Nadcap recognition for its Heat Treating and NDF processes. In a space or aviation environment, high standards are everything and Fine Tubes' customer base can rest assured that they have access to a service that has been tried and tested by this globally-respected accreditation body.
Download Full Press Release
Press Release, Specialty Metals, Tubing
Weston Forest announces acquisition of Industrial Lumber Sales, Inc. of Moultrie, GA
Julia Karol
Mississauga, ON – August 24, 2022 – Weston Forest, a leading distributor and remanufacturer of softwood & hardwood lumber and specialty panel products, today announced it has acquired Industrial Lumber Sales, Inc. (ILS) of Moultrie, GA. Steve Rhone, President & CEO of Weston Forest, states, "Industrial Lumber Sales is a well-run, highly reputable business with […]
Watermill Group Completes Sale of Tenere to CGI Manufacturing Holdings, a Portfolio Company of CORE Industrial Partners
News Summary For the past decade, Watermill has helped transform Tenere into a sophisticated supplier of custom mechanical solutions for the high-growth markets of information and communications technology, fiber optics and renewable energy. Under Watermill ownership, Tenere refocused and reinvigorated its business strategy, implemented facility improvements across North America, coordinated key acquisitions, completed a greenfield […]
It's Official: Weston Forest is a Great Place to Work®
Mississauga, ON – November 25, 2021 – Steve Rhone, President and CEO, is proud to announce that Weston Forest has been certified as a Great Place to Work® after a thorough, independent analysis conducted by Great Place to Work Institute® Canada. This certification is based on direct feedback from employees, provided as part of an […]
Women Who Achieve: Julia Karol
Generations Collaborate for Powerful Performance Julia Karol worked at Jumpstart, a national early education nonprofit, before joining Watermill Group, a Boston-based private investment firm, in 2009. And even though she had no traditional finance or accounting training before joining the firm, she went in with an open mind, a positive attitude and plenty of intellectual […]
WESTON FOREST is a 2021 winner of the Canada's Best Managed Companies Platinum Club designation
Mississauga, ON – May 5, 2021 – Steve Rhone, President and CEO of Weston Forest, is thrilled to announce that the company has achieved Platinum Club status with the Canada's Best Managed Companies program by retaining its Best Managed designation for seven consecutive years. The 2021 Best Managed program award winners are amongst the best-in-class […]
Mobility Industry Veteran Colleen Haley Appointed CEO of QMC-EMI
PRESS RELEASE LIVONIA, MICH. & STERLING HEIGHTS, MICH. – March 1, 2021 – Effective immediately, Colleen Haley has been appointed Chief Executive Officer of Quality Metalcraft/Experi-Metal Holdings Corporation (QMC-EMI), a provider of innovative stamping and joining assemblies for the automotive, commercial vehicle, aerospace and defense industries. Ms. Haley brings diverse global experience and deep […]
Weston Forest has been acquired by the Watermill Group
Mississauga, ON and Lexington, MA – January 4, 2021 – Weston Forest, a leading distributor and remanufacturer of softwood and hardwood lumber and specialty panel products, today announced it has been acquired by the Watermill Group, a strategy-driven private investment firm. "This is a historic event for everyone at Weston Forest," said Steve Rhone, President, […]


The comfort and look of a natural fabric combined with seasonal colors makes Wayda cloth a unique accessory for children.
The inspiration and design for Wayda cloths comes from Toulouse, France. The comfort and look of a natural fabric combined with seasonal colors makes Wayda cloth a unique accessory for children that can be used as a scarf around the the neck or tied like a hankerchief on her head. Can also be used as a small comfort blanket or burp cloth.
The Wayda cloth is made from 100% organic cotton muslin. Rigorously tested for color fastness and softness, each garment dyed product is a unique item due to is handmade manufacturing.
Can be used as scarf, hankerchief, comfort blanket or burp cloth.
Tested for color fastness and softness.


The 6th International Jerusalem Conference on Health Policy, held May 23-25, provided a platform for exploring the dynamic evolution of health policy worldwide and acknowledging its complex, uncertain and interactive nature. Pesach Shvartzman, one of Israel's leading family physicians and a prominent expert in both pain control and palliative medicine, took this opportunity to unveil the findings of an "unprecedented" cannabis study he has been heading since the latter part of 2013.
Financed by the National Institute for Health Policy Research, and conducted together with Dr. Silvio Brill (who heads the Pain Treatment Unit at Tel Aviv's Ichilov Hospital and is also chairman of the Israel Pain Association) and Dr. Itai Gur-Arie (the head of the Sheba Medical Center, Tel HaShomer's Pain Management Unit), the study was to follow new cannabis users for two years. It was also to be based on interviews held with 1,500-2,000 patients who agreed to take part in the project. The premise of the study was to look at their socioeconomic characteristics, disease profiles, the medical indications for use, dosages, treatment given to the patient before giving cannabis, treatment safety, side effects, response and effectiveness of treatment and the patient's use of health services before and after treatment.
The patients would be observed at three pain clinics and interviewed by phone during the first three months of their treatment and then every four months for two years, enabling the scientists to ascertain the cannabis' success and effectiveness, as well as which uses are more effective and what kind of patients benefit the most from cannabis treatment. Most of the users reported in later interviews that their pain, nausea, anxiety, appetite and general feeling had improved. Fewer than one in 10 stopped taking the drug after the first interview and 6% after the second interview.
At the Health Policy conference, Shvartzman unveiled results of the study (we have reached out to the Israel National Institute for Health Policy Research, as well as the Jerusalem Post in an attempt to obtain a copy of the findings, but we have not received a response yet) and concluded that most users experienced significant improvement in pain and function, but that cannabis also caused side effects, with more than 77% reporting side effects, all of which are minor. It is interesting to note here that the majority smoked the cannabis as opposed to ingesting oil or vaporization.
The study revealed the worse side effects of cannabis to be dry mouth and hunger.
The most frequent side effects were dry mouth (60.6%); hunger (60%); high moods (44%); sleepiness (23%); fatigue (28.6%); red eyes (32%); and blurred vision (13%). Let's compare that to prescription drugs. Side effects of prescription drugs are inevitable, even with federal regulations that oversee these drugs. In fact, each year 4.5 million Americans visit an emergency room or doctor's office for adverse prescription drug side effects and a startling 2 million other patients who are already hospitalized suffer the ill effects of prescription drugs even while under the care of medical professionals. This includes death, physical debilitation, heart conditions, stroke and cancer, just to name a few.
Shvartzman reported that some 42% of all the patients had been referred to medical cannabis by their doctors, while only 24% from a friend or family member. The prescriptions for the drug were most commonly given by palliative medicine specialists, orthopedists and other specialists, and only a tiny minority (0.4%) from the family physician. The majority of the participants (99.6%) sought medical cannabis as a treatment after conventional medications proved ineffective and nearly 56% said they wanted it because the previous drugs caused side effects.
The results of this study are promising, but before medicinal cannabis can be made more widely available and accepted as a viable treatment, even for conditions such as chronic pain in which the evidence of benefit is strongest, governments, businesses and so on will need to be more supportive of research on the medical uses of cannabis and provide the leadership necessary to change how the drug is currently scheduled.


Sample the finer things in life as you enjoy gorgeous beachfront views and tuck into delicious food during this Beachfront Dinner in Albufeira. This restaurant has a lovely luxury yet laid-back feel and your group will get a table in a prime spot that overlooks the beach. See the waves lapping the sand as you explore the extensive set menu and make your choices. During this fine dining experience, you'll each chow down on three courses, a starter, main course and tasty dessert. With a tempting range of mouth-watering, traditional Portuguese dishes, you really are spoilt for choice! You'll get half a bottle of wine per person so you can raise a glass to your special occasion whether it's a stag, birthday or hen party in Albufeira, or just a trip away with friends. Catch up and enjoy a break from all that partying as you treat yourselves to a slap-up meal in sophisticated surroundings.
Age restriction: 18+. Dress code: Strictly smart. No bikinis, flip flops or beachwear. Please let us know about dietary requirements. Please note, this is a fine dining experience so rowdy or inappropriate behaviour won't be tolerated. Any additional food or drinks you buy on the night will be subject to service charge.


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Canadian History for Kids: Frank McGee
Posted by Mickey Maple
Home » Sketches of Our Canada » Canadian History for Kids: Frank McGee
Canadian History for Kids!
This year marks the 100th anniversary of the outbreak of World War One and Canadian History for Kids have assembled 31 remarkable stories about incredible people, places and events which helped shape our amazing nation.
A grateful nation never forgets a hero.
Frank McGee's accomplishments are surprising, bearing in mind his best years with Ottawa's Silver Seven came after he lost sight in one eye and before the tender age of twenty-three. 'One-Eyed' McGee's record of fourteen goals in one Stanley Cup match still stands 105 years later.
Born in Ottawa, Frank came from a prominent family. His uncle was Thomas D'Arcy McGee (a Father of the Confederation) and his father Joseph was Clerk of the Privy Council. Frank shined at sports, playing lacrosse and rugby as well as hockey. As half-back for Ottawa City rugby team, he helped win the Canadian championship in 1898.
In 1900 Frank's career appeared at an unexpected end after a nasty blow to the left eye by an opponent's stick during a charity match in Hawkesbury, Ontario left him blind in that eye. Frank loved the game to much to leave it behind, so he became a referee.
Being a referee only made him miss playing more, so he joined the Ottawa Senators in 1903. Despite the rough-sounding nickname, "One-Eyed" McGee became known for his perfectly clean and pressed uniform and play-making.
He was averaging three goals a game, and his 63 goals in 22 Cup games stands as a pre-NHL era record. His most notable accomplishment, a record fourteen goals in a single Cup game came on January 16, 1905 against the Dawson City Nuggets. Eight of those goals were scored at nearly a goal-a-minute pace.
McGee's remarkable skill and precision helped lead Ottawa to three successive Stanley Cup championship years from 1903 to 1906, defeating the Rat Portage Thistles, Winnipeg Rowing Club, Toronto Marlboros, Brandon Wheat Kings, and Montreal Wanderers along the way. He played alongside fellow future Hall of Famers Alf Smith, Harry Westwick, Billy Gilmour and Tommy Smith.
Ottawa lost the Cup to the Montreal Wanderers in 1906, and after McGee retired at age twenty-three. His job with the Bureau of Indian Affairs prevented him from travelling with the team much.
When World War I began, McGee somehow managed to enlist in the army in 1915, despite his bad eye.
The reason he was allowed to serve despite having only one good eye is debated, but the two most believed reasons are that he fooled the eye examiner and/or the fact that his father was a high ranking Canadian politician.
He became Lieutenant Frank McGee, of the 43rd Regiment (Duke of Cornwall's Own Rifles) of the 21st Infantry Battalion in early 1915. In December of that year, he was travelling in an armoured car in Belgium, hit by a shell and suffered a knee injury. He recuperated in England and was offered a desk job at Le Havre, France, which he refused. On September 16, 1916, Lt. McGee was killed in action at Courcelette, one of 624,000 Allied troops who gave their lives during the Battle of the Somme.
When the Hockey Hall of Fame inducted its first members in 1946, Frank "One-Eyed" McGee was one of them. In 1966, he was also inducted into the Ontario Sports Hall of Fame. A fitting tribute to not only a hockey hero, but also a national hero.
Lest We Forget, a Canadian History for Kids, exclusive!
Other Canadian History for Kids Sketches of Canada
Canadian History for Kids: Black History Month in Canada
Canadian History for Kids: Dan Aykroyd
Canadian History for Kids: Winnie the Pooh
Canadian History for Kids: On the Homefront
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The Race to Save Canada
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Buy 1 cycle – Get 1 Half Price!
How many cycles you will need will be determined at your FREE Consultation & will depend on treatment area.
Cycle prices begin at $650 & up.
Many patients will need multiple treatments in a specific area for "Treatment to Transformation." That will also be determined at your 30 minute FREE Consultation!
Watch for our Evening of Education Event coming up at the end of August! Details to follow.


In May Amalavajra ran a Money Awakening Retreat at Adhisthana. Participants from the UK, Europe and Mexico spent a weekend together reflecting on their relationship with money. Through meditation, puja and workshops they explored how we earn, spend, save and donate our money, and learnt how our relationship with money is part of our spiritual life. Meditating on the Buddha Ratnasambhava, retreat participants were encouraged to focus on the 3rd and 2nd precepts: Live Simpler, Give More.
Liz Bassett joined FutureDharma Team in April. Working alongside our Lead Fundraiser, Amalavajra, Liz is our new Communications & Donor Care Manager.
I have been asked to raise £5 million for a bold new international programme of Dharma projects that will create unity and depth of practice within Triratna and allow us to reach out to more and more people around the world. I especially need help with administration and donor care.
Happy and confident with detailed work and simple IT systems such as databases and websites.
Able to communicate well with donors and help them with their enquiries.
Amalavajra finishes his series of posts with some books to get you thinking even further about your relationship with money.
Small is Beautiful: Study of Economics as If People Mattered, by E F Schumacher.
The classic text on progressive economics from a former colleague of J.M. Keynes, including a chapter called 'Buddhist Economics'.
Vaddhaka's barnstorming talk on Going Beyond Capitalism - A Buddhist Perspective (61 minutes). On video or audio.


Absolute Write Water Cooler > The Break Room > Rejection and Dejection > Almost an acceptance!
View Full Version : Almost an acceptance!
I had an article on one of the freelance sites and I thought it was all set to sell again. I would get a big $2.50 for it! (Yep, that's how much.) and then when I looked a few hours later, it disappeared. The adm. said the buyer probably didn't realize he had bought it before. Oh, well. at least I thought I had something for a minute. lol.
If it came that close, it's worth submitting again. Go for it, Susie!
Thanks so much, guys. You really know how to make me smile! Hope I can do the same for you and I will send it out again. Sure appreciate you all.


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Anglo-American Relations 1/1/0001 12:00:00 AM
How a relatively small island like the U.K. could have accommodated the overwhelming hordes of outsiders so gracefully in WW II is beyond my understanding. And we have even continued to be "best friends" ever since. There were, of course, points of disagreement and friction, but they were worked out, as friends do, amicably, with good grace and humor.
One well worn quip concerned the Briton's reply to the American who asked, "What do you British think of us Americans?" The answer, "Well, you're overpaid, over-confident, over-sexed, and over here." Americans enjoyed that one as much as the British did.
"Lend-lease" was an apt title for a logical exchange of overages and shortages. The British had brussel sprouts, Scotch, fog, land, communications, military intelligence, transport, rescue services, bicycles, and fresh food, for example. We had manpower, production facilities, raw materials, bourbon, shipping, and (much to British disgust) peanut butter and Spam. So both sides provided what they could for the war effort. Both had goodwill, and shared it generously.
Our British neighbors welcomed us into their homes, but their tightly rationed food supplies made dinner invitations embarrassing to our friendly hosts. So the American policy from on high was that when we received an invitation to share a meal with our neighbors, we would take along food from our messes, as hostess gifts.
by Brig. General H.W. Bowman
401st B.G.(H) Commanding Officer
A Trip on the "Paris Express" 11/29/1944 12:00:00 AM
I was invited to be radio operator on a flight to Paris. It did not take me very long to accept the invitation. Others on the crew were: "Jumbo" White, Ralph Dempsey, Rufe Causey, Harold Kuenning, Bill Dolan, Russ Newman, John Studeny, Cloyd Sellers and Mac McDevitt. There was one passenger aboard, Harold Bowman.
There had been a number of rumors concerning Colonel Bowman's call to Headquarters, United States Air Forces in Europe. After we took off and I was settled in the radio operator's seat, Colonel Bowman came into the room and sat on the floor next to me. I offered him my seat, but he refused saying that I had a job to do and should be in the seat. We had a very interesting chat on the way to France. I asked him if he thought that he would be transferred. He answered that he hoped to talk General Spaatz into allowing him to stay with the 40lst. I wished him good luck and said that we all hoped he could stay with us.
by Captain G.I. Blumenthal
A Crew Gets Together 1/1/0001 12:00:00 AM
I came to Great Falls, Montana from the class of 43-D Pilots. I was assigned as a co-pilot to a Lt. Stann, who was on vacation at that time. Major Brown took me up for a check ride. It was a beautiful night; you could almost touch the stars. After the usual procedures, Major Brown proceeded to show me how to do a "chandel" in a B-17. What a thrill! It wasn't long before he introduced me to a pilot who was floating around Great Falls with no crew. His name was Bill Riegler. We were assigned to the 613th Squadron and sent to Cutbank. Our navigator was a big Swede by the name of Einer Anderson. He was built like a brick - you know what, and I would have hated to have skated against him in a hockey game. Andy, Bill and I were joined by a hotshot bombardier who outranked us. He had seen action in the Pacific, and was rumored to have sunk a Jap ship without a bombsight. We were quite awed by this burly Texan who acted like a typical Army Sergeant. His name was Durward W. Fesmire. We just called him "Fes". That's how we got together at Great Falls.
by 2nd Lt. Tom R. Cushman
613th Bomb Squadron, Co-pilot
A View from the Top Turret (Oral History) 8/19/2004 12:00:00 AM
My name is Beattie B Dickson and my crew position was Engineer, Top Turret Gunner.
War can often turn even the most beautiful day very deadly in the blink of an eye. Case in point, on March 18th, 1945 we were flying a mission to Berlin. The day was clear and the sky was almost cloudless. Being in the Top Turret gave you the best view of the formation. In the Top Turret you could not see the ground but you had the best view of everything else. In fact I think it was the best position on the plane. One of the things I liked to do was to swing the turret around and look out the back at the contrails streaming out behind the formation. On this mission to Berlin I was doing that when I happened to see the wing tip disappear from one of the planes in our group. I then saw other indications that the group was taking hits. I said what's going on here? There were no German planes to be seen and the other gunners were not reporting any incoming fighters either. By this time in the war I knew what flack looked like and the damage that was taking place to our group had to be coming from enemy fighters. So where were they? At this point I figured out that they had to be hiding in the same contrails that I had been enjoying moments before. So I turned the turret around and sure enough back behind the group were two German Jet fighters firing big anti tank guns at the group. I gave them a short burst and they knew the game was up so they hit the go button and off they went in a flash. From that day on I never let myself lose concentration like that again, however I can still see those majestic contrails in my mind.
by Beattie B. Dickson
Engineer/Top Turret Gunner
The Radio Operator's Mission 8/20/2004 12:00:00 AM
My Name is Harold M Mauldin and my crew position was Radioman.
My primary role was to send and receive messages via Morse code. On the day of a mission we went to special briefings where we received the code for the day. Depending on the days mission, which could last up to 13 hours depending on how deep the target was, we had to listen for incoming message traffic the whole time. As I think back on it, I know that even in the heat of battle I was able to block out all the outside commotion as I concentrated on receiving messages and keeping the message log. I some how, like other radiomen, had the ability to just block out all the noise and focus on my job. Even to this day I sometimes wake up hearing dot-dash signals in my ears. I think this is due in part to the stress of battle and the long hours of concentration required in the radioman's job. Each mission was different with most being filled with hours of mainly dealing with the cold and listening to music which often turned into short periods of intense message traffic and the associated sounds and feel of battle all around. It was like that on most missions, going from near boredom to fighting for your life in a mater of seconds.
by Harold M. Mauldin (Oral History)


Our Older Persons Service provides support for older people and their carers who live in Bellshill and surrounding areas. We offer a daily care service in a safe and friendly environment which allows older persons to maintain their independence and access appropriate support when they need it. The service charges a small fee, which includes lunch, snacks, travel to and from our Centre and daily activities. A programme of games, quizzes, singing, musical entertainment, carpet bowls, arts and crafts, social events and day trips encourages physical movement, intellectual stimulation and social interaction helping older persons maintain good physical health and mental well being.
The service is coordinated by our experienced and qualified staff team. Eligibility criteria for attendance include a referral and assessment procedures. Social Work guidelines are practised in the form of key worker system, care plans and reviews.
© Orbiston Neighbourhood Centre | Company No: 145454 | Scottish Charity No: SC021687. .