A View of the C

Funny – Inappropriate – Edumacational


Here’s an email from a friend: 

I’m a little confused. Let me see if I have this straight…..

* If you grow up in Hawaii , raised by your grandparents, you’re ‘exotic, different.’
* Grow up in Alaska eating mooseburgers, a quintessential American story.

* If your name is Barack you’re a radical, unpatriotic Muslim.
* Name your kids Willow , Trig and Track, you’re a maverick.

* Graduate from Harvard law School and you are unstable.
* Attend 5 different small colleges before graduating, you’re well grounded.

* If you spend 3 years as a brilliant community organizer, become the first black President of the Harvard Law Review, create a voter registration drive that registers 150,000 new voters, spend 12 years as a Constitutional Law professor, spend 8 years as a State Senator representing a district with over 750,000 people, become chairman of the state Senate’s Health and Human Services committee, spend 4 years in the United States Senate representing a state of 13 million people while sponsoring 131 bills and serving on the Foreign Affairs, Environment and Public Works and Veteran’s Affairs committees, you don’t have any real leadership experience.
* If your total resume is: local weather girl, 4 years on the city council and 6 years as the mayor of a town with less than 7,000 people, 20 months as the governor of a state with only 650,000 people, then you’re qualified to become the country’s second highest ranking executive and next in line behind a man in his eighth decade.

* If you have been married to the same woman for 19 years while raising 2 beautiful daughters, all within Protestant churches, you’re not a real Christian.
* If you cheated on your first wife with a rich heiress, and then left your disfigured wife and married the heiress the next month, you’re a true Christian.

* If you teach responsible, age appropriate sex education, including the proper use of birth control, you are eroding the fiber of society.
* If, while governor, you staunchly advocate abstinence only, with no other option in sex education in your state’s school system while your unwed teen daughter ends up pregnant, you’re very responsible.

* If your wife is a Harvard graduate laywer who gave up a position in a prestigious law firm to work for the betterment of her inner city community, then gave that up to raise a family, your family’s values don’t represent America ‘s.
* If you’re husband is nicknamed ‘First Dude’, with at least one DWI conviction and no college education, who didn’t register to vote until age 25 and once was a member of a group that advocated the secession of Alaska from the USA, your family is extremely admirable.

OK, much clearer now.

September 15, 2008 Posted by | Did you know?, Politics | , , , , , , , , , , , , , , , , , , , | Leave a comment


The ability to recruit and retain top performers is a key to any company’s long-term success. One recent survey identified that almost half (47 percent) of high-performing employees are actively looking for new jobs, yet only 18 percent of the “low performers” are.

Consider what it would mean to your business to lose key contributors, who would exit with their critical company knowledge or account relationships.

High performers are attracted to companies that foster a culture where they can be successful — one with like-minded people, leadership they admire, growth opportunities and meaningful recognition. Attracting and hiring talent is just the first step. The greater challenge is retaining them.

The top reasons performers leave companies: lack of leadership, recognition and engagement.

Frankly, it’s often easier to “manage” the mediocre than to “lead” creative, clever and talented people. One thing I have continually confirmed in my executive coaching practice is that the old school command-and-control style isn’t effective with most of today’s high performers.

What will work? Here are some strategies:

  • Engage hearts and minds. Performers need inspiration (a compelling vision); they want to contribute in a way that matters. They want “ownership” (and will often leave when they aren’t given it) and opportunities to bring the best of what they have to offer.
  • The best and the brightest resent being “micromanaged.” In my experience, it makes them crazy. If you hired the right person (with commitment, skills, talent and experience to do the job), let them do it. Provide clear expectations, the resources they need and get out of their way. Trying to constantly rein in talent will lead them to stray.
  • Block and tackle for them. Get rid of obstacles in their way. Do you want your best resource filling out forms, attending pointless meetings, or do you want them increasing business?

Few things frustrate high performers more than mundane systems and pointless process that waste their time, creativity and talent. Wise leaders of top performers focus on clearing out unnecessary administrative burdens that can bring talent to a screeching halt.

High performers value continual learning and development. They expect companies to provide ongoing training, coaching and mentoring by someone they aspire to be (or someone who has achieved what they want to achieve). If that person isn’t you as their boss, you’re likely in trouble.

Talent will find someone to work for whom they admire, trust and aspire to emulate — a common reason why talent will ask to be transferred.

Compensate, recognize and challenge them. Talented employees know their worth and they expect you to know it, too. Towers Perrin researchers found that high-performing employees earn bonuses on average of 1.5 to two times larger than average-performing employees. Top performers require challenge to be satisfied and engaged. They respond well to incentives, provided the criteria are clear, fair and reasonably achievable.
Coach’s tip: Avoid incentives that are intangible (“Top 10 performers earn the right to participate in a drawing for …”).

Motivate your best by providing them something worthy of their sacrifice (like extra-long hours) to get to the finish line. Incentive programs that employees identify as a “joke” (the goals are unrealistic, criteria poorly explained, are unfair, etc.) do more damage than good.

While stretch goals provide healthy challenge, unreachable goals simply promote frustration and dissatisfaction.

Involve your talent in “big picture” strategy and problem-solving sessions. Top performers want, and need, access to senior leaders and for senior leaders to value their input. It deflates them when they aren’t asked to the “seniors” dance.
Few things inspire talent more than the CEO asking for their opinion, “secrets to success” or input.

Be straightforward and transparent. Don’t try to snow smart people and make any promises you can’t keep. If you ask them to take risks and push the envelope, be prepared to support them when they encounter resistance.

Either “walk your talk” as their leader, or your talent may soon be walking.

September 15, 2008 Posted by | Did you know? | , , , , , , , | Leave a comment


It sounds like there’s no immediate risk, but according to MSNBC, here are the brand names to watch out for:

Country Acres, Retriever, Doggy Bag, Members Mark, Natural, Ol’ Roy, Special Kitty, Paws & Claws, Pedigree, Wegman’s, Pet Pride, PMI Nutrition and Red Flannel.

September 15, 2008 Posted by | Animal Protection, Did you know? | , , , | Leave a comment

8 natural pain relievers – Alternative medicine


September 15, 2008 Posted by | Uncategorized | , , , , , | 1 Comment


According to this article, CareerBuilder found that 22 percent of the 3,100 employers it surveyed now use services like MySpace and Facebook to research candidates, up from just 11 percent in 2006. An additional nine percent of responders said they don’t conduct such research but intend to start doing so. Of those managers who did screen potential employees, just over one-third of them—34 percent—said they had found information that led them to dismiss candidates from consideration. Listed reasons include:

  • 41 percent of candidates disclosed incidents of drinking/drug use
  • 40 percent posted provocative photos or information
  • 29 percent had poor communication skills
  • 28 percent badmouthed a previous company/employer
  • 27 percent lied about qualifications
  • 22 percent made offensive statements about gender, race, religion, race, etc.
  • 22 percent used an unprofessional screen name
  • 21 percent were linked to criminal behavior
  • 19 percent shared confidential information from previous employers

September 15, 2008 Posted by | Did you know? | , , , , , , , , , , | Leave a comment

B of A buys Merrill Lynch; Who’s next to be bailed out?


September 15, 2008 Posted by | Uncategorized | , , , , , , , , , , | Leave a comment


Congratulations to the happy couple!

September 15, 2008 Posted by | Did you know?, gay rights, Inspiration | , , , , , , , , | Leave a comment


PHOENIX — “Man’s best friend” doesn’t go far enough for Buddy – a German shepherd who remembered his training and saved his owner’s life by calling 911 when the man had a seizure.

And it’s not the first time Buddy has been there for owner Joe Stalnaker, a police officer said Sunday.

On a recording of the 911 call Wednesday, Buddy is heard whimpering and barking after the dispatcher answers and repeatedly asks if the caller needs help.

“Hello, this is 911. Hello … Can you hear me? Is there somebody there you can give the phone to,” says the dispatcher, Chris Trott.

Police were sent to Stalnaker’s home, and after about three minutes Buddy is heard barking loudly when the officers arrived.

Scottsdale police Sgt. Mark Clark said Stalnaker spent two days in a hospital and recovered from the seizure.

“It’s pretty incredible,” Clark said. “Even the veteran dispatchers – they haven’t heard of anything like this.”

Clark said police are dispatched whenever 911 is called, but that Stalnaker’s address was flagged in Scottsdale’s system with a notification that a trained assistance dog could call 911 when the owner was incapacitated.

Clark said Stalnaker adopted Buddy at the age of 8 weeks from Michigan-based Paws with a Cause, which trains assistance dogs, and trained him to get the phone if he began to have seizure symptoms. Buddy, now 18 months old, is able press programmed buttons until a 911 operator is on the line, Clark said.

Clark said Buddy has made two other 911 calls when Stalnaker was having seizures.

He said Stalnaker’s seizures are the result of a head injury he suffered about 10 years ago during a military training exercise.

Stalnaker was not listed in the phone book, and he did not immediately respond to a request through police for an interview.


September 15, 2008 Posted by | Animal Protection, Did you know?, Inspiration | , , , , , , | Leave a comment