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December 21, 2021 by Christopher Lawrence
"Leading Up and Not Out" Brief Summary:
Guest Contact Info:
"Leading Up and Not Out" Transcript:
Do you lead up and not out? Do you help you teams become the best they can be? In this Inspired Action For Imperfect Humans podcast episode, host Kyle Kalloo and CEO of Tundra Process Solutions and soon to be CEO of Wajax, Iggy Domagalski discuss leadership and how helping your teams to be the best they can be, can push your team members and leaders in your organization up, and not out!
"It's about helping, the people that I work with to be really the absolute best that they can be. And I think when you, when I've figured that out, that's when, you know, that that's, that's when, as a team, we started to experience more success because when everyone else was doing awesome. Then that just pushes the other leaders up, not out."
Kyle introduces Iggy Domagalski
Iggy talks about some of his key failures
Leading up, not out.
The silver lining in leadership.
Why you should hire your replacement.
Wajax: https://www.wajax.com
Iggy Domagalski LinkedIn: https://www.linkedin.com/in/iggydomagalski/
Iggy Domagalski email: IDomagalski@wajax.com
Even before the remote workforce evolution, office culture was inherently fragile. After all, it's made up of imperfect humans interacting with other imperfect humans. And while perfection isn't the goal, we all secretly wish for a workplace where people find ways to bring out the best in each other. Unfortunately, that's not always an intuitive skill. It takes guidance, practice, and then more guidance and practice… but with the right leadership, it's definitely achievable. How do you enhance your workforce's ability to engage, collaborate, and adapt in this volatile and uncertain reality? Get the answers to your culture questions when you setup a complimentary Discovery Session with Kyle Kalloo at https://ChangeMyLifeCoaching.as.me/?appointmentType=14623413
Kyle Kalloo, ICF – PCC (Professional Certified Coach) and certified Master Coach (CTMC), to learn more on how he can help your organization create an engaged, collaborative, and adaptive culture.
Not loving your career? Feel you need a change in your job? Let's Strategize! Book a complimentary Strategy Session with Christopher Lawrence here: https://ChangeMyLifeCoaching.as.me/?appointmentType=14044176
Change My Life Coaching & Change My Business Coaching LinkedIn: https://www.linkedin.com/company/6446498/admin/
Looking to create a corporate coaching culture? Reach out to Kyle Kalloo: kkalloo@changemylifecoaching.ca
Website: https://strategicleader.ca
Folks folks, folks, it's Christopher Lawrence here. We are coming near the end of season three, which was Kyle's mini series with these leaders, this special project that we've been working on. And I really hope that you've enjoyed it as much as I have. I have kicked Kyle out of the room just for a minute.
He's got one more interview for you today. And, uh, we're going to get to that in a second, but I did want to let you know, uh, Kyle's not here. I am taking this podcast. Wait, wait, wait, wait. Oh, I didn't think you were here. I didn't think you were here. You know, we couldn't have that. We couldn't have him hijack me like that.
Season 4 for Inspired Action for Imperfect Humans Coming Soon
I'm the one that's still working while he was doing what he was doing, but I'm back and, uh, we have something so exciting to tell you about season four and we're not going to tell them until next week, we're going to tell you next week, folks, you have got your regular episode for season three coming up right now.
And Kyle, I will just leave them with these words, Kyle, you specifically wouldn't know about good things because you are not a woman of integrity, intelligence, or energy. Thank you very much, folks. Enjoy this episode.
[00:00:00] And it's about helping, uh, the people that I work with to be really the absolute best that they can be. And I think when you, when I've figured that out, that's when, um, you know, that that's, that's when, as a team, we started to experience more success because when everyone else was. Doing awesome. Then that just pushes the other leaders up.
Are you experiencing lack of mentorship and might not want to ask because you don't want to look incompetent is the thought of being imperfect, keeping you from taking action. Welcome to inspired action for imperfect humans. Season three, each week, we interview senior leaders to uncover the inner workings of being a strategic leader in how they curate a corporate coaching culture.
We debunk some common misconceptions by exploring their failures and successes as imperfect humans. This weekly [00:01:00] mentorship will help you with tactics to play the game, navigate the politics and think strategically from the heart of Calgary, Canada. Here's your host. Award-winning coach Kyle Kalloo. Whoa, whoa.
Hello. Welcome to another exciting. Everyone. Thank you so much for joining us today. Now we've got a treat for you. We've got a treat for you. So before, um, we get him started. Let me just do a quick little intro just to tell you how after reading this guy's bio. I thought to myself, I really had options. I really could have done something, uh, with my life, by the time I hit my age.
Uh, but anyway, let's, let's get right into it. So Iggy Domagalski. Iggy Domagalski, um, was most recently the CEO of the Tundra process solutions. Um, team here in Western Canadian, it's a Western Canadian distributor of a diverse industrial process equipment, um, company side of it. Now, [00:02:00] earlier this year though, Tundra was purchased by Wajax a Canadian, publicly traded company and Iggy will become the CEO of Wajax in January of 2022. Um, like 2021 is already gone. This is crazy to me. Uh, prior to Tundra, Iggy started his career in finance at Investors Group and Richardson, GMP in Winnipeg, and later became the president of Western Industrial and air compressor manufacturer in Vancouver.
Iggy's an avid. Community fundraiser and has served on the boards of a learning disability association, the international society of automation and the kids cancer care foundation, um, which I recently saw an event that they just did. Um, a couple months ago, Iggy holds a bachelor of commerce degree from the Asper school of business, where there is an award in his name that was created by his fellow students and has been given.
Annually since 2004, how come? No one's ever gotten an award and my name on it. Anyway. He [00:03:00] has been named one of Canada's top 40, under 40, and one of Canada's 50 most inspirational entrepreneurs folks. We've got Iggy like this guy probably has no failures. Right. But we'll find out, we'll find out Iggy.
Welcome to the show. Did I miss anything? That was a very kind introduction. Thank you, Kyle, that, uh, summarizes about all of it, except all my failures, which I'm excited to talk about today. Perfect. Perfect. We're going to get into that in a bit, but mate you've done some things? What was that like? Cause we know the road to all of that stuff came with.
Enjoying your work is half the battle.
You know, it's been, uh, it's been a pretty fun run. I've, uh, I've always really enjoyed what I've done for a living, which I think is kind of winning half the battle right there. Um, just actually enjoying your work and really being passionate about the industries that you're at or the type of work that you're doing makes coming to work a lot [00:04:00] easier.
And it almost doesn't even seem like work. My, my wife would tell me that or would tell anyone that work is really my hobby. I like doing it. I like the people that I work with. And, uh, and so that, that makes it easy, but it has been a really, really fun run. I've worked with some awesome people. We've got lucky a couple of times along the way.
I got unlucky a couple of times along the way, and, uh, excited for the journey head forward with the Wajax as well. That'll be a cool new chapter and a really exciting time, I think. No kidding. So I'm actually curious when, if you had to go back. When you thought of leadership, like, what were you thinking?
Like what, what did you think leadership was? Okay. Well, I mean, when, when I was young, it was probably pretty similar to what a lot of other people think it is. Right? It's well, it's managing people and I get to be the boss and those kinds of things. Uh, I've obviously I found out is, you know, that's not it, but, [00:05:00] uh, but those are, those are the kind of grave misconceptions that I had as a young man.
It's so interesting because we hear that, you know, and the reason why we wanted to really do the series is because, you know, I work with a lot of senior leaders and I think when you get to that point, people don't realize. What it takes to get to that. I mean, they see, they think you could show up to work at 11 o'clock and you're done by two o'clock, but they didn't have no idea.
There is no clock, right? Like it's just a constant thing. And so a lot of people often say, we just want to understand, like, what does a leader think? And you know, what are some of those things that happen? And so that's kind of really why we wanted to do this. And so I like, and appreciate you say, listen for what I thought of.
To what it is, you know, although regardless if we kicked in scream, we enjoyed it. Right. It's something paid off for us. Um, but sometimes it's, it's, it's different. So if you could summarize maybe some key, either failures or takeaways from you in [00:06:00] your journey of leadership, like what has been the things that you would think that really stood out for you as you got to this level, which we know it still goes right.
But got to this level, Well, I think, you know, when you think about your old self, you know, and, and I think about, oh, what was I like 10 years ago? I think, oh man, like I was an idiot. And I'm sure when I think about myself today, 10 years from now, you know, hopefully I won't think I'm that big of an idiot, but I'm sure I will have definitely evolved the way that I, that I think can deal with people and, and, and the way that I lead.
It's been a long journey.
But so some of the things that. It's been a long journey. And, but some of the things that I've learned is that, you know, it's, it's really not about me, right? It's not about the leader. It's about the team and it's not about getting what I want. It's about helping them get what they want. And it's about helping, uh, the people that I work with to [00:07:00] be really the absolute best that they can be.
And I think when you, when I've figured that. That's when, um, you know, that that's, that's when, as a team, we started to experience more success because when everyone else was doing awesome, then that, that just pushes the other leaders up, not out. And so that was, that was really important for me, just that it wasn't about me.
It's about them helping them become, uh, just, just the most awesome leader, uh, and the most awesome human that they can be. And when you're able to do that, Make the workplace, a place such that they can be really happy and engaged and show up and give it their all. Then, then that's when that's when really the good things happened.
Um, that, that was one, that was one big thing that I, that I learned over the years. And, uh, another thing that I learned was that it [00:08:00] really doesn't always have to be my way. Right. Like, and, and that there is, there is, there's so many. Ways to arrive at a successful future that they don't all have to be the, you know, the, the path that I choose to get there.
And maybe my path that maybe the way that I want to do it is a correct way, but it's not the correct way. And so I, I found that when, you know, as long as people are generally aligned with where we're going, kind of like 80% aligned to the vision and the, and the end game of where. How did they get there?
You know, as long as it's ethically and, and in a kind humane way, uh, that it, that it really didn't matter to me ultimately like it. And when, when the people that I work with chose how to get there, as opposed to doing exactly what I told them to, there was just a lot more buy-in and a lot more, a lot more passion for doing it because it was their way instead of my way.
[00:09:00] And so learning those couple of things, that was, uh, that was. Really great lessons along the way that really helped just make things easier. Yeah. Yeah. You know, I really liked what you said, you know, a couple of things about, you know, leading up, um, which, you know, if you do it right. I think there's an opportunity that leadership, uh, gets let up versus out.
Right. Cause I think sometimes there's that scarcity mentality. Right. Okay. You know, if I get them to lead themselves and create awesome, engaging, productive people, then maybe you won't need me as the leader without realizing you're the one who curated that nature that was possible. So I think those are great ways.
Um, and the second piece around, you know, making sure you recognize that, you know, if they get buy-in and, and enable to kind of create another solution for themselves, you know, it doesn't always have to be. You know that we have to be on that. And, um, uh, you know, I like when you mentioned the piece around, make it ethical.
I, [00:10:00] what I used to say to my team is keep me out of jail. Like, I don't want to go to jail. Like this was not my thing. So like, let's make sure these things, cause that's what happens, right? When the buck stops, where it stops is you're ultimately, you know, accountable it looking back, you know, what would you say.
A, it may not be your number one failure, right? Because as you know, the path to get there is filled with a lot of different things, successes as well. It's not all failing. Um, but if you had to identify one key failure that you thought, oh my God, like I really could have done without this lesson, maybe in my leadership, what would that be?
Which. Oh, Kyle, there are so many, there are, there is a road paved with, with hard lessons, but I guess everyone's road is paved with hard lessons, but you know, a couple that stick out kind of like a, a behavioral failure that I think I had, uh, [00:11:00] earlier on. I, I really try not to do it as is the whole, my way or the highway attitude.
It's not my way or the highway.
What I one. You just don't get the best ideas. And my way often is not the right way or a less efficient way. So actually getting the super smart people around you to, to speak up, to do it their way is often actually a better way, but the more important, and the more crushing part of that was that, um, you really, if you shut it down hard once, like he kind of slapped somebody down and said, no, no, no, we're doing it my way.
Yeah. Not only have you killed the opportunity that time to get there. Great idea. You've kind of killed it forever. Like there they're not coming back. Like they're not, unless there's a very, very compelling reason for them to come back with a great idea. They're just, they're going to kind of defer back and say, no, no, you got this.
I, I don't, I'm not getting slapped down like that again. And, uh, I'm not, I'm not doing that again. So I'm just going to do whatever you tell me to [00:12:00] do. And. And then you have to kind of like crack that back open and go in and rebuild that trust so that those ideas start floating in. And that's a long process too.
So I'm not doing that in the first place would have been better, uh, rebuilding the trust as a second best and just letting it sit, which, you know, at some points in my career, I probably did. Uh, That I found was really destructive. Just, just permanently shutting down creativity from one of my teammates because of quick comment that I made.
And I think that's one of the, one of the lessons that I've learned is. No, we're all just, we're all just people doing things and trying to make a living and work on our, with your life here. But there is weight that's attached to the words of, of senior leaders in companies. And people just listen to them very carefully.
And if you say the wrong thing and you inadvertently shut someone down, Or, or, or on purpose, [00:13:00] they're not going to come back to be in that creative, awesome person. You may have damaged something there sometimes even without knowing it, you know, and that's, I think is the craziest part, right? Is when you don't even know it, you just, you, until later on you see the innovation is down.
Creativity is down, you know, no, one's putting their hand up by saying, Hey, here's what I want to do. You know, sometimes I'll say this to my clients who mean, and I think you could clarify this for me because you are actually a parent unlike me who pretend to be one, you know what I mean? Um, and what I've learned, you know, is that, you know, when they do it their way, and if they made the rice that looks green, they'll eat it because they did it.
Right. Whereas you put all this work in. No, no, no. You not supposed to do that. No, no. You're not supposed to that. And then you're like, but look at this beautiful plate and like, now I don't want it. And you're like, really, you're going to get your green rice, but there's something about that. Buy-in when they create it.
Right. Am I off on that? Is that how parenting works? Like you tell me. Oh, you're a, you're nailing it. I got, I have a twin daughters who are 11, so they're at a very special [00:14:00] age right now. And they're, you know, they're, they're pushing boundaries and, uh, we haven't seen green rice specifically, but there has been, there has been many variations of that exact thing in our household and yeah, for sure.
Uh, it's a, it's a thing. Yeah, I know. I really appreciate that because I think, you know, when you take a look at leading and when you want to get into that leadership, there's times to be able to be humble, to recognize your way is not that your way is a perspective. And although you may be the one who may have to make the final decision, um, it doesn't mean that you can't take contribution from everyone.
So I appreciate you saying that. What's a silver lining. So since you now said, listen, it's not my own way only. Maybe it's a contribution of that way. Um, but some of your failures, either this one or others, what has been the key silver lining you think, you know, that has kind of got you to where you are, that you're still getting promoted.
We built a really open management team.
I mean, these, these things are still happening, which just means more responsibility. That accountability that's really. Yeah. Which [00:15:00] I like, I like responsibility and accountability, but, but you know, that. The big lesson from the, you know, from, from shutting down ideas was to realize that, not do that. And, um, you know, for, for better or for worse now, uh, at Tundra here, we built, uh, just, uh, a really, really open management team.
Uh, one that I think trusts each other implicitly. And, uh, so we all call each other out every. In meeting sometimes even on a town hall, I'll get called out by some of our team. And, and I mean, I only have myself to blame for that, but, but I really like it. It means that for the most part, I think our people, uh, whether it's our management team or the rest of the company are comfortable asking me hard questions.
Right, which is good because when they're comfortable asking hard questions, then they're comfortable presenting ideas. That might be a little bit crazy and they're, and they're comfortable really speaking up, um, about what they really think, as opposed to just kind of [00:16:00] bending to somebody else as well.
And that's created it. That's created a great team and, um, and you created some great leaders and, and. The thing about pushing people up, you know, leaders get pushed up and not out that's, that's kind of what happened. And I always told my management team, I said, you know, you guys, if I was hit by a bus, it would be fine.
And sure enough, they said, no, no, no, no, we need you. And sure enough, this opportunity at Wajax came up and, um, and the guy that took over for me, his name is Ash. Uh, he's been at Tundra eightteen years. You know, it was seamless, seamless, like, like he got the keys and it was the transition lasted a day.
And, uh, you know, he'll still call with a couple of questions every now and then just on a specific task. But, uh, the actual leadership transition, it was full and complete within 24 hours. And sure enough, I didn't get hit by a bus thankfully, but it would've, it would've been, yeah. Fine. Uh, so having that, having that next person who can take over for you, that's another big lesson is making sure [00:17:00] that you do hire your replacement at some point, because if you don't have a replacement, you can never get promoted.
That's the other thing. And I, and I don't get how some people don't see that because I'm just in, and the other thing too, is I often speak to my clients about if the entity, the company could speak. What would it say? Right. And I know it would not be okay. Having the risk of not having succession plan. Right because, you know, heaven forbid, we, we sometimes say, what if you won the lottery versus the hit, find the bus, you know what I mean?
You want a lot of you kind of want to step out and do other things, you know, what does that look like? And I think sometimes this was what's happening in an organization is we're leaving the company at risk, right. By not having qualified people, but not mentoring them by not training them to be at that level.
Right. And so. What would you say is the current challenge right now for your team? And I know you're transitioning from existing, but what maybe was a challenge that you think they're experiencing right now, or maybe you, you know, at Wajax, there's, there's going to be challenges. Like what would you say.[00:18:00]
Um, for the team at Tundra, uh, which, which is not me anymore, but, uh, I think there, I'm still involved with Tundra. Yeah. There, there Tundra is still, it's still part of the Wajax group of companies. And so I'll be involved with Tundra forever. Uh, and I'm. Right now I'm sitting in the Tundra office, which is where I will remain.
So I'll still be close to the people here forever. But in terms of their actual challenge, I think is just change. Uh, you know, they have, they have a few leadership changes that they're, uh, that they're figuring out right now and all of them are good. And so it's not, it's not like leadership changes. Like, Hey, we're laying off a third of the company.
It's all good stuff. Um, but you know, Yeah, new people to get used to a new roles and that's okay. So I think that's their, that's their challenge. And also, uh, figuring out how to navigate within a larger company. Uh, that's a little bit new for some people here, although for the most part Wajax has really left, Tundra alone and will continue to do so.
Uh, for me personally, uh, You know, it's, it's all brand new to me. Right? [00:19:00] So, um, all the, all the people that will be kind of directly reporting to me in Wajax are all new to me. Uh, the entire company is new to me, so I have to learn everything. And, uh, that's just new. And, uh, the, the biggest change I think for me personally, will, will be stakeholders.
So at Tundra I had. One boss. He was the chairman of our company. That's who I reported to. And that was the stakeholder. And now I have a, there's a chair of the board who I report to, but a whole board as well. So there's nine different personalities on there that I need to know. Uh, there are there's, there's a whole group of investors that I've.
Yeah. Uh, the manufacturers have a little bit more power, uh, and just because they're larger. So getting to know them and understanding what they want there's analysts to deal with and banks that have strong relationships. So, um, so there's just a lot more stakeholders that I need to manage, which is something I'm looking forward to learning about, but it's, uh, but it's yeah, it's for sure.
Uh, that's that's my next leadership challenge. Yeah. Yeah. [00:20:00] Lots of moving pieces on that. And I say to people all the time, everyone has someone to report to you, right? Even at the top of the top, if it's not a board, even a board, you report to the end result. Right. Cause then it could circle back to the client, the customer side of it.
Everyone has someone. So this thing, this notion, this misconception that, you know, someone glides as a CEO, right? It's like, oh, we're good. There's no one else. No, there is a group, right. Uh, that comes with that. So in closing, what would be one thing I think. If you had an opportunity to tell your younger self before, you know, he became top 40 and 40 top 50, you know, 2004 named award, like what would you tell your younger self?
If you could go back and say, Hey, No. I, I think some of those lessons that we talked about earlier has, uh, you know, that it, it doesn't have to be your way. Right. And, uh, and, and make sure to, to really make it about, about your team and about the [00:21:00] people around you. And it's, it's not for you, it's for them.
And if you do what's right for them, what's right. For, you will just kind of naturally happen. I think, I think if I would have learned. Even sooner that would have been better. I'm happy that I learned it at all. Um, so I'm, I'm fortunate and I feel fortunate for that, but I, I think there would be, it would be around some of that and 10 years from now, the answer might be different.
I'm sure I'll learn some more lessons over the next decade that I'll wish I would have told myself today about. I love that. Thank you so much. I really appreciate it. You know, some of the things that we really chatted about, you know, that piece that really resonated with me as well. It's just that whole, you know, managing, you know, That doing effective leadership can be about leading up versus, you know, leading out right.
And so there's no need for that type of scarcity. Um, and knowing that it's really about how do you ensure that type of creativity is there and knowing that, you know, your way is not the only way. We're not saying you shouldn't have a way, but we're saying it's not the only way, because it's really important to have that.
Buy-in when you think [00:22:00] about, you know, how you contribute on the team, because you know, if people are not buying in, like you alluded to. There may be some opportunities to rebuild trust. Right. Which sometimes I think is scary is when you don't even know what's happening. Right. As I sometimes I think people gravitate to the squeaky wheel and you're like, yeah, at least the squeaky wheel is telling you, it's the ones who disengaged and checked out that you have no idea.
So, um, did I miss anything in that summary? Anything else that you want? Yeah. That's perfect. Brilliant, brilliant. You. Thank you so much for joining and for those folks who are listened to for the first time, I hope you got something out of this. If you've not done so already, please share. Download, subscribe.
If you're not talking to this with your other people or leadership, what the heck are you doing? You need to be able to do that. And for those who may be struggling in their own leadership or looking for some practical solutions, you can always reach out, uh, to myself. Um, in the show notes, we'll have, uh, information in there as well as mine.
I'm looking forward to seeing you next week.[00:23:00]
Inspired Action For Imperfect Humans – S2 EP5: "Lead with Ego Compression in Mind" with Marshall Toner


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The Seller makes no warranties which extend beyond the description on the face hereof with respect to the equipment or machinery covered hereby, other as expressly stated herein. Seller expressly and specifically declaims the implied warranty of, and makes no warranty with respect to, the fitness of the equipment or machinery covered hereby, for any particular purpose of use, unless such a warranty is expressly set forth on the face hereof.
The Buyer or anyone claiming under any warranty relating to equipment or machinery manufactured by the Seller, identified herein, agrees that if the Seller breaches any such warranty, or any warranty implied in fact or by operation of the law (except as specifically herein excluded), or if the equipment or machinery herein mentioned and warranted hereunder proves defective in any manner whatsoever, Seller's sole liability hereunder is limited to either replacement of any defective equipment or machinery, or at the option of the Seller, refunding to the Buyer, the purchase price, and transportation costs paid for such defective equipment or machinery. The above remedy is the Buyer's sole and exclusive remedy for breach of warranty, tort on the part of the Seller (negligence and strict liability) and any other cause of action against the Seller, and under no circumstances will the Seller be liable for economic, special or consequential damages of any kind or nature whatever.
This warranty is made in lieu of all other warranties, express or implied, including merchantability. No promise or affirmation of act (including but not limited to statements regarding capacity or performance of a machine) shall constitute a warranty by Seller or give rise to any liability or obligation of the Seller.
The Buyer shall notify Seller promptly, and in any event, within fifteen (15) days of any accident or malfunction involving Seller's products which result in personal injury or damage to property, and shall cooperate fully with Seller in investigating and determining the case of such accident or malfunction. In the event the Buyer fails to give such notice to Seller and so cooperate, Buyer agrees to indemnify and save Seller harmless from any claims arising from such accident or malfunction.
The Buyer agrees that he is dealing solely with Proco Machinery Inc., that the same is a body corporate and that all representations, warranties and agreements are between itself and the Seller only, and that it has no cause of action whatever against the officers, shareholders, employee, agents or servants of the company for the defective manufacture and/or operation of the equipment or machinery hereby purchased, and that its only remedy and relief is set out in these terms, and they are applicable only against Proco Machinery Inc.
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Home / Breaking News / WINNING: U.S. Court Rules In Favor Of ENFORCING President Trump's "Travel Ban" Restrictions
Breaking News Donald Trump Featured Media News Politics Popular Terrorism Trending
WINNING: U.S. Court Rules In Favor Of ENFORCING President Trump's "Travel Ban" Restrictions
Reuters is reporting that a U.S. appeals court in California has allowed President Donald Trump's latest "travel ban" a go-ahead.
The court ruled that the government can prevent the entry of potential immigrants from 6 Muslim-majority countries without having any connections to the United States.
A 3-judge panel approved a White House request to block a judge's ruling that had put the new policy on hold.
READ MORE: Sessions To Appoint 2nd Special Counsel To Investigate Clinton-Russia!
More from Daily Caller:
The action means the ban will apply to people from Iran, Libya, Syria, Yemen, Somalia and Chad who do not have connections to the United States.
Those connections are defined as family relationships and "formal, documented" relationships with U.S.-based entities such as universities and resettlement agencies.
Those with family relationships that would allow entry include grandparents, grandchildren, brothers-in-law, sisters-in-law, aunts, uncles, nieces, nephews and cousins of people in the United States.
"We are reviewing the court's order and the government will begin enforcing the travel proclamation consistent with the partial stay. We believe that the proclamation should be allowed to take effect in its entirety," Justice Department spokeswoman Lauren Ehrsam said.
The state of Hawaii, which sued to block the restrictions, argued that federal immigration law did not give Trump the authority to impose them on six of those countries.
The lawsuit did not challenge restrictions toward people from the two other countries listed in Trump's ban, North Korea and Venezuela.
The so-called "Travel Ban" fight has become a sideshow, but that's probably because Trump is winning it.
Kurt Boyer
Scenewarscollective@gmail.com

redpajama_set_name: RedPajamaCommonCrawl


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Newly elected BOMU committee; is it the answer to music industry's problems?
Entertainment, Latest News, Slider
The Botswana Musicians Union (BOMU) is often accused of sidelining other musicians unions and fighting the Copyright Society of Botswana (COSBOTS) over issues of high tariffs for DJ's, inconsistent royalty payoffs, and no clear guidelines for the payment of artist's royalties. Just a few weeks before the annual music awards, BOMU has elected a new committee which promises to reconcile with other musician's unions among other things.
"On the 8th of August, we met at the Jonas Inn in Gabane for our Annual General Meeting and a committee was elected to take the music union into the next year. Three positions were elected; president, vice president of finance and research, and an executive member and we trust that the new committee will take us further," expressed BOMU Secretary General, Pagson Ntsie.
Further, Ntsie stated that the new committee will work closely with other music organizations and radio stations. "It is time that we worked with organizations such as COSBOTS, Botswana Promoters Union, The Legends Association, Folklores Association, and radio stations. After all, we're all striving to see the music industry succeed and our artists get the recognition they deserve," said Ntsie, who added that they have introduced Miss BOMU so as to empower women and that they invited musicians unions from Lesotho, Zimbabwe and Zambia to grace the BOMU awards ceremony.
Newly elected BOMU President, Michael Mmusi expressed gratitude for having been elected into the position. "I'm happy to work with such as a strong team who are energetic and enthusiastic. Together with the committee, we hope to bring new developments for the betterment of the union," said Mmusi. His road map for BOMU includes taking BOMU international. Mmusi plans to benchmark music awards regionally so as to improve the BOMU Awards. He also intends to raise funds for the organization to support the initiatives they want to introduce.
Mmusi then introduced Councilor Kagiso Ntime as the new patron of BOMU. "I accept the appointment to be the patron of BOMU. I am one of the people who started BOMU, I have been a committee member, an advisor, an honorary member before being elected into this position. I am happy to be roped in to work with such as strong team," explained Mmusi.
Kebatho held up by some Sankoyo officials
Multichoice Africa launches content showcase


text:
CHD Warrior Stories
Research & Support
Hospital Outreach
CHD Awareness Walk
CHD Research
North Central PA
Hope is where
the heart is
Welcome to the CHD Coalition, a volunteer-based nonprofit organization devoted to improving the quality of life for children and adults affected by congenital heart defect (CHD)—the #1 birth defect worldwide and leading cause of infant deaths in the United States.
FundraiserNews
Feb 28th Nothing Bundt Cakes Benefit Day
Feb 15th Valentine's Day Party at Two Ton Brewery
Family EventNews
Heart Family Party at Elite Gymnastics
CHD Coalition Annual Tricky Tray is April 2, 2020
Heart Family Bowling Day
12th Annual CHD Awareness Walk Photos
You are not alone. Supporting the CHD community and hospitals delivers an immediate benefit to the families and children affected. Together, we can share our experiences with CHD and form an invaluable connection built on hope.
The more people know, the bigger our impact. By raising national public awareness about the severity of CHD, families will be better educated to make informed decisions and society will recognize the need to advance critical research.
Innovative research and emerging technologies offer an enormous impact on the survival and potential outcomes of CHD. Research leads to the creation of new medical procedures, diagnoses, prevention methods, and treatments. Ultimately, CHD research saves lives.
We lead fundraisers, connect with hospitals, and spread the message of hope—but we can't do it without the generous support of people like you. By donating or volunteering, you can change the lives of families and children across the globe.
Sign up for the CHD Coalition Newsletter
© 2020 Congenital Heart Defect Coalition. 501 (c)(3) non-profit | 45 Carey Avenue, Suite 250 #1, Butler, NJ 07405


Licensed to care for children aged 3 months to 12 Years. Numbers of Child Care places available varies according to the size of the premises used. At each venue the service is approved to care for children 3 months of age to 12 years, with a limited number of the places available. The number of baby/toddler places are limited because of the facilities and extra staffing required.


Prints formatted output to stdout.
The return type and arguments of the formatter.
This function is named PrintFormat in compiled assemblies. If you are accessing the function from a language other than F#, or through reflection, use this name.


Ricky Connely - Triple Jump 38' 7"
Congratulations to the WJMS Young Georgia Author winner for 2012-13. Sixth grader Alana Turner won 2nd place for her work entitled Bulletproof.
The WJMS 6th grade Math Team placed 1st in ciphering and second overall at the SEBHS Math Tournament in Brooklet. Jonathan Carter placed second in the individual competition and Alvin Wei placed third.
The 7th and 8th grade Math Team placed second overall at the Georgia Southern University Math Tournament this past Saturday. The group had eight students to place in the top twenty for the individual round on competition.
On Friday, February 22, 2013, girls from William James Middle School participated in a series of lectures at The College of Coastal Georgia for the STEM (science, technology, engineering, and mathematics) Education Coalition in Brunswick, Georgia. At the location, they were given the opportunity to gain exposure to the education and skills associated with these fields in order to develop and pursue their areas of interest. The purpose of the STEM program is to catalyze growth of female involvement in career areas predominantly adopted by men in the growing age, of which science and mathematics occupations are disposed at the height of today's economical demand.
Congratulations to the WJMS students who placed at the Bulloch County Student Technology Fair.
The two WJMS Odyssey of the Mind teams won 1st and 2nd place in their competition and will advance to the state competition.
Seventh grader, Javier Molina will represent WJMS at the state-level National Geographic Bee on April 5th at Georgia College & State University in Milledgeville. Javier qualified as a state finalist by taking a 70-question test and earning one of the top scores in the state. He will compete against other intermediate and middle school geography students for the chance to go to Washington, D.C., to represent Georgia in the National Bee.
Seventh-grader, Kelsey Fallin won the inaugural Georgia Southern University Eagle Nation in Education contest, awarding her the chance to personally design an eagle sculpture for WJMS. She competed against 464 other student submissions from grades three through twelve for the honor. Harlie Carter and Danielle Arnett were runners-up.


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The new acting Navy secretary wants a fleet larger than the current 355-hull plan
The new acting secretary of the Navy said recently that he is open to designing a fleet that is larger than the current 355-ship plan, one that relies significantly on unmanned systems rather than solely on traditional gray hulls
By Matthew Cox, Military.com | Published Dec 10, 2019 10:30 AM
Editor's Note: This article by Matthew Cox originally appeared onMilitary.com, a leading source of news for the military and veteran community.
The new acting secretary of the Navy said recently that he is open to designing a fleet that is larger than the current 355-ship plan, one that relies significantly on unmanned systems rather than solely on traditional gray hulls.
Acting Navy Secretary Thomas Modly said the pending Integrated Naval Force Structure Assessment will help guide the service toward achieving a redesigned fleet of "355 (or more) ships, unmanned underwater vehicles (UUVs) and unmanned surface vehicles (USVs) for greater global naval power within 10 years," according to a Dec. 6 memo from his office.
Modly spoke of the possibility that the Navy may need more than the often-debated 355-ship fleet at a Dec. 5 U.S. Naval Institute defense forum.
"We need to think about what 355 means; if 355 is not the right number, we ought to know what the right number is, and we ought to be lobbying for that and making a case for it and arguing in the halls of the Pentagon for a bigger share of the budget if that is what is required," he said.
Both the Navy and Marine Corps are finalizing the new force structure assessment, which Modly expects to be published no later than Jan. 15, the memo states.
The last time a naval force structure assessment was completed was 2016; it influenced the current 30-year shipbuilding plan, Adm. Michael Gilday, chief of naval operations, said at the Dec. 5 forum.
In addition to the increased demand for Navy and Marine Corps cooperation, the force structure assessment will place a significant focus on unmanned systems, Gilday said.
"Typically, force structure assessments are focused on programs of record, but I know that the future fleet … has to include a mix of unmanned," he said. "We can't continue to wrap $2 billion ships around 96 missile tubes and think we can do that in the numbers that we need to in order to fight in a distributed way against a potential adversary that is producing capability and platforms at a very high rate of speed."
Details are still taking shape, but Gilday said the Navy is going to need a future fleet made up of manned and unmanned air, surface and undersea vessels.
"I think there is going to be a requirement to continue to deliver seaborne-launched vehicles through the air that will deliver an effect down range. … That will likely be a mix of manned and unmanned; the platform from which they launch from — I'm not sure what that is going to look like," he said. "We need the right mix of both surface and undersea , unmanned and manned."
The INFSA will also look at different ways to coordinate the assets of both the Marine Corps and the Navy to find newer, non-traditional methods to accomplish missions, officials say.
Marine Corps Commandant Gen. David Berger has directed that his service act as a purpose-built force that supports the fleet commander in distributed maritime operations, Lt. Gen. Eric Smith, commander of Marine Corps Combat Development Command and deputy commandant for Combat Development and Integration, said at the defense forum.
"I am in support of the fleets; that is what the commandant called on us to do," he said, describing how Marine ground forces are capable of providing long-range anti-ship fires.
"I already shoot a missile 200 miles; it just happens to be an Army [Tactical Missile System]," Smith said. "As the littoral maneuver guy, I would assume that my missiles would be able to strike a ship instead of just a land-based target."
The Marine Corps successfully fired a High-Mobility Artillery Rocket System off an amphibious ship in 2017 as part of a series of tests. Service officials have repeatedly called long-range fires a priority for the service.
This way of thinking is critical to the effectiveness of the future fleet, Vice Adm. James Kilby, deputy chief of Naval Operations for Warfighting Requirements and Capabilities, said at the forum.
"Typically, we talk about Marines influencing into land; we don't think about them influencing the sea, so if some of that load share can be spread, then I can use ships in a different manner than I would in the past," Kilby said.
This article originally appeared on Military.com
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Navy Authorizes Two-Piece Swimsuits, Gold Star Lapel Button
Marines, Sailors Line Road to Salute Family of Officer Killed in Pensacola Shootings
These Are the Sailors Killed in Pensacola Mass Shooting
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in the navy


text:
Saint-Martin-d'Aubigny  es una población y comuna francesa, situada en la región de Baja Normandía, departamento de Mancha, en el distrito de Coutances y cantón de Périers.

Demografía

Enlaces externos
 Institut géographique national
 INSEE

Saint Martin Aubigny

redpajama_set_name: RedPajamaWikipedia


text:
Types of Constitutions In Nigeria
A Constitution is a formal document in which there is a body of rules that defines and regulates a certain coming together of people, such as a group, a company, or a country. The primary objective of any constitution is to regulate power so that the person in authority does not overstep his bounds, thus harming the very people who he should serve, and also to stipulate what rights and privileges are due to each person who constitutes a member of the body.
As there are many bodies in Nigeria, so also there are many types of constitutions in Nigeria. Let us now look at some of them:
Corporate Constitution:
A Corporate Constitution is basically a set of rules that guides the relationship between shareholders, officers, board members, the director, and other key people that make up the company. This is the formal document that stipulates what a wrong behaviour is from what is not. Contravening this set of rules can come with serious consequences for the affected party.
Constitution of an Association:
Many Associations and Clubs that are registered in Nigeria often have constitutions, which are a set of rules guiding the behavior of members, and telling them what actions are permissible and what actions are not. Contravening this set of rules can come with consequences such as fines, expulsion from the club or association, and also the loss of whatever privileges that may come with it.
The Third and most important constitution in Nigeria is the constitution of the Federal Republic of Nigeria, and it comes with a few variants which are basically improvements on what existed before. Let us now look into the Constitution of the Federal Republic of Nigeria. We are going to examine them in order of appearance.
Constitution During Colonial era (1914–1960)
Nigeria's earliest constitutions were made by order in council during the colonial era when the country was ruled as a Crown Colony. The constitutions which were enacted during this period were those of 1913 (which came into effect on 1 January 1914), and those of 1922, 1946, 1951, and also 1954.
In 1946 a new constitution, the Richards Constitution (after Governor-General Sir Arthur Richards, who was responsible for its formulation) was approved by the council at Westminster and came into force in Nigeria. Although the constitution reserved effective power in the hands of the Governor-General and his Executive Council (all appointed by him), the constitution provided for an expanded (law-making body) the Legislative Council which was empowered to deliberate on matters affecting the whole country, and make laws or decrees ensuite.
Separate legislative groups (the houses of assembly) were also established in each of the three regions (Northern, Eastern, and Western Regions) to consider local questions and to advise the lieutenant (Regional) governors. The introduction of the federal principle, with deliberative authority centered on the regions, showed recognition of the country's diversity, is that Nigeria is made up of different peoples with different cultures and needs. Although the Richards Constitution was realistic in its assessment of the situation in Nigeria, it undoubtedly intensified regionalism, and perhaps even separatism instead of political unification.
The pace of constitutional change increased rapidly after the promulgation of the Richards Constitution. The constitution was suspended in 1950 against a call for greater autonomy, which resulted in an inter-parliamentary conference that was held in Ibadan in 1950. That was a period of Pan African Renaissance, as most African states where agitating for independence. The conference drafted the terms of a new constitution.
The Macpherson Constitution, (so named after the incumbent Governor-General, John Stuart Macpherson) came next. The most important changes in the new document reinforced the dual course of constitutional evolution, attempting to promote both regional autonomy and federal union. By extending the elective style and at the same time by providing for a central government with a Council of Ministers, the much improved Macpherson Constitution gave renewed impetus to party activity, which was already brewing underground, and to political participation of the indigenous people at the national level.
But by providing for comparable regional governments which had broad legislative powers, and which could not be overridden or vetoed by the newly established 185-seat federal House of Representatives, the Macpherson Constitution also gave significant power to the regional style of governments or regionalism. Subsequent amendments contained in the Lyttleton Constitution, named for Oliver Lyttelton, 1st Viscount Chandos and which came into effect in 1954, firmly established the federal character and paved the way for independence.
Constitutional independence ( the year 1960)
Nigeria's premier constitution as an independent, sovereign country was effected by a British order in council so as to come into force immediately she became independent, on 1st October 1960. With this constitution, Nigeria retained Queen Elizabeth II as a titular head of state. Similar constitutions are retained even today by Australia and Canada.
1963 constitution ( Nigeria's First Republic)
Nigeria's second constitution as an independent country established the country as a federal republic. It came into effect on 1 October 1963 (Nigeria's third anniversary as an independent nation). The 1963 constitution, which was based on the Westminster system, and which ensured a common legislature, bringing the country together, continued in operation until a military coup overthrew Nigeria's democratic institutions in 1966.
1979 constitution ( of the Second Republic)
With Nigeria's return to democracy in 1979, came the 1979 constitution, which abandoned the Westminster system in favour of an American-style presidential system, with a direct election, bringing in all principal officers into office. To avoid the pitfalls of the Nigerian First Republic, the constitution stipulated that political parties and Federal Executive Council (Nigeria cabinet) positions reflect the "federal character" of the nation: which means that political parties were mandated to be registered in at least two-thirds of the States of Nigeria or states, and each state of the country had to have at least one member of the cabinet from it. So that no state would be left out.
1993 constitution (Third Republic)
The 1993 constitution was intended to guide the Nigerian union and see the return of democratic rule to Nigeria with the establishment of a Third Republic, but that constitution was never fully implemented, because the election in that year was cancelled, and the military resumed power, only releasing it in 1999.
1999 constitutions ( of Nigeria's Fourth Republic)
The 1999 constitution restored democratic rule to Nigeria in 1999 and remains in force today. In January 2011, the constitution was amended in two ways, and the amendments were signed by President Olusegun Obasanjo. That was the first modification to the charter since it came into use in 1999.
The Amendments are as follows:
Every person has a right to life or to live, and no one shall be deprived intentionally of his life, except in execution of the sentence of a court in respect of a criminal offense of which he has been found guilty by a competent court of law in Nigeria.
A person shall be regarded as having been deprived of his life (or killed) in contravention of this law section, if he dies as a result of the use, to such extent and in such circumstances as are permitted by the law, of such force as is reasonably necessary
(a) for the defense of any person from unlawful violence or for the defense of property:
(b) in order to bring into effect a lawful arrest or to prevent the escape of person(s) lawfully held or detained; or
(c) for the purpose of resisting or suppressing a riot, insurrection, or mutiny.
3.Every individual is entitled to respect for the dignity of his person or personality, and accordingly –
(a) no person shall be subject to torture or to an inhuman or degrading form of treatment;
(b) no person shall be held in slavery or servitude or owned by another person; and
(c) no person shall be required to perform forced or compulsory work or labour.
Types Of Cooperative Societies In Nigeria
Problems Of Land Tenure System In Nigeria, Types & Solutions
List Of Local Government In Ogun State, Chairman And Senatorial District
Aeronautical Engineering Salary In Nigeria
Tag: Types Of Constitutions In Nigeria.
List Of Vocational Skills In Nigeria (High And Lucrative)
How To Track Your Nigerian Passport Application Status
NigeriaWorld Top 20 Things To Do in Nigeria


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Totally loving this idea. Definitely pin worthy!
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Norway invests in Indian photo voltaic challenge, sees it as a precedence market
By Last updated Aug 25, 2022
India is targeting a major ramp up of its renewable energy capacity, but achieving its aims represents a big challenge.
Puneet Vikram Singh | moment | Getty Images
Norway's Climate Investment Fund and the country's biggest pension company, KLP, are set to invest in a 420-megawatt solar power project being developed in Rajasthan, India.
The two parties will invest around 2.8 billion Indian rupees (roughly $35 million) for a 49% stake in the Thar Surya 1 project, which is being constructed by Italian firm Enel Green Power.
According to an announcement from the Norwegian Embassy in India, the Climate Investment Fund is slated to allocate 10 billion Norwegian Krone (approximately $1 billion) to projects over the next five years.
The embassy also described India, which is on track to become the planet's most populous country next year, as a "priority market."
That comes as Norway's development finance institution, Norfund — which manages the Climate Investment Fund — and Enel Green Power have established an India-focused strategic investment partnership.
Read more about energy from CNBC Pro
"This is the first investment we are making with Enel, and together we have great ambitions to contribute with similar investments in India in the years to come," Tellef Thorleifsson, CEO of Norfund, said in a statement issued Monday.
While it is investing in renewable energy projects, Norway's oil and gas reserves make it a major exporter of fossil fuels.
"In recent years, Norway has supplied between 20 and 25 per cent of the EU and United Kingdom gas demand," Norwegian Petroleum says.
"Nearly all oil and gas produced on the Norwegian shelf is exported, and combined, oil and gas exceeds half of the total value of Norwegian exports of goods," it adds.
India's goals
India's Ministry of New and Renewable Energy says that, over the past seven and a half years, the country's solar capacity has increased from around 2.6 gigawatts to over 46 gigawatts.
India wants its renewable energy capacity — excluding large hydro — to hit 175 GW this year, a challenging target. On June 30, installed renewable energy capacity, excluding large hydro, stood at 114.07 GW, according to a recent statement from India's minister of state for new and renewable energy.
Despite its renewable energy goals, India remains reliant on fossil fuels. At the end of June, fossil fuels' share of India's total installed generation capacity stood at 58.5%, according to the Ministry of Power.
At last year's COP26 climate change summit, India and China, both among the world's biggest burners of coal, insisted on a last-minute change of fossil fuel language in the Glasgow Climate Pact — from a "phase out" of coal to a "phase down." After initial objections, opposing countries ultimately conceded.
During a speech delivered to The Energy and Resources Institute's World Sustainable Development Summit in Feb. 2022, Indian Prime Minister Narendra Modi said he firmly believed that "environmental sustainability can only be achieved through climate justice."
"Energy requirements of the people of India are expected to nearly double in the next twenty years," Modi said. "Denying this energy would be denying life itself to millions. Successful climate actions also need adequate financing."
He added, "For this, developed countries need to fulfill their commitments on finance and technology transfer."
European interest
The Norwegian interest in India's renewable energy sector represents the latest example of major organizations and businesses making a play in the country.
Earlier this year, for example, German energy giant RWE and India's Tata Power announced a collaboration focused on developing offshore wind projects in India.
"India has excellent wind resources, which can help to meet the country's increasing energy demands," Sven Utermohlen, RWE Renewables' CEO for offshore wind, said in a statement.
"If clear regulations and an effective tender scheme are in place, we expect India's offshore wind industry will gain a real momentum," he said.
— CNBC's Sam Meredith contributed to this report.
How Does Joe Achilles Really feel In regards to the BMW M240i After Three Months?
2024 Kia EV9 seems in official images with minimal camouflage


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World Bank lauds Saudi National Water Strategy, recommends other nations follow suit
World Bank lauds Saudi National Water Strategy, recommends other nations follow suit /node/2161596/business-economy
https://arab.news/jmdwa
Fahad Abuljaddayel and Nour El Shaeri
RIYADH: As the world faces a severe water resource management crisis, Saudi Arabia has fared well in preserving the sector with the National Water Strategy, said a top official of the World Bank Group.
Speaking to Arab News at the Future Desalination International Conference in Riyadh, Saroj Kumar Jha, the global director of WBG's water global practice, said that the world needs better water resource management, and the Kingdom is a good example to follow.
"I think the work that Saudi Arabia has done in putting together the institutional framework, the National Water Strategy and the Water Law are very good examples that other countries can follow," Jha said.
Early this month, the Kingdom's National Water Co. announced its plans to roll out 1,429 projects with a total value exceeding SR108 billion ($28.7 billion) as part of the National Water Strategy and Vision 2030 plans.
This initiative includes expanding the water and wastewater networks coverage and increasing the sewage treatment plant's capacity, in addition to extending water services coverage to all citizens and residents across the Kingdom.
Jha stressed the importance of water management as it is essential for human life and significantly impacts the economy and climate change.
"Climate change has added another layer of complexity in terms of the risks for the water resources. We have more droughts, floods and extreme events happening," he explained.
The World Bank is playing a considerable role in supporting developing countries to place appropriate policy frameworks, regulations and institutions to manage water resources more efficiently.
"We are a global institution in 200 countries. We work on broader development issues. Water is just one sector. But we also work on energy, poverty reduction, job creation, public health and education. So, we have a very diverse portfolio," Jha said.
"In the water sector, we have a portfolio of about $60 billion projects in these countries. And as part of our engagement in these countries, we provide global expertise. We provide global knowledge. We help them to set up the right kind of policies and institutions. And we also provide financing to implement water resource management projects," he added.
Jha said that the water desalination sector needs technological advancement to reduce the cost of water production and its effect on climate change.
"I think the cost of desalination and its environmental concerns need to be addressed adequately," he added.
He believes this could be achieved by utilizing entrepreneurial talent and innovation through private investments and partnerships similar to what is happening in the Kingdom.
"I'm very impressed. And I want to see how we can export all these good practices from Saudi Arabia to other countries and that's why I'm here," Jha said.
Topics: FDIC2022 World Bank business
World needs Arabian peninsula's expertise in desalination sector: top expert
PIF-owned ACWA Power signs deal to integrate new technology in desalination


This example is described in details in the Orbeon Forms Tutorial.
The book tells the story of Alonso Quixano, a man who has read so many stories about brave errant knights that, in a half-mad and confused state, he believes himself to be a knight, re-names himself Don Quixote de la Mancha, and sets out to fight injustice in the name of his beloved maiden Aldonsa, or as he knows her in his mind, Dulcinea del Toboso.
Ce roman complexe et déconcertant — sans doute l'œuvre de Diderot la plus commentée — puise pour partie son inspiration dans l'ouvrage de Laurence Sterne, Vie et opinions de Tristram Shandy paru quelques années auparavant (1759-1763).
Childhood's End deals with humanity's transformation and integration into an interplanetary hive mind. The book also touches on the issues of the Occult, man's inability to live in a utopian society, and cruelty to animals, as well as the cliché of being the last man on Earth.
Sagan states that when new ideas are offered for consideration, they should be tested by means of skeptical thinking, and should stand up to rigorous questioning.


text:
OnePlus 3 screen side-by-side other premium phones
We have yet to do a comprehensive review of the OnePlus 3. We'll do one as soon as possible but for now, let's compare the smartphone's display with the premium models available in the market. Our friends over at SlashGear managed to analyze the top smartphones which include the iPhone 6S, Samsung Galaxy S7, LG G5, HTC 10, Huawei P9, and the Nexus 6P. To determine which one is better, a number of elements were looked at from the screen size to color intensity to brightness.
As early as now, we can say the OnePlus 3 doesn't have the best display because it's only 1080p. Not that 1920 x 1080 resolution is low but we've seen several phones with QHD, 2K, and 4K displays already. The phones compared are all with displays on full brightness.
We're used to OLED and AMOLED screens but the OnePlus has an Optic AMOLED display. We're not sure really but we noted that the OnePlus 3 can adjust its own color temperature. In an earlier review, we already described the user-friendliness of the display control system that includes the accent colors, dark modes, and color temperatures. So far, we said that the OnePlus 3's screen is vibrant and bright just like any Android phone today. The Optic AMOLED screen, 1080p resolution, and the Gorilla Glass 4 protection all make the smartphone's display impressive.
Some important observations when comparing the OnePlus 3 with other displays include the OnePlus screen as bigger than the 5.1-inch Galaxy S7. The new OnePlus has a 5.5-inch display but with only 1080p resolution while the S7 has 2K (1440 x 2560). Both have almost the same color intensity and brightness.
For ordinary eyes, you may not notice the higher pixels and brightness but the Samsung Galaxy S7 is definitely sharper. That's obviously because of the higher resolution on the S7. The two are pretty much the same and comparable to other phones but everything will matter under direct sunlight or very bright light.
If you're into virtual reality, you can use either smartphone because the S7 has the Gear VR while the OnePlus 3 also has its own. However, the VR display will be better, brighter, and more brilliant on the Samsung phone again for obvious reasons.
Interestingly, the OnePlus 3 can be brighter than the iPhone6 6S. So yes, we can conclude the new OnePlus 3 phone has a better and more brilliant display compared to the other premium flagship phones from different OEMs. It's in the same level as the Galaxy S7 but Samsung still has an edge because of its 2K display.
OnePlus releases OxygenOS as open source, or not [UPDATED]
OnePlus 3 Review: Invite-free flagship takes on Samsung, HTC, and LG
OnePlus 3: specs, pricing, availability details


Today we took the A Tale of Two Cities – Hamburg Schwerin and a Fairytale Castle tour and promptly left the Port of Hamburg by bus at 8:45am. We started in West Hamburg along the Elbe River 80 miles from the North Sea. The Regal Princess was also in port sharing the same dry dock as had the German battleship Bismarck in 1936. After the dry dock area, we passed the St. Pauli Elbe Tunnel which connects workers and pedestrians with the shipyard on the other side of the Elbe River. What makes the tunnel unique is that cars and pedestrians both must use an elevator to get down to the road at each end of the tunnel. Originally built in 1911, it is a technological marvel. As we continued our way out of the city we drove along the new tide protection walls that were under construction. This is certain to change the landscape of Hamburg once completed.
Next we passed into East Hamburg and the Speicherstadt (brick warehouse district) where construction began between 1880 and 1890. East Hamburg is the war-torn part of city where many bombs exploded and devastated the buildings and landscape. Schwerin (Cher-Ween), our destination, was not affected by the war as there was no fighting in that region. There is an 85 percent tax on gasoline in Germany and no speed limits on the motorways.
We arrived in the capital city of Schwerin in the federal state of Mecklenburg, Pomerania at 10:50am. The fairy tale Schwerin Palace was very picturesque so cameras were snapping away before we could get off the bus. Parts of Schwerin Palace date back only 160 years. Other parts of the landmark are over 500 years old dating as far back as the renaissance. The palace itself is comprised of five distinct wings and was built on the remaining foundation of an existing Slavic fortress that is actually on a small island.
We took the standard tour consisting of the majority of rooms that were in use during the 1920's. Other tours of the Palace show areas such as the hunting and jousting weaponry rooms, and the palace dungeon. Each area we viewed was exquisite and in pristine condition with the most lavish being the Throne Room. The Dining Room was also very ornate with its unique wood tiled floor. Ironically, we saw a unique collection of Delft Blue pottery here (see Delft the Hague & Madurodam Tour). Over the years the Palace has had many uses from a Church, a Parliament, to its current state as a Museum.
After the palace visit we took a nice walk through the center of Schwerin to the market square. Along the way we passed St. Nicholas' Church, one of the oldest churches of the Hanseatic city of Stralsund dedicated in 1279. At the market square were many street vendors selling items such as fish, meat, cheese, and flowers to the public. Here we entered the Schwerin Cathedral of St. Mary's and St John's for a few photos.
We continued through the square to lunch at Weinhaus Wöhler. The wood laden restaurant served an appetizer of tomato soup with bread, followed by chicken, potatoes and carrots. For dessert we were treated to French Vanilla Ice Cream with Strawberries. Beer, wine, soda, coffee, or black tea were also available.
Our departure from Schwerin was at 2:45pm. On arrival back in Hamburg at 4:05pm we took the scenic route back to the pier weaving up and about the many streets of the city. We stopped briefly at St. Michael's Church which is Hamburg's most famous church whose copper clad spire can be seen from the port. The church can hold services for 2500 people, has 5 organs (one of which contains 6,674 pipes), and has a tower that holds the largest clock in Germany.
During our tour we learned some interesting facts about like there are 2,500 Linden trees scattered about the City and that Britain ruled the city after WWII. However the neatest fact that we were told is that people from Hamburg refer to themselves as Hamburgers. I liked that one!
Then after a quick pass of the famous St. Pauli Red Light District we were returned to the pier at 6:10pm.


In March 2013, The SPACE relocated to a new site on St Johns Road in St Leonards-on-Sea. This gated enclosure, next to St Leonards Warrior Square station has been provided courtesy of Network Rail's Community Scheme which works nationally and encourages the temporary use if its disused sites.
A new series of projects is in development to ensure The SPACE in its new location continues to benefit artists and enhance the local environment. St Leonards based artist Beccy McCray's installation 'Resist' was the inaugural project which opened on 10 May 2013. With funding from Community First, Beccy led several workshops for a range of local people.


If you desire a property that draws friends on evenings, weekends & after school this 2017 build on a 12,500+ sq ft lot, fenced backyard w/ children's play equipment & in-ground swimming pool is the home for you. Open spacious kitchen & living areas, 5 beds, 3 baths & quality modern finishes throughout. Custom designed master bath w/ oversized glassed shower, walk-in closet & exit/entry door to the back yard for access to pool &/or future hot tub. Truly a rare find in today's market!


Scatter Joy Photos is based on Ralph Waldo Emerson's coined phrase "Scatter Joy." After I realized how much "joy" daily I gain from photography, I decided I want to share that joy with others through my photographs.
So in an effort to live out my passion for photography, I hope to scatter joy with you and the rest of the world! And just maybe through the joy you gain from my work, you might be able to scatter some joy as well!


text:
MStatus initializePlugin(MObject mObj)
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		FirstNode::initialize);

	CHECK_MSTATUS_AND_RETURN_IT(status);

	return MS::kSuccess;
}

MStatus uninitializePlugin(MObject mObj)
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	MStatus status;

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	CHECK_MSTATUS_AND_RETURN_IT(status);

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redpajama_set_name: RedPajamaGithub


Just imagine how great it would be to never water, fertilize or mow your lawn again. Okanagan Perfect Turf (OPT) Synthetic Grass helps make that dream a reality. As a result, you'll be the envy of your neighbourhood, in addition to being a steward of the environment. Most importantly, an artificial grass lawn will always be easier, cleaner and greener, than natural grass.
Synthetic grass has changed how we think about landscapes and lawns because they're easy to maintain. However, not all artificial turf is created equal. So, be sure to do your research and choose the right synthetic turf company and grass for the job.
Firstly, make sure to choose a company with industry longevity. Secondly, make sure the company uses superior North American-made materials to create a synthetic grass with the texture and appearance of real grass. Thirdly, ensure the product is designed to withstand extreme temperatures in hot, cold, wet and dry climates. Fourth, make sure it literally 'stands up' to even the heaviest foot traffic.
Finally, choose a company that is experienced and well trained in design and installation, even for the most challenging terrain. Likewise, ensure they consider every finite detail is installed to perfection.
Okanagan Perfect Turf (OPT) will always deliver the highest level of experience and expertise. As a result, your home improvement project will be aesthetically pleasing and virtually maintenance-free. Likewise, your new synthetic lawn will save you personal time to enjoy your hobbies and thousands of dollars in maintenance. In addition, our product and workmanship warranty gives you confidence and peace of mind that you've made the right decision!
Okanagan Perfect Turf (OPT) Synthetic Grass is also a great choice for commercial clients because costs for natural lawn maintenance continue to climb, whether you hire a contractor or pay an employee. Similarly, inferior maintenance tactics, poor watering equipment and sprinkler system management and natural grass is onerous and more costly. Therefore, OPT synthetic grass lawn is a viable, cost-effective choice that will pay for itself in about three to five years.
Also, the landscaping at many businesses is unattractive, dirty, or simply dull and boring. As a result, the business' reputation is negatively affected. With OPT Artificial Grass, your business landscape will pop with green and warmth year-round. Consequently, your business will have a more inviting environment that can help you grow.
The Canadian Mortgage and Housing Corporation estimated a typical gas-propelled grass mower emits as much air pollution each year as a car driven halfway across the country. Therefore, cutting down on mowing is great for reducing pollution, in addition to cutting down on your maintenance time.
Environment Canada estimates an average homeowner uses 14,000 litres of water each year for irrigating their lawn. Therefore, cutting down on watering is great for the environment.
As estimated by Environment Canada, an average residential homeowner sprayed 46 pounds of pesticides on their lawn in the form of fertilizers and weed control every year. Consequently, a synthetic grass lawn greatly reduces your toxic product use.
Water prices are increasing every year, which results in even more savings for the homeowner.
The cost to hire professionals for lawn care maintenance can be extremely high for both business and residential owners, with expenses averaging between $2,000 to $10,000 each year. However, in comparison, maintenance for synthetic grass lawns are extremely low.
If you're a 'Do It Yourself' homeowner you may already know the cost of an irrigation system, pesticides to control weeds, fertilizer, lawn mowers, gas, aeration and water usage costs can add up to over $2,000 annually. Not to mention the hundreds of lost personal hours you could have been enjoying your hobbies during the few warm months of the year.
It takes a lot of hard work to maintain a green, lush lawn for three months of the year. Typically in the BC interior we are only covered with snow two months of the year. Therefore, we are stuck looking at dead, patchy, dull, brown grass for a minimum of seven months. With artificial grass, there will be no dead patches or dull, brown grass to look. Instead, you'll have perfect, green synthetic grass that will look beautiful 12 months of the year!
If you're a dog owner you already know it's virtually impossible to maintain a healthy, green grass lawn. With artificial grass, your lawn will always look perfect because the pet waste will not kill or discolour your synthetic grass. Finally, there will be no more muddy paws tracking dirt into your home.


text:
Watery tarts distributing hammers and sickles
Posted by: Elizabeth Sandifer 5 years, 3 months ago
This is the fourth of six parts of Chapter Six of The Last War in Albion, covering Alan Moore's work on Skizz and D.R. & Quinch for 2000 AD. An ebook omnibus of all six parts, sans images, is available in ebook form from Amazon, Amazon UK, and Smashwords for $2.99. If you enjoy the project, please consider buying a copy of the omnibus to help ensure its continuation. The Last War in Albion now also has an imageblog on Tumblr.
The stories discussed in this chapter are available in the collections Skizz and The Complete D.R. & Quinch.
Previously in The Last War in Albion: Alan Moore's first recurring feature for 2000 AD, Skizz, was a mixed success, but his second, D.R. & Quinch, featuring an anarchic and psychotic pair of alien delinquents, was an altogether more popular endeavor.
"He dropped acid bombs from little hatches in the base of his testicles." - Warren Ellis, Transmetropolitan
Figure 284: Randall Schwab Jr. discovering the Uzi left
for a wedding present.
The second major influence is the National Lampoon's recurring feature O.C. and Stiggs, an influence that D.R. & Quinch largely wears on its sleeve, or, at least, in its title. Like D.R. & Quinch, O.C. and Stiggs tells the story of two socially maladapted college students and their mayhem-causing adventures. For instance, at the start of their most iconic adventure, The Utterly Monstrous, Mind-Roasting Summer of O.C. and Stiggs, which took up the entire October 1982 issue of the National Lampoon, the narrator, O.C., describes "the small inconvenience of having to attend the wedding reception of Schwab's sister, Lenora, a totally white-skinned harpist and ballet deviate with nostrils that look like old-fashioned key holes, who never appears anywhere without a ribbon on her somewhere, usually on her head, and usually four or five of them." He goes on to explain that "because Lenora was so artistic and withdrawn and delicate, and totally unable to function anyplace where there were any people or any windows or anything else that might suck her into a connection with the world, me and Stiggs got her an Uzi submachine gun for a wedding present, with a twenty-round clip and a detachable stock." This turns out to be a prime example of starting as one means to go on.
Once again, the obvious difference is in the sort of technology, although if one is being honest the presence of submachine guns already puts O.C. and Stiggs in a class closer to D.R. & Quinch than Dennis the Menace. But on the whole, O.C. and Stiggs takes a markedly different approach than D.R. & Quinch. Where D.R. and Quinch revel fairly purely in the destruction they cause, largely seeing it as an end in itself, O.C. and Stiggs are visibly motivated by an outright hatred for the people they harass. When D.R. and Quinch take revenge on someone it is inevitably because that person has done something terrible to them like kick them out of school or say mean things about them at a legal hearing. More often, however, they simply cause destruction for its own sake. O.C. and Stiggs, on the other hand, are arbitrarily malicious towards people. For instance, they describe the main target of their antics, Randall Schwab Jr., as "the most uncoordinated, whining, unacceptable goon in existence. Me and Stiggs have been torturing him and his family for over half of our lives. This is for two simple reasons: 1) he lives close to us, 2) he has an enormous head." It is not, of course, that expelling them from school for their hidden cache of weapons is a good reason for D.R. and Quinch to take revenge on Dean Fusk, but there is at least a certain internal logic to it. O.C. and Stiggs, on the other hand, seem wholly capricious in their targets and antics. D.R. and Quinch either cause entirely purposeless, untargeted destruction, or they get back at people who have attempted to stand in the way of their doing that. O.C. and Stiggs just pick people they don't like very much and torment them.
Figure 285: The sort of subtle racial humor typical of O.C. and
Stiggs
On top of that, O.C. and Stiggs has a rather nastier edge to its humor. They indulge in sexist, racist, and homophobic behavior at considerable length, describing characters as "the Sluts de Box Car" and "two totally maladjusted nymphos," and describing things like a tuxedo store that's "a 100 percent Negro operation, limited exclusively to colors, substances, and textures alluring to Negroes only," neighboring "a filthy ethnic barbershop," or, at one point, deciding to reenact bits of The Adventures of Huckleberry Fin, declaring that "Barney had to be Nigger Jim on our voyage, so we made him wear lots of black goo," while "Stiggs refused to be Tom Sawyer, who, he said, was a homo pantywaist." This results in an encounter with "some Indian cops sleeping in the bushes" who "wanted our beer, so we told them that the Negro owned the beer and he was making us drink it because he was afraid he would become an alcoholic if he drank alone. By the time they processed this in their highly mystical and alcoholic Indian minds, however, we had drifted out of range, so they resumed sleeping." Certainly some of the humor is in precisely how awful all of these things are to say and in the degree to which O.C. and Stiggs
Moore, unsurprisingly, does not go in for deliberate offensiveness of this sort. More to the point, where the central joke of O.C. and Stiggs is just how utterly horrible the main characters are as people, D.R. & Quinch is on the whole more sympathetic to its protagonists. As Moore puts it, "a lot of people identify with these two ugly acne-ridden alien individuals who find no greater fun in life than going around and bombing expensive foreign restaurants," and with good reason: D.R. and Quinch are terribly fun. They are, at their core, sci-fi iterations of the anarchic youth Action foregrounded during its heyday in strips like Look out for Lefty and Kids Rule OK. It's a strip about joyfully dealing outsized retribution to the established social order, and as such fits perfectly into 2000 AD in a way that Skizz, with its odd tension between its two goals, never quite could.
Figure 286: D.R. and Quinch blow up several emergent
life forms on Earth. (From "D.R. & Quinch Have Fun on
Earth," written by Alan Moore, art by Alan Davis, in
2000 AD #317, 1983)
Fueling this bite is Moore's use of an unreliable narrator. A key part of the humor in D.R. & Quinch is the fact that what D.R. and Quinch say in their narration is not to be completely trusted. This is made clear in the first panel of the first story, when Quinch says, "I like guns and starting fights. My psychiatrist says I'm a psychotic deviant. But that doesn't mean I'm a bad person, right?" The entire joke, of course, is that this is precisely what being a psychotic deviant who likes guns and starting fights means. And this sort of humor continues throughout the comic. When, for instance, Quinch describes how "we pulled over in the late pre-cambrian and checked out all the stuff that was starting to wriggle about in the radioactive mud. It was incredibly disgusting. But then, like D.R. said, 'that's life'," the line is funny because D.R. is being more accurate than the narration recognizes: D.R. and Quinch are, at that point in the strip, literally examining and occasionally shooting the earliest forms of life on Earth.
Figure 287: Much of the humor
of "D.R. & Quinch Have Fun on
Earth" comes from the various
historical events they turn out to
secretly be responsible for. (From
"D.R. & Quinch Have Fun on Earth,"
written by Alan Moore, art by Alan
Davis, in 2000 AD #317, 1983)
Of particular creative note is the fact that Moore is able to generate a subtly different sort of humor from the narration of each of his characters. "D.R. & Quinch Have Fun on Earth" is narrated by Quinch, and in it, as noted, the humor stems largely from Quinch's earnest obliviousness to his own malevolence. The humor is largely down to the fact that Quinch honestly does not appear to have any understanding of the fact that he is an absolutely horrible person. But as a result, the reader is only ahead of Quinch on a moment-to-moment basis. That is to say, whenever Quinch comments on a given incident such as when "we tried to grab a couple of their planes with the tractor beam, to look at while we were cruising just off of Bermuda. But they were, like, really inferior merchandise, and they, like, fell to bits," the reader understands that Moore is giving a fictitious explanation of the Bermuda Triangle even though Quinch does not. But when, at the end of the story, it turns out that the shape that D.R. and Quinch bombed the continents into provides an insult against Dean Fusk, this is not set up. The reader knows more than Quinch describes about any given thing, but Quinch's tendency towards a simple, episodic narrative obscures the overall arc of things.
The pair's second story, "D.R. & Quinch Go Straight," has the same basic plot of "D.R. & Quinch Have Fun on Earth." D.R. and Quinch are punished by an authority figure (a judge this time), and take elaborate revenge. In this case the plot is lifted more directly from The Utterly Monstrous, Mind-Roasting Summer of O.C. and Stiggs, specifically the incident towards the end of the story in which O.C. and Stiggs take elaborate revenge on one of their nemeses by opening a drug rehab clinic next door to his house, and the side character of Pulger, a "distressed war veteran" with an "alarmingly volatile condition" as "a result of his experiences during the recently-ended Ghoyogi Slime Jungle Wars," which, in practice, means that he is the sort of person who, when invited "for a quiet holiday out in the suburbs," asks for "a quad-engine Strato-Chopper and thirty air-to-ground warpedos for his personal use" - a character who is fairly clearly based on Howard Sponson, who O.C. describes as "Vietnam vet with roasted brains. He guards pot plantations and helps us out when we need stuff like Israeli machine guns and air-to-ground missiles." But more important than the plot is the way in which the style of narration changes.
Figure 288: A major plot point in the second D.R. &
Quinch story is the construction of Massacre House
right next door to the pair's nemesis... (From "D.R.
& Quinch Go Straight," written by Alan Moore, art by
Alan Davis, in 2000 AD #350, 1984)
"D.R. & Quinch Go Straight" is narrated by D.R. instead of by Quinch, and has a substantially different style. Where Quinch's narration comes in from the start and presents the entire story as, in effect, an essay that some comic artist has drawn pictures to accompany (there is in fact no dialogue to speak of in "D.R. & Quinch Have Fun on Earth"), D.R. merely provides commentary on the story, not even directly addressing the reader until page three. More to the point, where the humor in "D.R. & Quinch Have Fun on Earth" largely derives from the fact that Quinch does not fully understand what is happening or the implications of it, "D.R. & Quinch Go Straight" largely depends on the fact that D.R. has a clear scheme in mind from the outset, and that he is repeatedly lying. So when he declares that he "forgot that I had arranged a visit by the Ghoyogian Diplomatic Party" and that "I suppose I should have told Pulger about the Ghoyogian visit in advance," the humor is that the reader can see clearly (and has in fact been able to see since the end of the previous installment of the story) that this is going to end with Pulger and his fellow violent ex-servicemen proceeding to unleash a massive and comical spree of destruction against the visiting Ghoyogians in such a way as to cause a pleasant amount of horrifying property damage on the actually perfectly reasonable Judge Thorkwung. Where Quinch appears largely naive about his horrible nature, D.R. positively revels in it, admitting things like that "had I suspected then the truly horrifying suffering and amazing loss of life that would be caused by our well-meaning enterprise… I'd have done it anyway. Only more so." It's a similar sort of humor to that of Quinch's narration, but with the emphasis subtly shifted so as to freshen the material. Instead of being unaware of the implications of what he's saying, D.R. is hyper-aware of them and communicating primarily through the subtext.
Figure 289: A plot point that is nearly identical to one
from The Utterly Monstrous, Mind-Roasting Summer of
O.C. and Stiggs.
Also important, of course, is the material itself. The anarchic glee that D.R. and Quinch builds its humor out of is an ideology that must surely have appealed to Alan Moore. The detail that the two lead characters have been kicked out of school makes this one of the earliest of relatively few instances in Moore's career where one is compelled to read a story at least partially autobiographically. Moore, after all, was himself kicked out of school, and, if not under similar circumstances to those of D.R. and Quinch (he was only caught dealing acid, as opposed to harboring an extensive stash of high energy weapons), at least under a similar rhetoric. "The headmaster who had dealt with my expulsion had, I think, taken me rather personally," Moore explains. [continued]
chapter six,
last war in albion
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Carey 5 years, 3 months ago
Another possible influence to the cadence and style of the narration to D.R. and Quinch is undoubtedly Malcolm McDowell's narration for Stanley Kubrick's adaptation of Anthony Burgess' A Clockwork Orange. This clip shows the sing son naifness which contrasts with the events that follow: https://www.youtube.com/watch?feature=player_detailpage&v=HtRGeyznv7k#t=30
I'd also suggest Dennis Potter's Briimstone and Treacle, but am unsure of its influence in this regard as the sing song narration was more a feature in the original banned tv version, which Moore couldn't have seen at this point. The film, of course, would have a huge influence in Moore's writing in the next couple of years.
Jesse 5 years, 3 months ago
"Certainly some of the humor is in precisely how awful all of these things are to say and in the degree to which O.C. and Stiggs..."
The degree to which they what? DON'T LEAVE US HANGING!
BerserkRL 5 years, 3 months ago
The missing text is hidden in an Easter Egg somewhere on the Internet. Good luck!
Alan 5 years, 3 months ago
So O.C. and Stiggs are basically the Ur-Beavis and Ur-Butthead. Interesting. As best I can recall, the "humor" of the magazine is watered down for the Altman film. I don't recall any obvious racism or homophobia that jumped out at me (certainly not in comparison to the rather vile examples described above). I suppose there was probably sexism, but the film was practically marketed as a teen sex comedy. Also, I'm almost positive that there was some tacked on explanation of why the two were completely justified (at least in their own minds) in their vendetta against Schwab. Something to do with Schwab having, through some act of greed, bringing about either the ruin or death of some friend of theirs. I dunno. Does anyone remember this incredibly bland film better than I do?
According to Wikipedia, "the original magazine characters were destructive, malevolent teenagers, whereas the main characters of the movie were not ."
The best redemptive reading for the movie is to view it as Altman trying to do to the '80s teen-comedy genre what he had earlier done to the war flick, the western, the film noir, etc.
Iain Coleman 5 years, 3 months ago
"...have 15 million dollars in a Nigerian bank account which they need your help to transfer out of the country."
I also seem to recall a lot of fourth-wall breaking which was mildly innovative at the time.
Daru 4 years, 5 months ago
Ah, I was a massive (and still am) fan of DR & Quinch when they came out, I read them over and over. Brilliant fun.