text:
I don think it really a virtue signalling issue so much as it
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I don't yell at them though. We aren't doing anything 'like that' but whenever he hugs me I push him away. I'm not using him for sex or something. The torn bits of TPR that were left behind after the toy ripped were really unattractive. If I were intending to keep the Pocket Pussy around as part of my collection, I would definitely feel the need to trim it. Check out those pics, you'll see what I mean..
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I did the same recently with X4: Foundations. I got a cracked version to try out for a few weeks because Egosoft games are notorious for releasing very buggy. (hint:it was a mess on release) While they generally fix them, I didn want to take any chances.
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It features adjustable straps and underwiring, for great lift. This bewitching set comes with an elegant suspender belt. The stockings pictured are not included.. She also do silly overly PC things, like on tests if she wrote a hypothetical workplace situation that we had to solve or comment on, all of the names of the fictional people cheap sex toys,wholesale dildos,sex toys,vibrators,male sex toys,dog dildo vibrators,Adult Toys dildos,dildos,dildo vibrators,sex toys,g spot vibrator,Realistic Dildo,wholesale sex toys,wholesale dildos,wholesale vibrators,vibrators,animal dildo,gay sex toys,horse dildo, in these scenarios would be non western names. Like sure mix it up a bit to be more inclusive if that your thing, but making every single name non western to show diversity is over the top and a really shallow way of being diverse. I also remember her once arguing that white people are never friends with anyone who isn the same colour as them (this was in Canada).
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What if the right pace for the other person is faster Doing something we don't really want to, don't feel able to handle or aren't ready for is usually going to feel way worse than holding back on something we want to do and do feel ready for. So, it's always sound for all of us, when there is a person who needs things slower, to lead with where they're at, and good partners will always be down with that. If someone really feels that moving faster is something they need and a slower pace is just not working for them, they always have the option of choosing to be with a different partner who is where they're at.
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text:
Q: MiniProfiler ASP.NET Core - ShouldProfile based on user role I have MiniProfiler set up in an ASP.NET Core application. Profiling works fine.
However, I only want Admins to be able to profile.
I have the following in ConfigureServices:
services.AddMiniProfiler(options =>
{
    options.ShouldProfile = request =>
        request.HttpContext.User.IsInRole("Admin");
});

The problem is, the user identity does not seem to be loaded in that method.
The User.Identity.Name property is null, and there are no claims.
My guess is that this call happens before that info is populated?
How can I profile based on the user identity?

A: You need to know that according to the docs the ClaimsPrincipal.IsInRole() method checks for Claims of type ClaimsIdentity.RoleClaimType.Be sure you have added the role claims.
Here is a working demo you could follow:
1.Register the user with name a@qq.com successfully.
2.Generate the role and add the role with claims to the user:
public async Task CreateRolesandUsers()
{
    bool x = await _roleManager.RoleExistsAsync("Admin");
    if (!x)
    {
        // first we create Admin role
        var role = new IdentityRole();
        role.Name = "Admin";
        await _roleManager.CreateAsync(role);

         //must add the claim,otherwise IsInRole would always be false..
        _roleManager.AddClaimAsync(role, new Claim(ClaimTypes.AuthorizationDecision, "Admin")).Wait();
    }
    var user = _userManager.FindByNameAsync(User.Identity.Name).Result;
    if (user != null)
    {
        var result1 = await _userManager.AddToRoleAsync(user, "Admin");
    }
}

2.Startup.cs:
public void ConfigureServices(IServiceCollection services)
{
    services.AddDbContext<ApplicationDbContext>(options =>
        options.UseSqlServer(
            Configuration.GetConnectionString("DefaultConnection")));

    services.AddIdentity<IdentityUser, IdentityRole>()
            .AddEntityFrameworkStores<ApplicationDbContext>().AddDefaultUI();

    services.AddMiniProfiler(options =>
    {
        options.RouteBasePath = "/profiler";
        options.ShouldProfile = request =>
request.HttpContext.User.IsInRole("Admin");
        options.SqlFormatter = new StackExchange.Profiling.SqlFormatters.InlineFormatter();
    });
    services.AddControllersWithViews();
    services.AddRazorPages();
}

public void Configure(IApplicationBuilder app, IWebHostEnvironment env)
{
    app.UseHttpsRedirection();
    app.UseStaticFiles();

    app.UseRouting();

    app.UseAuthentication();  //be sure add this
    app.UseAuthorization();

    app.UseMiniProfiler();     //add this before UseEndpoints

    app.UseEndpoints(endpoints =>
    {
        endpoints.MapControllerRoute(
            name: "default",
            pattern: "{controller=Home}/{action=Index}/{id?}");
        endpoints.MapRazorPages();
    });
}

Result:

redpajama_set_name: RedPajamaStackExchange


I am trying to exploit a reflected cross site scripting in a GET request where the reflection is in the first multi line script block.
Unfortunately this does not work. Neither does it with /* instead of // to comment out the rest of the script block. Is there any way to make it work without using "<" and ">"? Now it fails with "SyntaxError: unexpected token: ':'"
You don't need to comment anything out.
JS will attempt to create the search term string from the expression '' - alert() - '' which will trigger the alert function. I preferred - over + because it avoids potential issues with URL encoding and is rarely blacklisted, but you may also use any other binary operators to squeeze in your payload without causing a syntax error.


THREE out of five landlords would leave, or consider leaving, the private rented market if rent controls were introduced.
New figures also reveal that the majority of landlords plan to freeze their rents in 2015.
The findings come as RLA Chairman, Alan Ward, will today warn that proposals for rent controls will leave tenants worse off.
Alan Ward will be speaking alongside Mark Littlewood, Director General of the Institute for Economic Affairs. Speaking in favour of rent controls will be Labour MP, David Lammy and Becky Ely, who created the Rent Control petition with 38 Degrees.
disastrous policy. why do the politicians insist on getting it wrong?


We had a great turn out at the 2nd Annual Westfield Wabash Day. The project was for the Westfield Parks Department. Although the morning was cool and brisk, there was no rain. Family, friends, and Alumni of Wabash cleaned up debris, scrub, and trash on the newly opened Monon Trail running from 146th Street to 161st Street.
There were piles of bricks, trash, old concrete and other rubbish that had been dumped along the trail in years past. Volunteers removed more than 2 full truck loads of the unsightly matter. Several members of the Park Tudor Brownie Troop 2543 came and volunteered with the Wabash Day project. The girls worked on a merit badge for "Earth is our home". A big Thank You to all in attendance.
See photo album by Wabash student photographer Drew Casey here.


We have added the most beautiful 3d cartoon character designs and funny 3d models from some of the talented artists across the world. 3d character designs are mostly used in short films, video games, animations, CGI and more. Most recently, animation movies have been winning awards for the 3d cartoon models, and 3d cartoon character design. Beginners can enjoy creating 3d cartoons using the free software available on the internet. Some of the popular 3d cartoon creating software are: Blender, Houdini, Cinema 4d studio, Poser, Autodesk 3Ds Max, Aurora 3D Animation Maker and more.


Goodmans represented Peace Naturals Project Inc. ("Peace"), in connection with its acquisition by PharmaCan Capital Corp. (TSX VENTURE:MJN) ("PharmaCan") through its wholly-owned subsidiary, Hortican Inc. ("Hortican") of all of the outstandiing shares that Hortican didn't already own. The Barnes Family Trust, the largest shareholder of Peace has agreed to sell all of its shares of Peace. This acquisition by PharmaCan makes it the first Canadian company to own and operate licensed producers of marijuana ("LPs") under the "ACMPR" in both Ontario and British Columbia.


text:
namespace polymorphic_this_type_demo {

    interface Person {
        name?: string;
        surname?: string;
        age?: number;
    }

    class PersonBuilder<T extends Person> {
        protected _details: T;
        public constructor() {
            this._details = {} as T;
        }
        public currentValue(): T {
            return this._details;
        }
        public withName(name: string): this {
            this._details.name = name;
            return this;
        }
        public withSurname(surname: string): this {
            this._details.surname = surname;
            return this;
        }
        public withAge(age: number): this {
            this._details.age = age;
            return this;
        }
    }

    let value1 = new PersonBuilder()
                .withName("name")
                .withSurname("surname")
                .withAge(28)
                .currentValue();

    interface Employee extends Person {
        email: string;
        department: string;
    }

    class EmployeeBuilder extends PersonBuilder<Employee> {
        public withEmail(email: string) {
            this._details.email = email;
            return this;
        }
        public withDepartment(department: string) {
            this._details.department = department;
            return this;
        }
    }

    let value2 = new EmployeeBuilder()
        .withName("name")
        .withSurname("surname")
        .withAge(28)
        .withEmail("name.surname@company.com")
        .withDepartment("engineering")
        .currentValue();

}

redpajama_set_name: RedPajamaGithub


Looking to call Alton Village home? This fabulous four-bedroom, 2.5 bathroom home features an open concept main floor, spacious living areas and large bedrooms. The second floor features: the laundry room, large master bedroom w/ ensuite, walk-in closet and a second closet, and the family room. Two-minute walk to Alton Public School, walk to parks, Haber Recreation Centre and Library. Call now to book your showing.
Andree Craig of Apex Results Realty Inc.


text:
By Compiled from wire service reportsRobert Kilborn and Judy Nichols
Newly elected Prime Minister Ariel Sharon used a car-bomb explosion in an ultra-Orthodox Jerusalem neighborhood as a pretext to repeat his vow not to talk peace with Palestinians until there's "an end to terror and violence." Reports said 10 people required medical treatment because of the blast, which also destroyed two vehicles.
"To bring the situation back to normal," Indonesian President Abdurrahman Wahid is due today in East Java, scene of a week of often-violent demonstrations by his supporters to head off impeachment proceedings. The protests mostly have targeted the former ruling Golkar Party, whose members of parliament have been most critical of Wahid's performance in office.
An honor guard of leftist rebels saluted Colombian President Andres Pastrana as he arrived deep in their protected zone for a private meeting to try to revive peace negotiations. His discussion with Revolutionary Armed Forces (FARC) chief Manuel Marulanda was a condition for allowing the rebels to maintain control of the enclave without interference by Army units.
Army troops and riot police closed off the volatile central highlands of Vietnam to outsiders as the communist government - in an unprecedented move - acknowledged ethnic unrest was more widespread than reported earlier. "Bad elements" were blamed for damaging state property and causing social instability, resulting in at least 20 arrests and an unspecified number of injuries, some of them to security forces. The clashes, between ethnic minority tribesmen and relocated majority-Viet lowlanders, have centered in the coffee-growing provinces of Gia Lai and Daklak. Hotel operators reportedly have told would-be foreign guests they'll be closed for up to a month.
In exchange for the dropping of an official fraud investigation against him and possible prison sentence, ex-German Chancellor Helmut Kohl agreed to pay a $142,000 fine for accepting $1 million in secret cash donations while in office, his lawyers said. But the ruling Social Democrats said they'd seek to have Kohl testify again on the matter before a separate parliamentary inquiry, arguing that by accepting the deal he had forsaken his right to remain silent. The scandal, which broke in late 1999, cost Kohl's Christian Democrats their hold on power.
(c) Copyright 2001. The Christian Science Publishing Society
Kohl's shooting: Chicago-area police officer dragged 'quite some distance'
Stocks rise and fall with twists in budget talks
Thanksgiving Day sales: JCPenney, Kohl's, and Target kick off Black Friday early

redpajama_set_name: RedPajamaCommonCrawl


text:
Knicks steal Evan Fournier with 4-year, $78 million deal
By Angelo Guinhawa · 1 min read
The New York Knicks have pried away Evan Fournier from the Boston Celtics, reaching a four-year deal to get the free agent swingman.
Fournier, who is still with France playing in the Tokyo Olympics, is expected to get paid up to $78 million in the said deal with the Knicks, per Adrian Wojnarowski of ESPN.
Free agent Evan Fournier has agreed to a four-year deal that could be worth as much as $78M with the New York Knicks, source tells ESPN.
— Adrian Wojnarowski (@wojespn) August 3, 2021
Evan Fournier was traded to the Celtics in a deadline deal that sent Jeff Teague and a couple of first-round picks to the Orlando Magic. In the 16 games (10 starts) he played in with Boston, he put up 13.0 points, 3.3 rebounds, 3.1 assists and 1.3 steals.
While the Celtics wanted to bring him back, they weren't just unable to agree on a deal since both parties were far from contract negotiations.
Kyrie Irving speaks out on Knicks 'rivalry' after leading Nets to 9th straight win vs. NY
NBA Twitter goes off as Kyrie Irving puts on a show in Nets' win vs. Knicks
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As for the Knicks, it has been reported earlier that they were ready to swoop in with an offer that Fournier couldn't refuse. And sure enough their $78 million offer is more than enough to quickly reach a deal with the Frenchman and his agent.
New York has been active at the start of free agency. Aside from the 28-year-old NBA veteran, the 'Bockers have also reached an agreement with Alec Burks. They are also set to bring back Derrick Rose on a three-year, $43 million deal.
Tags: Evan Fournier, New York Knicks
LeBron James still salty at Jayson Tatum for fouling him, Celtics star responds


What we do is to help family members through all the minute details of organizing a memorable ceremony for their loved one.
Obituaries are sent to the designated newspapers and radio stations.
A video tribute (DVD) may be produced to be played at the visitation or funeral service.
Much of what we do consists of making contacts to complete the funeral service details.
Contacts are also made by us to notify relevant business & government entities of the death.
Post service follow-up is completed by a contact with the funeral director or qualified staff. Also at Bosma-Renkes and Bosma-Gibson we have staff that is trained to help families choose and design a perfect monument. Our phones are answered by a funeral home staff member 24 hours a day so someone is always available to answer questions. Funeral pre arrangements and pre planning are another aspect of WHAT WE DO here at the funeral home.
Lastly, what we do includes the usual record keeping, accounting, billing, inventory management, building maintenance, personnel training, and the team building necessary to a successful business. We strive to serve you as you wish (and deserve) to be served.


This easy and delicious egg and vegetables frittata recipe is a perfect dish to serve for brunch in addition to the rest of goodies, like waffles or pancakes. If you have kids, you can involve them into the making as we know how much they love to crack eggs!
This super crispy recipe of chicken tenders can made with or without the tomato sauce and mozzarella cheese. When are little chefs from TRFA prepare this recipes, we know that there will be NO LEFTOVERS!


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Malta Business Registry
About MBR
Registry of Companies
Formation and Registration of Companies
Partnership Em Nom Collectif
Redomiciliation of Companies
Overseas Companies
Registration and Fee Structure
Running a Company
Changes in Company Details
Form H – Increase in Share Capital
Form K – Changes among directors, or company secretary or in the representation of the company
Form Q – Changes in Registered Office of a Company
Form T – Transfer or Transmission of Shares
Company Publications
ROC Online System
Office of the Official Receiver
The Official Receiver
The Insolvency Register
Dissolution and Consequential Winding Up by the Courts
Functions of the Official Receiver
Working at MBR
An overseas company is a body corporate which is constituted or incorporated outside Malta. Such a company is required by law to deliver to the Registrar for registration the following documentation, within one month of establishing a branch, or place of business in Malta:
an authentic copy of the charter, statutes or memorandum and articles of the oversea company or other instrument constituting or defining the constitution of the oversea company, and, if the instrument is not written in the English or Maltese language, a translation thereof into either of such languages, certified to be a correct translation in such manner as may be prescribed;
a list of the directors and company secretary, if any, or of the persons vested with the administration of the oversea company, or a list of the persons vested with the representation of the oversea company. Such lists shall include the following particulars:
in the case of an individual, his name, his usual residential address, his nationality and his business occupation;
and in the case of a body corporate, its registered or corporate name and registered or principal office;
a return containing the following particulars:
the name under which the branch or place of business is carrying on its activities where different from the name of the oversea company;
the address of the branch or place of business established in Malta by the oversea company, and where more than one branch or place of business has been established, there shall be indicated the address of the principal branch or place of business;
the activities to be carried out by the branch or place of business established in Malta;
the names and addresses of one or more individuals resident in Malta authorised to represent the oversea company for the activities of the branch or place of business established in Malta; and
the extent of the authority of any individual falling within previous subparagraph, including whether that individual is authorised to act alone or jointly with others, and in the latter case, the name of any person with whom he is authorised to act;
unless disclosed by the document specified in paragraph (a), a return containing (i) the information about the legal form of the oversea company; and (ii) the identity of the register in which the oversea company is registered and the number with which it is so registered.
AM Business Centre,
Triq il-Labour,
Zejtun, ZTN 2402,
Monday - Thursday: 09:00 - 12:00 &13:00 - 14:30
European Business Register (EBR)
Business Registers Interconnection System (BRIS)
2020 Malta Business Registry


text:
~ Furrreee, Sale ~
Warrior's Captive
Emma Alisyn
Abducted. Knocked up. One minute Vivian is walking home. The next, she wakes up in a cell to be bred by an alien warrior. Only the warrior picked to be her baby daddy is an undercover royal guard, and when he rescues Viv, it's only to claim her as his mate. The traffickers want her and the baby back. Her warrior mate has other ideas.
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Read an excerpt from Warrior's Captive by Emma Alisyn
"I'm sorry," she said. "I'm interrupting your decompression time." She set the glass down and began to push herself up. This was clearly not the time to start a discussion that may well become heated.
"Sit, Vivian. Finish your juice."
She stilled, startled by the unfamiliar edge in his voice, then settled back into the couch to finish her juice.
When she finished, he spoke again. "Now tell me what you wanted to talk to me about."
Well, he wasn't stupid. Not that she had ever thought he was.
"Your mother and Abeyya came for lunch today—though I suspect that was actually an informal prenatal checkup."
"They told me what the marks mean."
The air around him charged, and then settled, in a single breath. For a split second she had felt a surge of unimaginable anger, fear and then nothing. Acceptance.
"I didn't want to tell you," he said. "At least not until after the baby was born."
"You didn't have the right to make that decision for me." But her voice lacked heat, even to her own ears.
"No. But I made it. And your response?"
"To your attitude, or to the revelation?"
Tai'ri laughed. "My attitude?" He sank further into the couch, leaning his head back. Moonlight filtered over his face as he shifted his position. His eyes were closed, a small smile playing over his lips. "You've been a big, walking attitude since this all started. But now I'm going to endure whatever else you decide I deserve to handle." He sighed. "Go ahead, yada'ami. I can take it."
She opened her mouth, closed it. For the first time, understanding a little more what the marks meant, she reached into the rope of awareness between them and . . . felt.
Resignation, low burning anger, frustration. All emotions she was intimate with, but none of them hers at the present. Grief. Old grief, juxtaposed on new. And—
She jerked out of the bond, cheeks burning. How could anyone walk around feeling like that all day and remain sane?
Tai'ri sat up, eyes snapping open. "So, they really did tell you what the marks mean."
"The discussion wasn't as detailed as I would have liked, but I imagine it's something that needs to be explored over time." Her voice remained even enough, even under the weight of his narrow-eyed gaze. "We aren't married, not the way humans understand marriage. And we aren't fully bonded the way you people understand it. I haven't—we haven't . . ." she looked away, a little annoyed at her own skittishness. "We haven't had sex. I haven't consented to the bond, whatever that entails."
"No. They tell you the marks can't be removed?"
Tai'ri shrugged. "We can stay in this limbo. It'd be miserable for the both of us. The marks may be shielding you from the worst of the effects because you're pregnant."
Vivian looked down, unable to meet his gaze anymore. "I just—how do we go forward from here? You're just as trapped as I am."
"Viv—I'm not trapped. Nothing has happened since I was released that I didn't want. I want you. I want this child. You saw my family? Family is what I know. Even if I wasn't prepared for it to happen the way it did."
A thought, a memory, an emotion swam under the surface of his words and was yanked back, shut into a black box. She thought of the old grief flavoring his emotions and knew they would have to discuss it. Soon.
"I'd intended to rip you a new one," she murmured. "Somehow it's easier to be angry with you when you aren't present. You're always so . . . kind and rational. Anger is hard."
"Be angry." He settled back into the couch, locking his hands behind his head and gave her a crooked smile. "Yell and curse and hit if that's what you need."
"I doubt that would be either comfortable or healthy, especially for this baby. They don't need to hear all of that."
He tilted his head. "It is just a single baby?"
"Oh! No. I just can't call them 'it'." And they were digressing. She narrowed her eyes. "I'm realizing you're an expert on steering a conversation where you want it to go."
His eyes glinted, and he leaned forward, resting his elbows on his knees and clasping his hands. "I am a super-secret master spy, Viv."
She tried to smile. "I know. What happened to me could have been so much worse, I tell myself that."
"Vivian."
"Some of the other women, I know they didn't fare as well." She stopped, picked up her glass to wet her lips with the last drop of liquid. "My child's father is wealthy, well connected, kind and intelligent. They'll have a big, supportive family. I'm lucky."
"You were kidnapped, raped, and impregnated." His voice was steely. "You are not lucky. You don't have to accept what happened to you, or brush it aside."
Her hands curled around the glass. "I agree with you. I've asked myself, how do I go on? How can I have a normal life? Those months in the pens—" she inhaled, forced her hitched breathing to smooth out. The yawning cavern of panic in her mind threatened. The familiar warmth came to her rescue as usual, an insulating blanket.
Only now she had a name for that blanket. Tai'ri. Had he been manipulating her emotions all along? Softening the stress and trauma of her memories?
Yes. He had. But intent counted for something, and she wouldn't throw that away in a fit of anxiety.
"I'm a coward," she said softly. "My whole life I wanted to make a difference, to buck the system. And the one time I did—or thought I did—I wound up kidnapped. And it wasn't even real work for change. We'd meet in an attic on Fridays and discuss our grievances against the government. We talked, but we didn't do."
Tai'ri shook his head. "That kind of change takes decades, centuries. Overthrowing a government is only a flash of blood and brilliance in vids."
She shrugged. "Which makes me sound even more stupid."
"You aren't stupid." He frowned at her. "What you strike me as is a female who was raised to be productive and obedient and work within the system. You have a streak of creativity, of independence that clashes with your upbringing and you had begun to explore how to reconcile both sides of your nature. The timing was . . . poor. But getting kidnapped wasn't your fault. What happened to you wasn't your fault. Not being thrilled with the results, even if you know our baby isn't to blame, isn't your fault."
"No, the past isn't my fault. But choosing to become bitter and dwell in it is my fault."
He was silent for a long moment. "There's a healing process. And grief never goes away completely, it only mutes."
Seeing the haunted look in his eyes, she was tempted to ask what shape his old grief took, but wasn't quite brave enough to open what she suspected was an old wound. Not that she feared he would harm her—but she didn't want to lose the steady rock of his presence.
A rock she had come to depend on. Once again, she admitted to herself that she hadn't been treating him very well. If she couldn't quite accept him as a lover, yet, she could at least stop treating him like a potential enemy.
"I'm sorry, Tai'ri," she said softly.
She shook her head. "I need to be a stronger person. Not just for myself, but for this baby. For the family you've offered me."
He stood, then came to crouch at her feet. "You have a family. We aren't replacing yours. And you'll see them again, I promise. And, Viv? You're probably the strongest person I know."
Tai'ri took her hands in his, his fingers caressing the insides of her wrists. She looked into intent blue eyes, and blue was such a paltry word to describe their color and did nothing to frame the expression they held. Had a man ever looked at her like this? Never.
A blush warmed her cheeks and Tai'ri smiled, the curve of his lip drifting upward. His hand slid around the back of her neck, applying gentle pressure.
"You're distracting me," she said.
His smile widened. "There are other distractions I can offer, Viv."


Aber Adventures - 1st time surf lessons, improver lessons, practice lessons, elite level surf courses, surf equipment hire, kayak hire, SUP lessons & hire.
Cycle hire at Llanacaeron. - Pure Ride Bikes - Our extensive, high quality fleet of bikes is based in the entirely picturesque National trust property Llanchaeron near Aberaeron in West Wales.
Cardigan Bay Marine Wildlife Centre - Join a 2, 4 or 8 hour guided boat trip with New Quay's experts to see bottlenose dolphins, porpoises, seals and birds that visit this beautiful part of the Welsh coastline.
Cardigan Bay Active - Everything from water based activities to tree climbing and bushcraft! Advance booking recommended.
Rheidol Riding Centre - All types of leisure riding are offered from 1/2 hour lead rein for small children (minimum of 4 years old) on quiet ponies, through to the more exciting one and two & half hour hacks for competent. Lessons also available, advance booking required.
Mid Wales Paragliding Centre - Paragliding in Wales is a great way to see some of the beautiful Welsh mountains and stunning coast line this amazing place has on offer. A paragliding Tandem flight lasts for around 20 minutes (or longer if desired). Advance booking required, weather dependent.
Information and cycle routes from Ceredigion Tourism.
Bass Fishing Trips - Welcome to the home of Epic Fishing Trips! We run friendly and fun filled sea fishing trips for all.
Penrhos Golf and Country club - 18 hole golf course, swimming pool, sauna and spa. There is also a restaurant and all day cafe on site.
Cilgwyn Golf Club - Cilgwyn Golf Club caters for and welcomes golfers of all ages with Men's Section, Ladies, Seniors and Juniors. We welcome visitors at all times and have very reasonable green fees.


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Democratic Candidates Compete To Woo Unions
LAS VEGAS, April 27 (Reuters) – Six Democratic presidential hopefuls declared their support for American workers and a $15 federal minimum wage on Saturday as they seek the backing of labor unions in their battle to become the candidate to take on Republican President Donald Trump next year.
The candidates spoke to an audience of union workers in Las Vegas, decrying low wages and corporate greed, as they woo organized labor, an important voting bloc in the Democratic Party's presidential nominating battle.
The courtship is also important for America's unions. They have seen their political influence and membership decline over the past generation. Organized labor hopes that a huge field of 2020 Democratic candidates, now standing at 20, will enable them to make issues such as a federal minimum wage and the right to strike central issues in the campaign.
Democrats are also desperate to win back the millions of working class voters who turned their back on the party in 2016 and voted for Trump, particularly in the critical Midwestern states of Pennsylvania, Michigan and Wisconsin that were key to the Republican's White House victory.
The six candidates at the National Forum on Wages and Working People all backed a $15 federal minimum wage. That followed a move in January by Vermont U.S. Senator Bernie Sanders, a Democratic frontrunner not at the event, to re-introduce a bill gradually raising the minimum wage to $15 by 2024.
The legislation is co-sponsored by the five other senators competing against Sanders, including Kamala Harris of California, Amy Klobuchar of Minnesota, and Elizabeth Warren of Massachusetts, who all spoke at the Las Vegas event.
Warren, who has railed against Wall Street greed and wants to raise taxes on America's 75,000 wealthiest families to pay for programs including free universal child care and student debt relief, received the loudest ovation as she took the stage.
"Let's make the zillionaires pay a fair share," she declared to cheers.
Harris said a $15 minimum wage was merely a starting point. "A minimum wage – that's a minimum standard of living," Harris said. In response to a question about working conditions from a McDonald's worker, Harris said she would press the burger giant's CEO to pay better wages. Klobuchar pitched her plan to make companies pay into retirement accounts for workers.
Others at the forum backing a $15 minimum wage were former Texas congressman Beto O'Rourke, Julian Castro, the former mayor of San Antonio, and former Colorado governor John Hickenlooper.
The event was organized by the Service Employees International Union, one of the country's biggest with two million members, and the Center for American Progress Action Fund, part of a Washington-based liberal think tank.
The candidates decried efforts by some Republicans in recent years to limit the power of unions. The Democrats pledged to strengthen the rights of workers. They said they would take on companies that try and limit the ability of workers to collectively organize.
O'Rourke said there was a direct link between the decline in union participation and the rise in income inequality.
"Unions are absolutely essential to the future of this country if we are to have a future in this country," O'Rourke said.
Former Vice President Joe Biden, who jumped into the race on Thursday, was not at the event. But he has longstanding union ties and will also be courting union members heavily. His first campaign event on Monday will be at a Teamsters union hall in Pittsburgh.
(Reporting by Tim Reid; Editing by Andrea Ricci)
https://www.huffpost.com/entry/democratic-candidate-forum-labor-unions_n_5cc50b5ae4b0fd8e35bd2734
klobuchar
{"anger":0.147856,"disgust":0.221379,"fear":0.0706,"joy":0.18988,"sadness":0.268946}
Salma Hayek Details Harrowing Allegations Against Harvey Weinstein: 'For Years, He Was My Monster'
US census forms will be online in 7 new languages, from Arabic to Tagalog
CNN April 28, 2019
Chrissy Teigen Shuts Down Laura Ingraham's Criticism Of Time 100 List Inclusion


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Home News Retired NYPD Officer Released from Hospital After 61-Day COVID Stay
Retired NYPD Officer Released from Hospital After 61-Day COVID Stay
Retired officer Anthony Greco of the New York Police Department expressed his gratitude for the doctors and nurses who aided him through his 61-day bout with coronavirus.
Greco and his wife, Liz, were interviewed Tuesday on Fox News' "Fox & Friends First" and revealed some of the difficulties both faced after Greco was hospitalized for treatment of COVID-19.
His wife and children could not visit him while he was treated, per the Mount Sinai Hospital's coronavirus regulations at the time. Greco said that not seeing his family for so long was the most difficult obstacle he faced and that the day of his release was "very emotional."
"I hadn't seen my wife or my children other than once from a window, and it was the hardest part of the whole thing," he said.
Greco's family did what they could to adapt to the climate of restrictive hospital visitor policies and resorted to communicating by phone.
"It was torture. Not being able to go in there and help him, you know, and we did everything we could to just be on the phone with him as much as we could," Liz Greco said. "Once we started FaceTiming, like, that's all we did. … Otherwise, it was complete mental torture."
As of July 15, Mount Sinai welcomes visitors who comply with its updated policy, which requires them "to be screened for symptoms of COVID-19" and to wear a mask and permits only one visitor per patient at a time.
Also included in the interview was one of Greco's doctors at Mount Sinai South Nassau, Dr. Frank Coletta, who shed light on some of the details of the retired officer's journey to recovery. Coletta said Greco arrived with "respiratory failure."
"His oxygen levels were so low, we didn't think he was gonna make it," the doctor said.
He was transferred to Mount Sinai's Manhattan hospital for "special therapy," but things took a turn for the better and he was no longer dependent on a ventilator.
Unfortunately, when Greco was transferred back to South Nassau, he became "sick again with a terrible infection around his right lung, which required a surgery," therefore requiring another ventilator for his rehabilitation.
Liz Greco said the family "prayed every night" that her husband was in the hospital.
"It's a true miracle," she said of his recovery. "We're so blessed and grateful, and we thank God for every day."
Since his release in May, he still faces obstacles in his recovery to this day.
"I still have some issues," Anthony Greco said. "I need surgery on my left arm, which I have some pinched nerves in my neck now, so my left arm doesn't work right. I have an issue with a finger on my right hand.
"I'm still having some chest pains every once and a while from my surgery in which they removed part of my lung. And I'm still working on my stamina and walking."
He was given a chance to share his gratitude to Coletta and said, "I can't thank him enough for everything he did, and everything all the other doctors and nurses did at these hospitals. It was — they kept me alive.
"I don't know what would have happened had it not been for them. I wouldn't be here."
Thanks to President Donald Trump's "Operation Warp Speed," the race to develop a cure may produce results quickly enough to prevent others from experiencing the hardships Greco and his family faced in his fight against the virus.
Retired NYPD Officer Released from Hospital After 61-Day COVID Stay Reviewed by Facts on July 26, 2020 Rating: 5
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Democrat Oregon Governor Allots All of the Govt. Stimulus Funds of $1.6 Billion to Portland Area — Ignores Rural Counties
Pelosi Stutters, Slurs Words and Struggles to Speak as She Fights to Keep Her Dentures in Her Face (VIDEO)
Unemployment is no joke. But these memes are pretty damn funny….(28 Photos)
History Humor News Pics


These shortbread bites are made extra crispy with the inclusion of deliciously natural salted caramel pieces. The classic combination of the sweet caramel blends perfectly with the salt and buttery shortbread biscuit. Perfect to enjoy with a warm cup of tea or coffee.
INGREDIENTS: Flour (Wheat Flour (Gluten), Calcium, Iron, Niacin, Thiamin), Butter (29%) (Milk, Salt), Sugar, Salted Butter Caramel (11%) (Sugar, Glucose Syrup, Sweetened Condensed Milk, Butter (Milk, Salt), Water), Ground Rice, Sea Salt (0.2%).
For allergens, see ingredients in bold. Also may contain nuts, soya and egg. Suitable for vegetarians.


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The Next Wave of Business Travel
Work+Life Fit, Leadership, Culture, Talent, Work Flexibility
While economic considerations have eclipsed pandemic concerns, new data from the Global Business Travel Association (GBTA) finds business travel is on the rise. Over three-fourths of travel managers surveyed for GBTA's latest industry poll expect the number of business trips taken by employees at their company will be higher or much higher in 2023 versus 2022.
But, as I discussed with Tariro Mzezewa for her recent Conde Nast Traveler story, "Both employers and employees need to understand that business travel today is not like it was before the pandemic—and there is no going back.
"A lot of things can be done perhaps remotely still, but there are certain things that we do enjoy and that have more impact when we're together, so we have to remember that there's a purpose now to why you're on the road, but we also have to accept that travel is different."
Like all things work-related, it starts with the what – what do we need to get done and how, when and where we do it best. And that includes deciding when and why to travel for business.
"There's going to be a transition period and it's just going to be weird the first couple of times you do it and it's important that we let each other be in the weird. Recognizing some of the less positive aspects of all this right now and doing what you can as an employer to help support that transition, recognizing there's good stuff that's going to come from this, but there are some real things that need to be facilitated and supported as we transition through to what's going to be next."
Currently, those surveyed by GBTA don't expect flexible work to significantly change business travel plans. Nearly 90% of respondents are offering some form of hybrid/remote work. But among them, 72% do not expect that flexibility will impact the number of business trips taken by their employees. And, while 14% expect it will lead to more business travel, an identical percent expect it will lead to less. We will see.
In the meantime, have you traveled for business recently? If yes, what was it like? For me, travel is starting to pick up again, and I do love it. But there is a definite purpose to it and more time, on either end, to allow for airline delays or cancellations. I continue to adapt and ease my way back in, enjoying what's familiar and letting go of what's less than optimal.
TWEAK IT PRACTICE ™ toolRailroad Strike Averted but Work Life Fit Issues Still a Major Risk
NYTimes: Remote Work is Here to Stay, Employers Lean In
Human Resources, Training, Leadership, Work Flexibility, Workspace, Work+Life Fit
NYT opinion writer Jessica Grose penned an outstanding piece, "Remote Work is Here to Stay. Lean In, Employers." this past weekend following the release of a new working paper — The Covid-19 Baby Bump – from the National Bureau of Economic Research. The paper suggested remote work was among the factors that resulted in the first major reversal in U.S. fertility rates in more than a decade because it reduced the opportunity costs (or "what's given up") of childbearing for some employees.
Jessica, who also writes the NYT's On Parenting newsletter, noted some of my thoughts in her piece including one factor not mentioned in the NBER paper that I believe had an impact as well. "The partners of prospective mothers also, in many cases, had the same access to remote work and flexibility, which is further opportunity cost reduction on mothers because they don't have to shoulder the burden alone."
As Jessica wrote, "When you can work remotely or more flexibly, the frantic (working parent) dash disappears" and "a million other little pressures (are) relieved." She cited Future Forum's latest Pulse Survey which that found 83% of working moms now want location flexibility" and half of the working dads asked "want to work remotely 3 to 5 days a week."
Yet, the demands to return to office in the name of face time persist. My response, "The complaints that remote work destroys company culture and prevents mentorship directly relate to the fact that the pandemic shift to remote work was crisis-driven and not a thoughtful, intentional implementation.
"A well-executed flexible work strategy addresses upfront, 'what do we need to do to build culture and mentor talent?' then determines 'how, when and where do we do that best based on the realities of our jobs and lives?' That's not left to chance."
It becomes part of a culture where flexibility is "the way we operate." This is the next evolution of work that all organizations need undertake to attract and retain talent at every age and stage of life, including parents. Define your what. Your why. Your purpose.
As I wrote in a piece for Medium two years ago, "Operating shifts that keep parents in the workforce improve work life for all. The same planning, coordination and support to help parents can help all employees find a better fit between their jobs and the other parts of their lives in the near term, while informing the way work looks long term."
Until next time, keep reimagining work… and life.
"What keeps you up at night?" My interview on UC Berkeley Extension's The Future of Work podcastTWEAK IT PRACTICE ™ tool
"What keeps you up at night?" My interview on UC Berkeley Extension's The Future of Work podcast
Work and Workplace Trends, Strategy, Leadership, Culture, Human Resources
"What keeps you up at night?" That's one of the thought-provoking questions the host of UC Berkeley Extension's The Future of Work podcast, Jill Finlayson, asked during my recent appearance. Finlayson is also the Director of EDGE (Expanding Diversity and Gender Equity) in Tech Initiative at UC, and the monthly podcast she hosts focuses on the changing evolution of the workforce and the skills needed to stay competitive.
In this episode, The Humanizing of Flexible Work, we discuss the costs and benefits of flexibility, the impacts as more employees work a hybrid schedule, and who might get left behind or forgotten.
But we started our conversation with a question I've never been asked before: what keeps me up at night?
First, I am constantly thinking about how can I share with organizations, leaders, and individual employees what I've learned over nearly three decades actually transforming work so they don't feel so overwhelmed. There is a proven path. How can I help them be as excited as I am about the possibilities of a well-executed flexible work strategy? I've seen the results and benefits that I call "the spark."
Second, I still don't think leaders truly understand that we're not going back to the old ways of working. Without senior leader buy-in and sponsorship, a broad flexible reimagining of work is much more difficult.
And third, we are still too hyper-focused on where we work. Instead of leading with the work – purpose, values, and also job tasks – and THEN, determining together not just where, but how and when that work is done best.
It's not that where doesn't matter. It's just not the most effective place to start. For example, what leads to a better outcome–setting "anchor days" and then figuring out what you're going to do on those days onsite together, or looking first at what you need to do and then deciding if anchor days make sense and, if they do, what would the best anchor day or days be?
Yes, change is scary. But I've seen what happens when work is the focal point. You start to ask "How can we do this better? How can we do this more effectively?" That's innovation in action.
Take the best of how we worked during the pandemic, and add back what was missing. That's how you move forward to the best of what's next and unlock new levels of performance and well-being.
But it requires a consistent process to guide that decision-making and a new set of skills for both leaders and employees. It also requires us to expand beyond hybrid and remote work, which are just two possible ways to work flexibly, and exclude nearly half of the workforce that needs to be onsite for their jobs. To fully seize the beneficial outcomes of high performance flexibility, organizations need to consider the full continuum of how, when, and where work can be done across the entire talent base.
We discuss this and much more, including my look ahead at how, when, and where I believe we'll be working 10 to 25 years from now. Listen to the full episode.
Moving Past the Office Occupancy ScorecardNYTimes: Remote Work is Here to Stay, Employers Lean In
Moving Past the Office Occupancy Scorecard
Work and Workplace Trends, Strategy, Leadership, Work Flexibility, Workspace
While there may have been a Labor Day bump in return to office occupancy, rates have remained steady, and a variety of data indicate "where" we work patterns appear to be stabilizing somewhat. Hopefully, we can now move beyond RTO/hybrid limbo and start to answer these important questions:
How are team-based decisions about "where" people will work best being made?
Is the work (what we need to do) or the where/location leading these decisions?
Do these decisions reflect the core values of the organization? (Read last week's newsletter on why this matters.)
When (hours) are employees working?
How are they using technology to enable efficient communication, coordination and collaboration while working flexibly?
And, have processes, such as meetings, scheduling and onboarding, been reimagined and updated to support, or be supported by, new work patterns?
Do managers and teams have the skills and tools needed to flexibly work with strategic, coordinated intention?
Do individuals have the skills and tools they need to flexibly fit their work and life together in a way that considers their needs and the needs of the business?
"The office" is a location. It's ONE enabler of work, and will continue to play an important, albeit reimagined, role, but it's not the work itself.
Optimizing flexibility to achieve high levels of performance and well-being requires three stages that leaders, managers, and employees need to be trained to execute:
Stage 1 – Define: Use of a CONSISTENT PROCESS (not a policy) to define the unique "how, when, and where" guardrails within which the organization as a whole and individual teams will operate based on the work that needs to get done.
Stage 2 – Operate: Actively plan and coordinate the work, day-to-day, within those flexible operating guardrails.
Stage 3 – Review and Recalibrate: Evolve the guardrails and flexible way of operating as realities and needs change. Because flexibility is never "done." It's a continuous loop of improvement and innovation.
More on the role of the office and occupancy rates
Just as work has as fundamentally changed since the start of the pandemic, so has the role of the office. This was a topic I explored with Ryan Anderson, VP Global Research and Insights at MillerKnoll on a recent "Looking Forward" podcast episode (link includes audio and transcript links). Give it a listen or a read if you haven't yet.
Understandably so, there's a lot of interest in office occupancy data. But we must remember, pre-pandemic office occupancy was not 100%. Check out my twitter feed for this interesting exchange as Nick Bloom and I try to understand the 100% occupancy on the 'Y" axis of the often-cited Kastle occupancy barometer:
Our Flex+Strategy Group research found that as far back as nearly a decade ago, one-third of full-time U.S. employees did most of their work from a remote location other than their employers' office. This aligns with average pre-COVID occupancy rates that ranged between 60%-70% (we have confirmed this pre-pandemic rate with reputable commercial real estate sources).
While occupancy data is important and helpful, if organizations continue to look to it as a scorecard of who's winning and losing the RTO tug of war, they'll remain stuck where they are – trying to force an outdated work style that was disappearing even before the pandemic and is no longer valued or understood by most employees.
Hopefully, now that there's more clarity about the "where" we work, we can focus on:
What it will take to work (and live) across workplaces, space AND time successfully and flexibly, and
How to make it a win for the business and employees?
The good news is there is answer, and it lies beyond "where."
In the Boardroom and Why Values are Foundational to High Performance Flexibility"What keeps you up at night?" My interview on UC Berkeley Extension's The Future of Work podcast
In the Boardroom and Why Values are Foundational to High Performance Flexibility
Work and Workplace Trends
Produced by BDO's Center for Corporate Governance, BDO in the Boardroom is a podcast for board of directors and those charged with governance. I joined Amy Rojik, Managing Partner, Corporate Governance, on a recent episode to address whether today's directors truly comprehend the new reality of work and how it's fundamentally changed.
We discussed why the successful execution of high performance flexibility requires full C-suite participation, organization-wide training, and a willingness to experiment. I shared how the boards and leadership teams that have instilled a strong set of core values and a culture of innovation have more success evolving and optimizing the flexible way their organization operates.
When organizations align their work with their values and live those values, they're leading with what they need to do. They lead with the work first and in service of the work, then they determine how, when, and where they do that best. Using your office building is not a value, but it can certainly enable connection and culture – those are values. (Yep — Return to office mandates, I'm talking to you.)
Whether it's supporting colleagues or serving customers or communities, when work and values align, that's what increases productivity and moves organizations forward.
Listen to the full BDO In the Boardroom episode. And for a refresher and further insights into why flexibility matters to corporate boards and governance execs, look to my July 26 newsletter on the topic.
A bit about my relationship with BDO. The professional services firm is a long-term Flex+Strategy Group client. High performance flexibility serves as a critical business driver for the firm, which continues to take its flexible work strategy to the next level as an integral part of its culture and operations.
"Together, We Thrive" was the theme of their recent partner meeting where I gave a keynote that included stories and insights from the three partners — Meredith Pilaro, Ayoub Sunna, and Daniel Kramer — who champion the national effort. (That's us illuminated by the backstage lights after we presented.)
The keynote served as a force multiplier kick-off. The goal was to ensure the firm's 800 partners are poised to lead from a shared understanding and consistent approach as they continue to optimize how, when, and where their offices and teams are working to meet emerging employee and client needs.
This leveling-up execution includes the launch of a new Flex Success training series to provide professionals at all levels the skills and tools to partner with each other to define and execute the flexibility that will work for the unique needs of the firm and its employees.
What is your organization doing to involve, engage and prepare every level for flex success and how can we help? Let me know.
Back to School and Back to the Office – AgainMoving Past the Office Occupancy Scorecard
Why Flexibility Matters to Corporate Boards and Governance Execs
Technology, Workspace, Remote Work, Work+Life Fit, Human Resources
As oversight of talent and human capital issues become front and center for corporate boards, I joined KPMG Board Leadership Center's (BLC) Spring Directors Roundtable as a panelist for a discussion about "What workers want – Understanding the new employee/employer dynamic." We explored the factors driving employees' needs and expectations—from personal well-being and work-life fit to alignment with the company's purpose.
Moderated by KMPG BLC Senior Advisor Stephen L. Brown, the panel also included Columbia Business School's Todd Jick. Todd is the Reuben Mark Faculty Director of Organizational Character and Leadership and a former independent director of Claire's Stores, Inc. Our other panelist was Eskalera co-founder and CEO Dane E. Holmes, who is also an independent director of KKR & Co., Inc. and Goldman Sachs' former global head of human capital management.
We all agreed regardless of how directors structure their oversight of human capital management and talent strategy, it should be part of every board discussion. And as I noted, that includes work flexibility.
When people say, "I want flexibility," they really want to be able to have some control over how, when, and where they're going to do their jobs best. That means flexibility is not an HR policy or program that sits outside of the business. But unfortunately, that's why a lot of organizations are stuck.
Why does this matter now and going forward? Because institutional investors and regulators are increasingly focused on ESG and human-capital metrics, all of which are directly impacted in some way by flexibility in how, when, and where we work.
Read more about our Spring Directors Roundtable in this Insight recap that was published in the July edition of KMPG's Directors Quarterly publication and is also available at the KMPG Board Leadership Center. Additionally, you can watch webcast replay of the full Roundtable.
Flexibility was also on the agenda at the recent Society for Corporate Governance National Conference where I was a panelist for the general session, "The Modern Workplace" along with Randy Clark, CAO of Sempra Infrastructure, Geralyn Ritter, Head of External Affairs and ESG at Organon, and Adam Kokas, EVP and General Counsel of Atlas Air. We all agreed whether it's cybersecurity to DEI to pending SEC rules regarding human capital metrics, the flexibility at the core of the modern workplace impacts a variety of management and corporate governance issues.
Lastly, the update of a popular corporate finance textbook reinforces the role strategies such as work flexibility will play in the operational, cultural, and financial success of organizations. The 14th edition of Principles of Corporate Finance (Brealey, Myers, Allen, Edmans) was released earlier this month.
Read more of my thoughts about this.
The days of flexibility as the sole responsibility of HR and thought of as nothing more than an employee perk or policy are long gone. If flexibility isn't an all-C-suites hands-on-deck issue at your organization, you're at risk.
Policy-based flexibility does not workBuilding Community in a Flexible, Dynamic Organization
Learn to Be More Flexible When $h*t Happens
Work Flexibility, Work and Workplace Trends, Leadership, Culture
Recently, I was on the Flip the Tortilla podcast with the impressive Denice Torres, and I loved our fun and insightful conversation so much that I wanted to share some highlights with you!
Denice is a former Fortune 500 executive turned entrepreneur and board member. During her time at Johnson & Johnson, she rose through the ranks to serve as President and Chief Strategy Officer, and is known for leading one of the most successful turnarounds in the company's history. Her podcast is thoughtfully described as, "for the underdog at heart and is about rising up, breaking through, and finding a way to achieve your most audacious goals."
The last few years have truly tested us all, and we talked about ways to better adapt to the unpredictable changes and challenges that surround us, not just in work but in our everyday lives.
At the beginning of the pandemic we were all under extraordinary stress working from home, perhaps caring for and helping school children all while trying to keep up with the demands of our job. We had no choice. We had to adapt. But, what does it mean to be adaptable? It's more than just a process or skills and tools, it's a mindset. There is a science behind the whole concept of flexibility.
At the start of the pandemic, we had to be flexible. Now, as we move forward to what's next, there is a choice. A choice to be intentional and strategic with the way we operate our business, perform our work and manage our day-to-day lives…or not.
The companies that had already reimagined how, when and where they worked before the pandemic had the technology and communication guardrails in place that made the transition to 100% remote, as a Senior Leader we worked with said in a one-word email: "SEAMLESS".
I know what the exciting possibilities on the other side of this crisis-driven disruption can look like. I've seen the innovation. The engagement. The productivity. The collaboration, and the general sense of happiness and well-being. That "spark" is what keeps me so passionate and fuels my SPARK for this work after more than two decades. It's what I want for every organization and every individual going forward.
I encourage you to listen and learn how to be more adaptable and intentional about work, life and leadership when as Torres say, "$h*t Happens."
Also this past week, I had the opportunity to keynote IN PERSON at the Foundation Financial Officers Group (FFOG) conference in Philadelphia!
Like so many leaders, financial executives are having to navigate the "next" of work in ways simply unimaginable two years ago. It was rewarding to draw upon two-decades of experience guiding flexible work transformation to simplify the complexity and help leaders feel more confident to take action knowing,"okay, there's a path."
Is your organization grappling with how to navigate uncharted waters? Let's connect on how I can help you and your team today. Simply reach out to my colleague, Alison Batten at alison@flexstrategygroup.com today (pictured with me at the FFOG conference!) to help us customize a program for you.
Stop Leading with Number of Days in the OfficeWe need to take action to give Moms support
What's driving the four-day work week movement?
What's driving the most recent global demand for four-day work weeks (a concept that seems to resurface every couple of years)? I explained in an NBC Nightly News story that aired while I was on vacation, and before four-day work week legislation was introduced in California.
First, there's the "cry for better boundaries" around work hours that's only been exacerbated by the pandemic, which eliminated for many any remaining physical boundary between work and life.
Then there's the documented performance improvements. The two companies NBC profiled have had great success with the shorter work week with one CEO saying the change, "helped boost morale and the company's bottom line." It's noteworthy they are smaller companies which is where four-day work weeks have historically had the most success.
Both of the companies – one an online clothing retailer and the other an RV manufacturer – not only reduced the days worked, but also the hours. Each moved to a 32-hour work week. NBC also reported "a years long trial in Iceland was so successful that now 86% of its workforce is on track to work fewer hours after finding productivity remains the same or improved."
But, to me, the real story isn't about working fewer hours or fewer days. It's about a broader reimagining how, when and where your organization operates given the unique needs of your business, job and clients served. At the end of the NBC segment, they shared key points I had emphasized when they interviewed me, "Some experts caution – no one-size-fits all. It depends on the kind of job you have, the type of equipment involved and your customers calendars."
The four-day work week is a form of time, or WHEN, flexibility that may work for some organizations and jobs but not others. Remote and hybrid work are about WHERE work is done and are feasible in some instances but not others. It depends. As much as Iceland, and now California may push for broad, one-size-fits-all adoption, history and experience show it's not that cut and dry.
To determine what's best for your organization and your team, always start by asking, "WHAT work do we need to get done" and then HOW, WHEN, and WHERE can we do it best.
"These experiments with a four-day work week deserve headlines for their innovation and impact. Such changes or pilots acknowledge what many feel – the traditional model of work is, at least, outdated and at worst, broken."
That's what I said in a November 2019 LinkedIn post ,"Beyond 4-Day Work Weeks and 5-Hour Work Days", the last time four-day workweeks made headlines. That was also pre-pandemic! As you'll learn while reading the post, most of what I wrote then is even more relevant now. And it will be interesting to see if this time four-day work weeks gain meaningful traction and staying power.
The pandemic accelerated the trend toward greater work flexibility that was already well underway for years. Work has fundamentally changed. Now, people know they can do their jobs differently and effectively. Flexibility across workplaces, spaces and time is both an expectation and a need.
The challenge now is also the opportunity. How will your organization execute its unique flexible "next" of work with strategic intention that benefits both the business and people?
Learn how you can help identify and close any gaps by trying the Flex+Strategy Group's High Performance Flexibility Assessment. I encourage you and your fellow leaders to complete together to see where you are on the same page and where you are not. I can't wait to hear what you find!
Why is the shift to work+life "fit" so powerful?What is asynchronous work?
Top 2022 Flexible Work Resolutions for Leaders
Leadership, Work Flexibility, Remote Work
Welcome to 2022! The year I believe leaders, line managers, teams and individual employees have the opportunity to come together and ask:
"What's best about the way we worked then, pre-pandemic?"
"What's best about the way we've been working now?"
"What's the best way we can work next?"
Then execute that vision of high performance flexibility in a culture of trust and shared leadership.
As those of you who follow our work know, not only is it possible, but we've helped make it happen many times, before COVID and over the past almost two years since the pandemic began.
In the new year, we are excited to help others do the same by simplifying the system of change and accelerating the learning curve to achieve strategic, flexible work success!
To get the process started, here are my Top 2022 Flexible Work Resolutions for Leaders:
1. Remember Flexibility is Not New, Just Scaled. 2022 will likely be the year we move beyond crisis-driven flexibility to optimize where, when and how organizations operate going forward. The good news is there's a roadmap to follow, because high performance flexibility is not new. Leaders and organizations, before and during the pandemic, have reimagined the way their organizations and people can operate. To simplify and accelerate your organization's transformation process, look to their path for guidance. Don't reinvent the wheel.
2. Flexibility Must Work for People and the Business. Flexibility is NOT a one-size-fits-all policy, program or initiative. High performance flexibility is a process-based way of operating. It involves the way people plan, coordinate and execute the delivery of goods and services, while managing their lives. That requires giving teams and individual employees the trust and freedom to answer the question "What do WE need to do, and where, when and how do WE do it best?" guided by flexible work guardrails they've set together.
3. It's Not Just WHERE We Work, but HOW and WHEN. If high performance flexibility is a digitally-enabled way of operating across workplaces, spaces and time, then 2022 is the year we need to move beyond "hybrid" to describe the model we are trying to achieve. The pandemic taught us work is not organized around "where we go," but "what we do." Once the "what" is defined, then "where, when and how do we do that work best" naturally follows. While "place" is still an important enabler of work, "hybrid" is too place-based. A flexible operating model also encompasses HOW we use technology to communicate and collaborate, WHEN we work and the pace at which we perform. It's not just where, but also when and how.
4. Give Managers, Teams AND People the Skills and Tools to Optimize Flexibility. Gaps emerged during the pandemic—people reported they "love the flexibility" but "struggle with boundaries around their work and life." Employees say their productivity has been the "same or higher" while managers aren't so sure. Not surprising because flexibility was executed, practically overnight, in response to a crisis. There was no time to plan or introduce the skills and tools leaders, teams and individuals needed to efficiently and effectively execute work, and manage life, in a flexible, dynamic way. Train managers, teams and individuals and let them actively experiment with the new skills and tools they need to succeed working flexibly.
5. Align Leadership Behind "What is High Performance Flexibility and Why It Matters" Then Cascade. To achieve the other four Flexible Work Resolutions in 2022, leadership at all levels must first be able to answer these three questions: What is high performance flexibility in our organization? What does it look like in action? Why does it matter? Then ensure the "what" and "why" they define doesn't get stuck at the top. Cascade it throughout the organization so everyone is aligned–managers, teams and individuals—as they reimagine and optimize how, when and where they work in 2022.
ESG and Flexibility – Interview with Prof. Alex Edmans (Full Interview)Parents+Omicron+Flexibility: Now More Than Ever!
Coronavirus Could Change How, When and Where We Work
This week, the coronavirus (or COVID-19) took a more serious turn in the U.S. with warnings that it could very well impact how, when, and where we work:
"Disruption to everyday life may be severe," Nancy Messonnier, director of the CDC's National Center for Immunization and Respiratory Diseases, cautioned at a news conference Tuesday. "Schools could be closed, mass public gatherings suspended, and businesses forced to have employees work remotely."
The global spread of the virus may be a moment that reveals whether employers are ready to respond rapidly to unexpected workplace changes. Business travel could decrease or come to a full stop. More employees may need to work outside of local "business hours" and use video conferencing to operate across time zones. And, if it gets bad enough, many could indeed be asked, or request, to work remotely.
Are organizations ready? Chances are probably not. And, for those open to rethinking how the work would get done, are they ready for the inevitable post-crisis question, "Why don't we do this all the time?"
How do you prepare your organization to not only flexibly respond to this potential disruption but also to use it as an opportunity to re-imagine work broadly?
Here are five steps to get started:
Acknowledge the possibility that all or part of your workforce may need to work remotely. Hoping and praying it doesn't happen, or simply ignoring it, is not a strategy. Neither is handing everyone a laptop and saying "go work someplace else" on the day they expand wide-scale quarantines. Plan as if the only way to remain operational will be for as many employees as possible to work remotely. Gather a cross-functional team together now that includes business line leaders, IT, HR, Communications, and Facilities to start to plan for different scenarios and optimize execution should circumstances require a rapid response.
Map out jobs and tasks that could be affected. Note which roles and duties: 1) Can be done, even partially, without a physical presence in the workplace, 2) Cannot be done, even somewhat, outside of the physical office and 3) Not sure. Challenge any potentially inaccurate default assumptions about specific jobs you may have thought couldn't be done remotely. And for those in the "not sure" column, be willing to experiment. For example, for years, I've been told, "administrative assistants can't work flexibly." And, for years, I've worked with teams of administrative assistants to prove that is not true. Yes, certain tasks they complete require physical presence, but those can be planned for. The majority of their tasks can happen effectively outside of the traditional model of work AND benefit the business.
Audit available IT hardware and software and close any gaps in access and adoption. Assess the comfort level with using specific applications, such as video conferencing and other collaboration/communication platforms. Where you find gaps, provide training and opportunities for practice before people need to use them. Real-time mastery is not optimal and is inefficient. Identify devices owned by the organization that people could use and clarify acceptable "bring your own" phone and laptop options. Determine if there are any data security issues to consider and how best to address them beforehand.
Set up a communications protocol in advance that outlines: how to reach everybody (e.g., all contact information in one place, primary communication channels clarified—email, IM, Slack, etc.); how employees are expected to respond to customers; and how and when teams will coordinate and meet.
Identify ways to measure performance during a flexible response to the coronavirus that could inform broader change. After the flexible response period is over, this data will allow you to reflect on what worked, what didn't, and why. The data will also prepare you in advance to answer the inevitable question once the crisis has passed, "Why don't we do this all the time?" Depending upon the outcomes, you may decide to continue certain aspects of the flexible response permanently. For example, perhaps you cut business travel by 25% and substituted video conferencing. You determine afterward that about 80% of those meetings were equally as effective virtually. Therefore, a 20% decrease in business travel will continue, but this time as part of the organization's sustainability strategy to cut carbon emissions.
An unpredictable challenge like the coronavirus can be disruptive and confusing; however, it's also an opportunity to proactively experiment with new ways of working. This can ultimately position the organization for future success after the crisis is over. Approach the experience as an opportunity to re-imagine how, when, and where work can be done differently. Something every organization should be doing anyway.
And if you plan and nothing happens? Then, at minimum, you have an organized, flexible work disaster response ready the next time there's a challenge to operational continuity, which chances are, there will be!
Does your organization have a strategic response ready to implement? If yes, what does that plan entail? If not, why?
The Hour of Reckoning: Leadership and the Willingness to Reimagine the Way People Can Work (or Not)How to Work and Take Care of 32 Million Children


text:
Q: concatenation of matrix with different dimensions I did the concatenation of the matrices as shown below in the output.
But it's not very efficient because my code is specific to these two matrices. Is it possible to make it more efficient so that I don't have to rewrite the matrices in the code all the time, but so that it works automatically?
I automatically mean that I don't have to write the matrices I work with in the code, but it passed automatically
I want to put it in a loop with different variations of the matrices that will go through
import numpy as np
arr1=np.array([[11, 21,31], [12, 22,32], [13, 23,32], [14, 24,34]])
arr2=np.array([1,2,3,4])

a = np.zeros((arr1.flatten().shape[0],2)) #init the new array
a[:,[0]] = arr1.T.flatten()[:,None]  #fill the first column with the values
a[:,[1]] = np.tile(arr2,3)[:,None]  # fill the second column with values

Results
array([[11.,  1.],
       [12.,  2.],
       [13.,  3.],
       [14.,  4.],
       [21.,  1.],
       [22.,  2.],
       [23.,  3.],
       [24.,  4.],
       [31.,  1.],
       [32.,  2.],
       [32.,  3.],
       [34.,  4.]])

A: An alternative:
In [246]: arr1
Out[246]:
array([[11, 21, 31],
       [12, 22, 32],
       [13, 23, 32],
       [14, 24, 34]])
In [247]: arr3=np.repeat(arr2[:,None],3,1)   # a variation on your tile
In [248]: arr3
Out[248]:
array([[1, 1, 1],
       [2, 2, 2],
       [3, 3, 3],
       [4, 4, 4]])
In [249]: arr1.ravel(order='F')            # the transpose ravel
Out[249]: array([11, 12, 13, 14, 21, 22, 23, 24, 31, 32, 32, 34])
In [250]: arr3.ravel(order='F')
Out[250]: array([1, 2, 3, 4, 1, 2, 3, 4, 1, 2, 3, 4])

and an alternative to assignment to a predefined array:
In [252]: np.stack((Out[249],Out[250]), axis=1)
Out[252]:
array([[11,  1],
       [12,  2],
       [13,  3],
       [14,  4],
       [21,  1],
       [22,  2],
       [23,  3],
       [24,  4],
       [31,  1],
       [32,  2],
       [32,  3],
       [34,  4]])

This isn't necessarily faster, more direct, or general.