I was blessed to grow up in Milford, OH with a loving mom and dad and two sisters. My amazing (and thankfully more stubborn than I am) mother homeschooled my sisters and me all the way through high school. What a great experience that was and I am tremendously thankful for it! My mom and dad both were raised on farms and my parents always raised a garden on our half-acre subdivision lot and mom canned every summer. Looking back now, I'm thankful for all the things that they taught me especially since my husband and I have ended up working on a dairy farm! Funny thing is, anyone who knew me growing up thinks that ME + DAIRY FARM is a pretty hysterical combination. I was a girly girl (still am!). At the end of summer several years ago while I was working as a bookkeeper at an accounting firm, I realized that I hadn't even stepped foot in the grass of our backyard ALL YEAR! Yeah, that was me……then. Now I spend about 4 hours a day outside helping my hubby at the dairy barn. What a change a few years can make! So here's how it all happened…….
On January 1, 2009 I received a Facebook friend request from a guy named Matt. I didn't recognize him but figured I must know him from somewhere since he sent me a friend request. That prompted me to visit his profile to figure out if I knew him. After confirming that no, I didn't know him from Adam, I became rather impressed with that handsome face of his! After a 5 day internal debate with myself I finally accepted his friend request – against my better judgement! ha! Turned out that this was all part of God's plan. I received a message from my future hubby within a couple of hours and we went out on our first date a few weeks later. Fast forward to May 8th and we were engaged and set a wedding day of October 3rd! Wow. What a crazy, amazing, wonderful year that was! You never know the blessings a year can bring!
At the time we got married Matt was working in sales and I had a great job as a bookkeeper at an accounting firm. They say that farming gets in your blood and it didn't take me long to realize that farming was definitely in my husband's blood! He grew up working alongside his parents on their dairy farm in Dry Ridge, KY. After 8 or 9 years working in the city he realized he missed the farm life and seeing the direct results of his labor. I must admit I was pretty TERRIFIED when Matt suggested to me that we quit our city jobs and go work on his parent's dairy farm, Alpine Hills Dairy Farm. I'm a woman – FEAR of the unknown is a big issue with me! lol. Within a few weeks of making the decision we BOTH quit our jobs and began working at the farm. There were many, many adjustments at first but now we can't imagine doing anything else. I am so thankful that I get to work alongside my husband everyday, that I can see him at anytime of the day I want, I don't have to spend my day apart from him, and that we get to eat all three meals a day together! Obviously the overriding benefit for me is being with him! 🙂 This experience has truly brought us closer than we ever could have gotten otherwise and caused our love and our friendship to grow.
I hope you enjoy my stories of my life on the farm, cooking, baking, and learning new things everyday.
Shelley, as a fairly new blogger on WP, I welcome you. As a KS farmer's wife, I wecome you! Love your posts and will look forward to reading about your adventures in dairy farming!


text:
Q: Extract values from column in SQL Server How to extract the following values from a column in SQL Server:
"ICMP (type: 8 / subtype: 0)" -----> "8" and "0"
"ICMP (type: 0 / subtype: 19)" -----> "0" and "19"
"ICMP (type: 11 / subtype: 5)" -----> "11" and "5"
"ICMP (type: 12 / subtype: 30)" -----> "12" and "30"

I tried different functions - charindex(), left(), right() but I failed.

A: SQL Server is not great at string manipulation.  But cross apply helps a bit:
select left(v.str1, charindex(' ', v.str1)) as type, replace(v.str2, ')', '') as subtype
from (values ('ICMP (type: 8 / subtype: 0)'), ('ICMP (type: 12 / subtype: 30)')) t(field) cross apply
     (values ( stuff(field, 1, charindex('type:', field) + 5, ''),
               stuff(field, 1, charindex('subtype:', field) + 8, '')
             )
     ) v(str1, str2);

redpajama_set_name: RedPajamaStackExchange


text: Q: Send Image to hangout chat using python I want to send image from the local folder to the Hangout chat room.I am not familiar with google chat API but managed to get text sent but don't know how to send image?


text:
Q: add Alfresco 5 repository as external liferay 6.2 repository I would use Alfresco repository from my liferay system.
I used this info Liferay wiki about CMIS repository integration
Both Liferay and Alfresco using the same LDAP.
I create in my liferay a custom Document and media portlet that show external Alfresco repository.
But id logout as admin and login as user, the portlet don't show the external repository.
Furthermore after some log-in and log-out also admin is unable to see external repository and the portlet (that must show alfresco User Home folder) now show thie error: The folder could not be found.
I see in Liferay logs error like
 No channel exists with user id 11439

or like
08:59:01,255 ERROR [RuntimePageImpl-15][render_portlet_jsp:132] null
com.liferay.portal.NoSuchRepositoryEntryException: No RepositoryEntry exists with the primary key 14723
        at com.liferay.portal.service.persistence.RepositoryEntryPersistenceImpl.findByPrimaryKey(RepositoryEntryPersistenceImpl.java:2678)
        at com.liferay.portal.service.persistence.RepositoryEntryPersistenceImpl.findByPrimaryKey(RepositoryEntryPersistenceImpl.java:2696)
        at com.liferay.portal.service.impl.RepositoryLocalServiceImpl.createRepositoryImpl(RepositoryLocalServiceImpl.java:418)
        at com.liferay.portal.service.impl.RepositoryLocalServiceImpl.getRepositoryImpl(RepositoryLocalServiceImpl.java:367)
        at com.liferay.portal.spring.aop.ServiceBeanMethodInvocation.proceed(ServiceBeanMethodInvocation.java:115)
        at com.liferay.portal.spring.transaction.DefaultTransactionExecutor.execute(DefaultTransactionExecutor.java:62)
        at com.liferay.portal.spring.transaction.TransactionInterceptor.invoke(TransactionInterceptor.java:51)
        at com.liferay.portal.spring.aop.ServiceBeanMethodInvocation.proceed(ServiceBeanMethodInvocation.java:111)
        at com.liferay.portal.spring.aop.ServiceBeanAopProxy.invoke(ServiceBeanAopProxy.java:175)
        at com.liferay.portal.service.impl.RepositoryServiceImpl.getRepositoryImpl(RepositoryServiceImpl.java:140)
        at com.liferay.portal.spring.aop.ServiceBeanMethodInvocation.proceed(ServiceBeanMethodInvocation.java:115)
        at com.liferay.portal.spring.transaction.DefaultTransactionExecutor.execute(DefaultTransactionExecutor.java:62)
        at com.liferay.portal.spring.transaction.TransactionInterceptor.invoke(TransactionInterceptor.java:51)
        at com.liferay.portal.spring.aop.ServiceBeanMethodInvocation.proceed(ServiceBeanMethodInvocation.java:111)
        at com.liferay.portal.spring.aop.ChainableMethodAdvice.invoke(ChainableMethodAdvice.java:56)
        at com.liferay.portal.spring.aop.ServiceBeanMethodInvocation.proceed(ServiceBeanMethodInvocation.java:111)
        at com.liferay.portal.spring.aop.ChainableMethodAdvice.invoke(ChainableMethodAdvice.java:56)
        at com.liferay.portal.spring.aop.ServiceBeanMethodInvocation.proceed(ServiceBeanMethodInvocation.java:111)
        at com.liferay.portal.spring.aop.ServiceBeanAopProxy.invoke(ServiceBeanAopProxy.java:175)
        at com.liferay.portlet.documentlibrary.service.impl.DLAppServiceImpl.getFolderRepository(DLAppServiceImpl.java:3412)

Also if I restart both system error persist.
I can create external repository again... but after some login logout I have the same problem again!
Thanks in advance!


Intermediate Excel course is excellent! Very thorough, easy to follow and informative. Lots of great tips to help you work more efficiently. Highly recommended for intermediate and advanced Excel users.
Feedback from Julie L from the USA with regards the online MS Excel Intermediate Course.


I confirm that this work is the result of my own independent work/investigation and that it has not been submitted toward any other academic award at Spurgeon's College or any other institution.
A 3,000 to 4,000 word case study.
Consider the practical relevance of these leadership styles for your own leadership practice.
I have derived great benefit from my contact with three nationally recognised Christian leaders: one from the Baptist tradition, and two from the early days of the House Church movement. They have each published numerous books, but there is comparatively little biographical detail published about them so far. They have each exercised significant ministries that extended far beyond my personal experience of them, and I concluded that in each case I would only be capable of reflecting upon my experience of their leadership styles. Given the limits of my experience, this was potentially significantly misleading.
We are allowed to interpret 'significant leaders' as 'leaders who have been significant to you', so I decided to choose two leaders who served as pastor in the same church. This made the process of comparison more straightforward, and enabled me to gain information about both leaders from the same sources - people who knew them - which also made the process of comparison fairer. Of course, there is always the possibility of individual bias, but this can occur from any source, and by interviewing four other people who were close to both leaders this risk could be reduced.
I interviewed people who had known both leaders well, and who had served in some way under both of them. Several of the interviewees expressed concern about confidentiality, so I promised that I would not use proper names in the assignment.
The interviews had to be arranged all to take place on a single day, which limited the time I could spend with each individual. However, we were careful to structure the time effectively, and each interviewee indicated that they were content they had given a fair summary of each pastor's leadership style.
In the period covered by this study, both leaders were reasonably mature, the second being older than the first. After leaving the church, the first leader spent a short time with one congregation before serving in his last pastorate elsewhere; the second, with an extension to his term, served his last pastorate at the church before retiring.
"Describe and discuss the context within which leadership is exercised."
Both leaders worked as the pastor of a group of nonconformist churches in a Northern suburb of a large town in Surrey. The second pastor ('P2') followed the first ('P1') after a gap (generally referred to as an 'interregnum') of several years during which the church had no paid leadership.
When I talk about 'the church,' or 'the congregation' this is a reference to the largest congregation in the group of churches, and the one in which I and my interviewees were based during these two pastorates. At the time, I had contacts with the other churches in the group. The two pastors spent most of their time working in the largest church, so it is valid to concentrate on the experiences of people based in that church.
The precise membership of the group changed during the (roughly) twenty years covered by this assignment, but during the whole period the most significant of the other churches in the group was located in a village some four miles outside the town. Where I need to distinguish between them, I will generally do so by reference to 'the village church' and 'the larger church'.
The church building lies on the boundary between a council estate and an area of private housing.
The council estate is one of the most socially and economically deprived areas in Surrey. On the estate, a short distance from the church, is a secondary school that made the national news on several occasions because it was failing so spectacularly.
Many in the congregation lived within walking distance of the church building, with perhaps a 60-40 split between the the council housing and private housing; other members travelled in from different parts of the town.
A sizeable portion of the congregation had grown up and spent their entire lives in the area, while a similar number were graduates of the local university. The church was also popular with students of the university, some of whom became closely integrated into the life of the church and took on various responsibilities during their time there.
Both pastors clearly identified themselves as evangelicals and charismatics, in a denomination that is dominated by people who are non-charismatic and liberal.
In the last fifteen years of the period being considered, both pastors were practising believers' baptism, in a denomination in which infant baptism was the standard. This was theologically complicated, as the denomination accepted in principle the validity of both infant and believers' baptism, but this was interpreted by most people in the denominational hierarchy to mean that believers' baptism was acceptable in the case of people who had not previously been baptised as infants.
A number of other churches in the denomination were also practising believers' baptism, but they all adopted a "don't ask, don't tell" policy of not asking baptismal candidates whether they had been baptised as infants, so they never knowingly baptised anyone who had undergone infant baptism.
P1, once he had become convinced by believers' baptism, openly baptised people who had already been baptised as infants. This caused a long lasting conflict with the denomination, and sparked a major consultation within the denomination.
This conflict with and within the denomination dominated not only the relationship with the denomination but also a significant part of church life for some ten years.
Within the church, the transition from infant to believers' baptism was remarkably smooth. It also provided a focus of church unity: the church had a common 'enemy', and this always encourages and promotes internal unity. It is not clear to what extent the lack of unity under P2 was the result of the removal of conflict with the denomination.
When P2 arrived, he was confident that he would be able to continue practising believers' baptism, and that the conflict with the denomination would soon end. This claim and this confidence probably played a significant part in the decision to call him as the pastor.
He was as good as his word: very soon after arriving, he told us that a solution had been found. When we baptised people, he would not say "I baptise you", instead he would say "I immerse you in these baptismal waters." This, it seems, satisfied the denomination that the church was no longer re-baptising. Very few people in the church believed that this trivial change of phraseology could stop a conflict that had been going on for so long, but the conflict with the denomination did cease.
With hindsight, it seems possible that the denomination finally recognised that they were not going to change the belief and practice of the church, either through threats or through theological persuasion, and hence settled on a compromise that allowed them to save face. The common opinion was that if P1 had suggested this form of words, the denomination would never have accepted it.
Both pastors were part of a local grouping of some twenty evangelical churches. Neither took any significant part in the local council of churches. Neither built any kind of relationship with the local parish church, which was not particularly evangelical but was healthy and very active in the local community.
P1 had very little significant connection with other churches or Christian groups. Most of his energy and activity was directed at the congregations and people under his care, although P1 and his wife were gifted singers, and continue to have an involvement in creating, producing and performing in a range of musical activities.
P2 had connections with a wide range of other churches and Christian groups: he was planting a church for the ex-pat community in the Spanish resort of Benidorm; he maintained communication with previous pastorates; he received invitations to preach at various churches in Britain and the USA. At one point, he went to receive an honorary doctorate from an academic institution in the USA.
P1 had a traditional liberal background, and functioned within that paradigm for many years. He was asked to perform an exorcism in a house, which he did out of politeness, and was astonished by the difference his prayers made to the people involved. This led him to believe in spiritual realities that were not a functional part of his churchmanship, which in turn led him to consider parts of the Bible he had previously dismissed.
For a number of years, he went through a process of discovering the relevance and importance of Biblical truth, and of the present day work of the Holy Spirit in the lives of believers. He eventually came to be publicly identified as an evangelical and a charismatic. I played some part in this process, and also in his journey from belief in and practice of infant baptism through to a wholehearted commitment to believers' baptism.
P1's gradual move from liberal to evangelical charismatic caused remarkably few problems for the congregation. A few members were already evangelical and charismatic, and the majority of the rest accompanied P1 in his journey, which he openly talked about in his sermons and elsewhere.
The move from infant to believers' baptism took place with similar lack of conflict. In this case, some members of the congregation remained true to their infant baptismal roots, but they did not want to interfere with the rest of the congregation responding to what they saw as God's leading. Consequently, when the denomination tried to stop what was happening, the whole congregation was united in opposition to the heavy-handed tactics they applied.
On the majority of Sundays, P1 would lead the service at the village church, then leave at the end of his sermon and drive to the larger church, where someone else would have been leading the service and drawing the worship to a close in readiness for the sermon. Nobody, other than P1, liked this arrangement. The people in the village church never had the chance to talk with P1 at the end of the service, and the worship leader in the larger church would always be anxious about exactly when P1 would arrive - would he arrive in time?
It was also clear to many people in the larger church that the sermon was being delivered in the context of the worship and sermon from the village church, and this often seemed out of context for the worship and other activities that had taken place in the service at the larger church before P1 arrived.
When P1 left, the village church changed the time of its service so that one minister could not attend both services.
When preparing a job description to be used in advertising the vacancy, both churches made it clear that they did not want a new pastor to attend both services on the same morning. This was also made very clear in discussions with all the candidates who were interviewed.
Despite this, P2 managed to change the time of the village church service back to its original time, and to preach in both churches most weeks. This was initially justified as a temporary but necessary part of 'getting to know the congregations', and then as an essential part of his pastoral responsibility. God had called P2 to preach, and by sitting under his ministry we would be protected from error and sin.
P1, when he left, had been in the church some 20 years. The church had grown significantly under his leadership, both numerically and spiritually. He was respected for his achievements and loved both despite and, in some ways, because of his faults and failings.
As far as we could tell, P2 came to the church after a series of pastorates in which he was loved and obeyed. But, despite his wide-ranging experience, he came proclaiming his own achievements and criticising P1 and his legacy. This divided the church: some were deeply impressed; others deeply offended. He was certainly not given the unconditional love and obedience from the whole congregation that he expected.
A few months after P2 arrived, the church went away and was joined by some members of his previous congregation. They were clearly in awe of him, and were constantly saying things like, "Don't you feel so blessed to have P2 as your leader?" to members of our congregation. We were never sure if they noticed the non committal responses they received.
I had been preaching at the church, and others, for some years when P2 arrived. After several months, P2 asked me to preach in the evening service, which had a significantly smaller congregation than the morning service, and had declined since P2 arrived. This was the first time a local person had been allowed to preach since he arrived. Unfortunately, the congregation was almost double the size that he usually attracted, and I was never asked to preach in the church again during his time with us.
P1 would occasionally take the Elders away for the day, to consider business that needed more time than was available in the normal evening meetings, and to socialise and get to know each other better. P2 took the Elders away for the day, but could only spend part of it with us. Most of this time was taken by him delivering a sermon that could easily have been preached on a Sunday. When this was mentioned as part of the feedback at the next Elders' meeting, P2 threatened to resign unless we were prepared to cease the 'constant criticism' of him. Looking back at this time, several of the people present have told me that they regarded this moment as a missed opportunity.
The complete text of the interviews can be found in Appendix 2. Some of the points identified in the interviews are briefly summarised in this section.
Fletcher Byron makes the point that leaders need to "generate a reasonable number of mistakes... if you can come to the end of a year and see that you have not made any mistakes, then... you just haven't tried everything you should have tried" - quoted in (Adair, 1985, 156).
P1 was flawed but human. While he would not totally bare his soul in the pulpit, he would admit to faults, failings, sins and struggles. He shared his joys, and sometimes admitted to doubts. While he was not entirely honest, there was a level of honesty in public that people could both respect and respond to. In private, he made friendships with a number of people.
P2 admitted to no weaknesses. He was our Leader, and he delivered God's Word to us. Our job was to hear God speak to us through him, and to obey. Anything that could be interpreted as a criticism of, or even a lack of total agreement with, him was taken as an attack on his entire ministry.
P1 was constantly seeking to help people discover their gifts and release them into ministry. He frequently got it wrong, his judgement was flawed, and sometimes he seemed far more concerned to find someone to do a particular job than to find something that was appropriate for the individual. If people did not volunteer to do what was needed, they would sometimes feel a degree of emotional manipulation to persuade them to agree to do it.
P2 was the person with the Gifts and the Ministry: the role of the congregation under him was to watch, to listen, to support, to applaud, to turn up, to give, and to do what we were told. We also had to pray, to read our Bibles, and to learn what he taught us: this is how we were equipped to play our role.
Following on from the previous point, P2 was only happy when everything was directly under his control. P1 on the other hand would readily delegate, but found it hard to let go in the areas in which he was strong. In some areas of church life, people could exercise almost total autonomy, while in other areas, people were frequently frustrated by what they saw as interference and, possibly, a lack of trust.
"Critically evaluate their leadership styles."
I am concerned that this case study reads like a contrast between a good pastor and a bad one. Certainly, P1 was far more effective than P2 in his ministry in the church by almost every measure: numbers increased, giving increased, people regularly were saved, many discovered and learned to exercise the gifts of the Holy Spirit in ways that built up the church, missionaries were raised up, sent out and supported, and ordinary members were encouraged to exercise a wide range of different ministries. All of this contrasts with the time when P2 was the pastor: most areas of church life stagnated, conversions were rare, no missionaries were sent out, and so on.
The one area where P2 clearly had the advantage was in the relationship with the denomination. However, it is only fair to note that numerous other congregations clearly thought the world of P2.
As far as his ministry within the congregation went, it seems that P2 saw the world in black and white. P1 taught about absolute right and wrong, but recognised that people and actions are rarely one or the other: this built a reflective congregation that was, in general, more willing than most to listen to people who differed from and disagreed with their own beliefs. This, in turn, help the church relate to and reach out to people outside the church.
Any evaluation of the leadership styles must be undertaken in the context of their chosen career, and how they understood it. They both chose the career of a Pastor within an established denomination.
They each chose to be a 'professional' Christian: paid to be a Christian, and denied the normal means of interaction with the world enjoyed by most church members.
They each derived a significant degree of authority through their position within a church hierarchy.
They each professed allegiance to an institution which sometimes conflicted with their personal beliefs.
They were each employed by an organisation which not only determined their working life, but also shaped major aspects of their spiritual life, affecting both their belief and practice.
They each experienced a significant degree of isolation from the rest of the church who, for the most part, put each of them on the 'pedestal' whether they wanted it or not.
My point is not that they were wrong in choosing such a career, but that the choice of career brings with it certain tensions, conflicts and challenges. I have deliberately chosen to avoid these battles in order to be better placed to fight other ones.
Neither pastor gave any priority to ecumenical activity, although I suspect that both had engaged in it to some extent in the earlier part of their careers, and had decided it was not a worthwhile investment of their time and energy.
For me, Jesus' prayer "that they be one" has always seemed significant, and this causes me to build relationships with people whom I disagree with theologically.
It sometimes felt that P1 was dragging the church behind him. But, as Schwarz observes, it makes a big difference "whether leaders push and shove a congregation in their own strength, or whether they concentrate on letting God's growth mechanisms take hold" (1996, 82), and while he clearly felt a high degree of responsibility, the growth in the church cannot be explained as the result of one man's efforts.
P1 created a culture in which gifts and talents flowered, and in which authority was respected but also expected to explain and justify itself.
P2 did not respect the culture which he found, and chose to criticise it along with P1. He failed to contextualise his message - "to render [it] culturally relevant, meaningful and acceptable," (Krallman, 1992, 166) and so he failed to achieve any of the goals he was evidently aiming for.
"Leaders high in emotional self-awareness are attuned to their inner signals... Emotionally self-aware leaders can be candid and authentic, able to speak openly about their emotions or with conviction about their guiding vision." (Goleman, Boyatiz and McKee, 2002, 327) P1 demonstrated a good level of emotional self-awareness, higher than any other pastor I have known, and this probably made the lack of it from P2 feel more distancing by comparison.
P2 was effective at denominational politics, while P1 ignored the denomination as far as possible for as long as possible. This proved to be an unwise choice.
"Consider the practical relevance of these leadership styles for your own leadership practice."
I think it is reasonable to describe P1 as flawed but effective. I have a clear perfectionist tendency, and it is helpful to be constantly reminded that God blesses and uses us not because we are wonderful people but because He is loving and gracious. God does not need a high level of performance from me; He simply asks for my availability and willingness to be used.
At a personal level, P1 served with his whole heart: he loved Jesus and he loved the members of his congregations, and the people in the congregations knew they were loved. The feedback I receive from the people I lead is that they know I love Jesus, but are less certain of my love for them. This is a serious weakness, and I need to find ways to communicate more effectively my love and appreciation for my staff and volunteers.
The lessons from P2 are less straightforward. He alienated many people in our church, but elsewhere he had several long and effective periods of ministry. On a personal note, I consider it a tragedy that his long history of faithful service should end in a church where he was not as appreciated as before, and where his approach to leadership did not work.
He was confident in talking about himself, his achievements, qualifications and divine appointment. He made people feel privileged to have him around. As noted in the Personal Development Plan assignment, I find this a difficult area: I do not respond well to other people proclaiming their achievements, and am not comfortable doing it myself.
The downside of my approach is that people will often not know of my achievements and abilities unless I give them the relevant information. Both my staff and trustees need to have an accurate assessment of what I am capable of, in order to respond appropriately to my initiatives and strategies. In consultation with my mentors, I will seek to find ways to present my abilities and past achievements, when appropriate, to those who need to know about them.
His preaching left me cold, but other people responded very warmly to it. He repeatedly told stories that tugged at the heart strings, and used them as emotional blackmail: if this poor little child could stand up for her faith in such difficult circumstances, can't you pay a much smaller price and witness to your friends? While I dislike this technique, the reality is that many people respond to it very well. I should seek to find ways to put more of an emotional kick into my sermons - without the emotional blackmail, of course.
P2 was effective at denominational politics, which resulted in him getting away with activities that were impossible for P1. This is an area where I believe I have learned from him. He made time to attend meetings and get to know people, even when the meetings and the people could not immediately further the work he was doing. Consequently, he was accepted and listened to within the denomination even though his culture and theology were not welcome. Following his example, I make a point of attending and being helpful in meetings organised by the council and the voluntary sector in Bristol.
It seemed clear that totally unstructured interviews could easily result in a set of notes that was difficult to compare. On the other hand, I did not want to present the interviewees with a closed set of questions, as they may well have relevant information that did not fit within my pre-determined questions.
I therefore decided to outline the context of the interviews, and then give the interviewees a copy of the outline of Christian leadership, as I developed it for the first assignment in this module. Given the time constraint we had, I did not attempt to insist that each of the topics was commented upon: the interviewee was free to determine most relevant and important areas, as they saw fit. Their selection process is also significant, I believe, but I do not have space here to follow up this line of thought.
Some of the interviewees attempted to work through the areas more systematically than others. Sometimes they did a 'compare and contrast' of the two leaders as they worked through each area in turn, sometimes they concentrated on a leader and worked through the areas, and sometimes they moved between the two approaches. I have re-ordered some of the resulting material, and sometimes added a few words to make the context explicit, but otherwise the interviews are as complete and unmodified as I could manage without shorthand.
1.1. Why consider the theology of leadership?
1.2. Who can be a leader?
The text has been anonymised and partly resequenced to bring related topics together within each interview. I have added occasional personal comments in brackets (like this).
As well as the two pastors, the name of one other person cropped up regularly. I have referred to this person as 'PA' because she served as the church Pastoral Assistant under P1 and functioned as a Personal Assistant for P2.
Looking at the first aspects of leadership, it is clear that P1 had all four of them: management, vision, people skills and commitment. He had a strong, clear vision, and was a very strong 'people person'.
He was strong on ideas, some of them 'off the wall'. He needed a strong group around him to help filter the ideas.
He listened to the people around him, whether he agreed with them or not. You were allowed to disagree with him. He was prepared to change his mind. He made real friendships with church members.
He produced structures, like Housegroups, to encourage people in discipleship and he produced many courses that we all signed up for.
He was manipulative, getting people involved and doing jobs, whether or not they were suited for the job.
The details of the vision changed over the years, but people were always given the freedom to 'buy in' to the current vision.
It seemed clear that P2 had a vision, but we don't know what it was. (After prompting:) perhaps his vision was to build a successful old-fashioned church.
P2 decided that PA was an evangelist, no idea why.
He shouted a lot - that was very much part of his style. The church polarised very rapidly into those who liked him and those who did not.
He didn't like P1. There was some history between them, but we never found out what.
P2 had a problem with free speech. You could say anything you liked, as long as you agreed with him.
He directly controlled everything. The church had a small group that established a fund to support a black pastor in Zimbabwe. This had worked well for ten years or so. The pastor took it over, and the people who set it up and kept it going for so long had no further involvement. The church involvement in supporting the pastor in Zimbabwe dwindled to nothing.
P2 established a church plant without any discussion with the church or involvement by the membership. Selected people moved over to the plant. For a long time, the church was told the plant was going well, and not to worry about it. Then, suddenly, it collapsed.
He was the leader: he told the church what to do. He was deeply frustrated that his plans, such as the church plant, did not work out. In practice, most of the church was not involved in his plans, whether they liked him or not.
P2 was anti-intellectual, which was a problem in a church where many of the members were graduates and were used to applying their minds to their Christian faith and service.
From early on, the church entered a half-stagnating state, simply waiting for him to move on. The church members were - and were only expected to be - spectators. But they were expected to turn up to events, to support him by their presence.
P2 always acted with integrity, but not openness.
He didn't empower anyone - possibly, other than PA, who seems to have been treated as an honorary male. She became his right-hand worker, always agreed with him and always did what he wanted. It is not clear whether she was empowered, or just used.
He established a 'Management Team', but this was never allowed to work. When he left, there was a functioning Eldership, but it was secretive.
A few weeks after he left, P2 returned for a visit and told everyone he felt the church had 'deflated'.
The denomination was fighting us during P1's time, and in the inter-regnum. The battle stopped soon after P2 arrived.
P2 was an autocratic ruler: he expected everyone to follow without hesitation, and especially without questions. He disliked questions.
He had clearly defined roles: the leader and the followers. The job of the Elders was to implement his decisions.
He was not good at sharing vision. Not sure if he had one. It was clearly his last job before he retired. P2 was brought in (by the denomination) to repair the damage P1 had done. (I don't think we have any evidence of this, but it was a a common assumption within the congregation.) He was less of a maverick, and in a better state (i.e., had a more positive relationship) with the denomination.
Perhaps his vision was to develop personal spirituality within the members of his congregations?
He was better at denominational politics than P1.
P2's attitude to Housegroups: they were important in the 1960s, but now not relevant. He had issues with the HG leaders, and considered them to be too independent. He allowed them to continue, but did not support them at all.
He was sensitive to criticism. P1 allowed criticism; P2 did not take it well, and was upset if you did not completely agree with him.
P2 was keen to support PA in various ways: both qualifications, and in ordination by a small group of churches, which were not part of the denomination. (She has subsequently, many years later, become a Baptist minister.) PA supported him, and he involved her, to the extent that she became a part of his family.
Apart from PA, P2 did not bring people on. P1 appointed the interviewee and his wife to be Housegroup leaders for new believers, provided them with both material and support. P1 put on training days, developed courses, brought in courses like 'Teach and Reach' (the UK version of 'Evangelism Explosion') and 'Life in the Spirit'.
P1 was constantly communicating and explaining his vision. P2 did not communicate a vision: he did not believe he needed to, because the congregation had to obey him. He was the leader: that was all the congregation needed to know.
P1 constantly produced new ideas, generated things for people to do, created jobs for everyone.
P2 had his vision, and expected you to support him in it and cheer him on. He was involved in other ministries, especially in Benidorm, Zimbabwe and the USA. You were expected to support him, give money, and sometimes go with him. You could travel with him thousands of miles to hear him preaching in other churches.
P1 was always looking for people to involve. He would train you, build you up, establish you in a role, and then move on and forget about you as he moved on to the next Big Thing.
The interviewee would not fault either in terms of integrity and spirituality.
A local Christian leader, and one of the most popular Bible School speakers, advised P2 to forget about ministry in Benidorm and instead to concentrate on developing the people in his congregation. After that advice, P2 and the church had no more contact with him.
Relationship with the denomination: P1 ignored or was aggressive; P2 talked with the hierarchy and cooperated.
Use of and attitude to Elders: P2 would use them when they agreed; he would ignore, reject and disrespect them if they disagreed with him. Actually, the difference was not whether they agreed with him or not: it was whether he thought you agreed or disagreed. Sometimes, he got this seriously wrong, in both directions.
Use of church members: P1 used a lot of lay people. He recognised where he was weak, and used others to make up for this: the Pastoral Visiting Team was a good example. He would encourage people to do their own thing. This produced a disconnected church at times, with many different people doing many different things. This created a problem for P2.
P2 kept a much tighter control of the church, possibly had a fear of people doing their own thing. He didn't want anyone showing any initiative.
P1 saw himself as a servant. On one occasion, he said something (that was obviously incorrect to my interviewee) in a service, my interviewee quoted a relevant Biblical passage to him after the service, and P1 corrected himself in the service the following week. He demonstrated a consistent humility. He would listen to you, even if he was not convinced by your theology. He took a bottom-up approach, Congregational and democratic. This produced a church that was hard to control and direct.
P2 told the Elders that they had to understand they were the Elders and he was the Minister - not just one leader amongst equals. He had a top-down approach to leadership. He expected the congregation to see the Elders as leaders (even though he did not allow them to act as leaders). He expected, demanded and required obedience.
Did either of them think about their leadership style, or did they just go with their personalities? It is not clear. It is hard to separate the leadership style from their personalities, in either case.
Both attracted people who liked their leadership style, and both lost people who remained for a while but decided they didn't like or couldn't cope with the leadership style. P2 had strong support initially from some individuals who then turned against him.
Both were very driven people - intensely so.
They both had difficulty in delegating. P1 would regularly ask someone to do a task, and then go ahead and do it himself anyway; P2 would ask you to do something, give you no guidance, assure you that he trusted your judgement, and then come down on you like a ton of bricks when you didn't do it exactly the way he wanted.
P1 was dragging the church behind him, making all the effort to move the congregation. P2 moved people with a metaphorical whip: the congregation were seen as the slaves with the oars on a Roman Galley, or perhaps as a army he was standing behind, prodding with a stick and shouting. He did a lot of shouting.
P2 had a strict moral code; P1 did whatever it took to achieve what needed doing.
P2 was the more frustrating minister to serve under. The interviewee would regularly find himself walking in the fields, crying and shouting (he described this as a 'cathartic' experience, but I suspect that was not the right word). He never reached the same point with P1.
On the surface, P1 was more laid back. Under the surface? Not sure.
P2 was spiritually abusive in a number of relationships, expecting (more than expecting: requiring or demanding) things of people because of their Christian commitment. "I think you should do this" was the same as "God says you must do this."
P2 was an intensely proud man: proud of his ministry, constantly talking about his achievements in ministry - always with a disclaimer, always saying it was what the Lord had achieved, but you were always very clear that the Lord had achieved it though him.
Management styles: P2 drove, P1 dragged people with him, always feeling responsible, couldn't let go of responsibility.
Vision: P2 had led a successful, evangelising church some 30 or 40 years earlier. He was always seeking to re-create this, which is why he tried getting the church - and other churches in the town - to organise tent missions. This vision never changed (and could never be questioned).
P1 was a people person; P2 wanted numbers to show that he was successful.
In his early days, P2 met the interviewee and another worship leader regularly each week to plan the worship: this is the sermon, this is what I want to do with the service. Then he ditched them overnight. His attitude was that you can't make an omelette without breaking eggs, but he would never see it that way. If you complained or expressed hurt from such treatment, you were accused of being childish.
P2 was very cult-like in his requirement for commitment. People were sucked into what he wanted, and went along with it in a way that, with hindsight, was very surprising. But both pastors manipulated.
P2 had a huge amount of integrity: he believed what he believed, and he stayed with it. In contrast, the interviewee would only give P1 an integrity rating of 5%.
Both had areas where they could be compared with Jesus, and areas where they were very different.


text:
NC Soldier Killed By Explosive Device In Afghanistan
Filed Under:America, Army, Country, Courage, Defense Department, fallen, James A. Slape, National Guard, RIP, sacrifice, Semper Fi, soldier, USA
WASHINGTON (AP) — The Pentagon has released the identity of a U.S. soldier killed in Afghanistan.
The Defense Department says 23-year-old specialist James A. Slape from Morehead City, North Carolina, died Thursday as a result of wounds sustained from an improvised explosive device in Helmand Province. The incident is under investigation.
Slape was assigned to the 60th Troop Command of the North Carolina Army National Guard of Washington, North Carolina.
Additional information about Slape was not immediately available.
(credit: Ronald Martinez/Getty Images)

redpajama_set_name: RedPajamaCommonCrawl


text:
    <LINK rel="stylesheet" href="nesdoc.css" type="text/css" media="screen"><title>Interface: SpiPacket</title>

Interface: SpiPacket

    interface SpiPacket

 SPI Packet/buffer interface for sending data over an SPI bus.  This
 interface provides a split-phase send command which can be used for
 sending, receiving or both. It is a "send" command because reading
 from the SPI requires writing bytes. The send call allows NULL
 parameters for receive or send only operations. This interface is
 for buffer based transfers where the microcontroller is the master
 (clocking) device.

 Often, an SPI bus must first be acquired using a Resource interface
 before sending commands with SPIPacket. In the case of multiple
 devices attached to a single SPI bus, chip select pins are often also
 used.

Author:

        Philip Levis

        Jonathan Hui

        Joe Polastre
 Revision:  $Revision: 1.8 $

Commands

command error_t send(uint8_t *txBuf, uint8_t *rxBuf, uint16_t len)
      <menu>
 Send a message over the SPI bus.
      </menu>

Events

event void sendDone(uint8_t *txBuf, uint8_t *rxBuf, uint16_t len, error_t error)
      <menu>
 Notification that the send command has completed.
      </menu>

Commands - Details

send

    command error_t send(uint8_t *txBuf, uint8_t *rxBuf, uint16_t len)

    <menu>

 Send a message over the SPI bus.

Parameters:

          'uint8_t* COUNT_NOK(len) txBuf' A pointer to the buffer to send over the bus. If this
              parameter is NULL, then the SPI will send zeroes.

          'uint8_t* COUNT_NOK(len) rxBuf' A pointer to the buffer where received data should
              be stored. If this parameter is NULL, then the SPI will
              discard incoming bytes.

          len -    Length of the message.  Note that non-NULL rxBuf and txBuf
              parameters must be AT LEAST as large as len, or the SPI
              will overflow a buffer.

Returns:

          SUCCESS if the request was accepted for transfer

    </menu>

Events - Details

sendDone

    event void sendDone(uint8_t *txBuf, uint8_t *rxBuf, uint16_t len, error_t error)

    <menu>

 Notification that the send command has completed.

Parameters:

          'uint8_t* COUNT_NOK(len) txBuf' The buffer used for transmission

          'uint8_t* COUNT_NOK(len) rxBuf' The buffer used for reception

          len -     The request length of the transfer, but not necessarily
               the number of bytes that were actually transferred

          error -   SUCCESS if the operation completed successfully, FAIL
               otherwise

    </menu>

redpajama_set_name: RedPajamaGithub


If you're making efforts at avoiding relationship conflict, you certainly are among many couples who also refrain from making their needs known.
Yet, as you'll learn here, avoiding relationship conflict has a serious downside. I'll help you understand how speaking up actually improves closeness and emotional connection. And, I'll give you some insight into why you may hold back and be reluctant to express yourself.
It's impossible to not occasionally feel hurt or disappointed by our partner or spouse. He or she can forget something important to us or unintentionally hurt our feelings.
Here's the dilemma, however: When we are upset, it actually takes a lot of energy to hold in our hurt feelings. We may ruminate, keeping the negative thoughts rolling around in our heads. We may — even worse — look for other faults or neglect on the part of our partner.
Slowly, we can be building the seeds of resentment — often feeling far worse and perhaps building up anger and disappointment as time goes on.
If you grew up in a household with a lot of anger and arguments, you may be more cautious about approaching your partner and speaking up, fearing an argument could occur between you.
On the other hand, if important issues were never talked about in your family when you were growing up, you may lack a of model for addressing concerns.
Sometimes, our parents may not have been good at responding to our own needs or requests. We never felt heard or truly understood or our parents did not know how to connect with us. Speaking up to our partner now as an adult can feel downright foreign — and scary.
What we know from research about couples is that we unconsciously form ways of coping with problems with our partner. We call these "negative cycles." These cycles are challenging styles of communication that couples struggle to break. These cycles may be patterns of endless arguing and/or silence and avoidance. Issues never get resolved when couples land in these cycles.
These negative cycles, over time, create distance and disconnection, reduced emotional closeness and often lead to reduced physical closeness and intimacy.
The most common cycle is Pursue and Withdraw. One partner wants to talk, wants answers, and literally pursues their partner to get them to engage in the discussion (which may have by now evolved into an argument). The other partner, not knowing what to do with the partner's pursuing and possibly angry approach, withdraws, goes silent, maybe leaves the room.
The withdrawal then causes the pursuing partner to become more angry (and hurt that their partner won't respond to them). Then, the withdrawing partner withdraws further. And the cycle continues until the couple tires or realizes they're headed nowhere.
Other cycles include when both partners are so angry they are verbally challenging each other, sparking continued arguing and sometimes bringing up past issues that were never resolved.
The third type of cycle is when both partners withdraw and move away from the conversation. But, the hurt feelings continue to erode connection.
No matter the type of negative cycles, issues are rarely fully resolved.
So, now let's look deeper beneath the negative cycles to one of the root causes of couples who struggle with avoiding relationship conflict.
Each person's position in the negative cycle often reflects his or her attachment style. Attachment is how we relate to those closest to us, and is typically formed as a child. However, attachment styles can change depending on significant life events.
A person with a secure attachment style feels safe in their primary relationship with their partner and generally feels capable of receiving and giving love and maintaining a close connection.
On the other hand, a person with an anxious attachment style may worry about the security of the relationship, can struggle with any signs of rejection and may need a great deal of reassurance that they matter to their partner.
The third style is avoidant. People with this attachment style can be uncomfortable being too close to others, may struggle to depend on and share emotions with the partner and can try to be self-reliant, denying his or her need for closeness.
And, we can have a mixed style, most often a combination of traits of the anxious and avoidant types.
In Emotionally Focused Couple Therapy, you'll learn how attachment styles can contribute to avoiding relationship conflict. The anxious person may likely pursue; the avoidant one may withdraw.
So, now we've learned about the underlying forces that can contribute to a partner's fear of speaking up about their needs.
It's important, as well, to realize the hazards. When we don't speak up to express to our partner our needs and wants and/or to let our partner know we're feeling hurt, we jeopardize closeness, connection and trust.
I fully recognize that speaking up in our primary relationship is a far greater challenge for some people more than others.
However, the rewards are great when we do let our partner in to our inner thoughts and concerns. We gradually break down walls that may have grown between us, reach new depth of understanding and nurture and strengthen our loving bond with each other.
To learn more about reducing anger when working to resolve issues, click (here).
To learn about tips to getting your point across effectively with your partner, click (here).


Vire P series: rotative machines for medical applications, for manufacturing first aid plasters, surgical dressings and advanced medical products, suitable to work in clean room. Extremely flexible and performing, dedicated to 24/7 non-stop production. Options available: counting and stacking unit, rewinder.


76521 Yesvantpur Nelamangala Demu train from Yesvantpur to Nelamangala runs on daily basis, covering 22 kms in & 45 minutes, running at a speed of 31.43 km/hr, making 2 stoppages of 3 minutes in total.
Returning train number 76522. Yesvantpur Nelamangala Ypr Nmga Demu commences from Nelamangala at 07:30 and reaches Yasvantpur Jn at 08:15. It runs on daily.


text:
Classes & Workshops Artisan Workshop Series
Monmouth County Historical Society, Freehold, NJ. Gift of Mrs. Charles G. Bennet and Miss Louise Hartshorne, 1935
SOLD OUT | Artisan Workshop Stitch-In: Make Elizabeth Dorn's Gown (Virtual)
February 3, 10, 17 & 24, 2021 from 7-8:30 p.m.
This four-week virtual workshop will introduce participants to fashion history and how to make your own short gown based on Elizabeth "Betty" Dorn's short gown.
Museum of the American Revolution Part-Time Job Fair
August 12, 2021 from 4-6 p.m.
The Museum will be hosting a job fair on Thursday, Aug. 12 from 4-6 p.m. for part-time positions, including visitor engagement associates, porters, and security guards.
A Revolutionary Virtual Winter Break
Cozy up at home for unexpected stories and virtual experiences for the whole family during winter break with the Museum.
Have Breakfast with Founding Father George Washington this Father's Day Weekend
This Father's Day weekend, celebrate with the father of our country – George Washington – at the Museum of the American Revolution on Saturday, June 16. Guests can meet-and-greet a Washington historical interpreter and enjoy a delicious breakfast buffet of muffins, pastries and mini-quiches, courtesy of Brûlée Catering, in the Museum's elegant Liberty Hall.
History Explorers Club: Mountains of Ice and Snow (Virtual)
Join Museum staff as we recount the story of Henry Knox's December 1775 journey to Fort Ticonderoga in New York to bring cannons back to Boston.
September-October Events at the Museum of the American Revolution
There is always something happening at the Museum of the American Revolution and this fall is no exception. With a dirth of author events, family-friendly activities and even a two-day living history event, there is truly something for everyone.
Museum Selects Food Service & Retail Providers
Michael C. Quinn, President and CEO of the Museum of the American Revolution today announced that Brûlée Catering was selected to provide food service for its café and catering facilities and Event Network was selected to operate the Museum's gift shop.
Bluecadet
Play Our Fox and Geese Game
Challenge a friend to a game of Fox and Geese, a game similar to checkers and easy to play anywhere.
Learn more about the history of Washington's War Tent from Revolutionary War battlefields to its permanent home at the Museum.
Join a new generation to transform your relationship with our Revolutionary history and represent the next wave of Museum enthusiasts.


Diagnosing Alzheimer's is complex. With no single test currently available, diagnosis is based on an individual's history, physical examination, and cognitive testing. Amyloid PET imaging represents a potential major advance in the assessment of those with cognitive impairment. The scan visualizes plaques present in the brain, which are prime suspects in damaging and killing nerve cells in Alzheimer's. Before amyloid PET, these plaques could only be detected by examining the brain at autopsy.
UCSF Imaging's scientists and physicians are recognized world leaders in the translation of Alzheimer's research to clinical care. Since 2003, UCSF Imaging has offered Alzheimer's disease assessment with amyloid PET scanning for patients with memory complaints. Amyloid PET scanning makes amyloid plaques "light up" on a brain PET scan, enabling, for the first time, accurate detection of plaques in living people. The Department and the multidisciplinary initiatives that serve Alzheimer's patients, including the UCSF Memory and Aging Center, the Center for Imaging of Neurodegenerative Diseases (CIND), and the Alzheimer's Disease Neuroimaging Initiative (ADNI), participate in multiple national research studies including the IDEAS (Imaging Dementia - Evidence for Amyloid Scanning) Study. UCSF is one of the world's largest centers for evaluation of cognitive decline and dementia. We look forward to learning more about your interest in this topic and welcome you to contact us any time.
Assessment is appropriate for patients with persistent, unexplained mild cognitive impairment, those who meet core clinical requirements for Alzheimer's disease, or those with progressive dementia and early onset.
Neurologists, gerontologists and psychiatrists participating in the IDEAS* study (Imaging Dementia - Evidence for Amyloid Scanning) can refer directly to UCSF Imaging by calling Radiology Scheduling at (415) 353-3900. All others, please contact the UCSF Memory and Aging Center at (415) 353-2057.
Learn more about Alzheimer's Disease Assessment and Treatment at UCSF.
*Learn more about eligibility for the IDEAS study.
The Department of Radiology and Biomedical Imaging at the University of California, San Francisco is a leading health sciences center focused on serving patients, conducting research, and training the next generation of radiologists. We are proud to have some of the foremost names in diagnostic, therapeutic, and interventional radiology developing promising new approaches to identify and treat disease. We are a patient-centered team, and are proud that the community recognizes us for our compassion and care.
It is our privilege and pleasure to work with you by providing world-class imaging services to your patients. We look forward to partnering with you to deliver the best possible patient outcomes. Please call our scheduling department at (415) 353-3900 or contact us anytime.
To refer a patient, please call (415) 353-3900.


***AFFORDABLE LUXURY RIDE - HERE'S AN AFFORDABLE ALL WHEEL DRIVE TAX TIME SPECIAL AT QUEENSBURY AUTO MALL - COME TO 635 GLEN STREET IN QUEENSBURY, NY 12804 TO GET A VERY LOW PAYMENT ON A FULLY LOADED LUXURY CADILLAC SEDAN - TRADE YOUR OLD RIDE INTO THE AUTO MALL AND SAVE MORE $$$ - DON'T MISS THIS STUNNING CADILLAC FOR THE RIGHT PRICE, LET THE AUTO MALL FAMILY UPGRADE YOU TODAY*** 3.6L V6 DOHC 24V MOTOR! ALL WHEEL DRIVE! DUAL MOON ROOFS WITH FRONT POWER TILT SUN ROOF AND BOTH HAVE SUN SHADES! 3RD ROW 7 PASSENGER SEATING CAPACITY WITH REAR BUCKET SEATING! FRONT POWER DRIVER SEAT WITH LUMBAR SUPPORT! HEATED PREMIUM CLOTH SEATING! KEYLESS REMOTE ENTRY SYSTEM AND KEYLESS REMOTE STARTER SYSTEM! TOUCH LED HOME SCREEN WITH MULTI-APPLICATION MENU AND REAR VISION BACKUP CAMERA! AM/FM/CD PLAYER WITH AUXILIARY INPUT JACK, USB IPHONE INTEGRATION, SATELLITE RADIO AND WIRELESS AUDIO STREAMING! TINTED PRIVACY WINDOWS! FULL POWER EQUIPMENT! ONSTAR COMMUNICATIONS SYSTEM! REAR WINDOW DEFROSTER AND REAR WINDOW WIPERS! TOW HAUL DRIVE MODE! FRONT STORAGE COMPARTMENT WITH SLIDING SEAL AND CUP HOLDERS! SPORT MATIC TRANSMISSION MODE! ALLOY WHEELS ON FRESH TIRES!


Not all people are fortunate enough to have high speed internet service providers in their city or locality. And when one has to compromise on the speed, one has to master the art of using the bandwidth wisely. The bandwidth must be spread across all processes so that there is relative consumption and you do not have to negotiate with important tasks.
Tools like file downloaders, cloud storage apps and program updaters generally gobble a lot of bandwidth and speed down our browsing activity. In the same context, it could be a good idea to manually limit the allocated bandwidth and gain some for general purpose tasks.
Here's how to do it on Dropbox. Navigate to Dropbox's system tray icon, right-click on it and open the Preferences.
Highlight the Bandwidth tab and set your desired download and upload limits. Simple, isn't it?
What are your tricks when it comes to saving bandwidth?


text:
March 1, 2016 to May 1, 2016
What's New?:
The Verification of the Origins of Rotation in Tornadoes Experiment Southeast (VORTEX-SE) Is a research program designed to understand how environmental factors characteristic of the southeastern United States affect the formation, intensity, structure, and path of tornadoes in this region. VORTEX-SE is also determining the best methods for communicating forecast uncertainty related to these events to the public, and evaluating public response. In many ways, VORTEX-SE represents a new approach to tornado research in general. Previous VORTEX projects were focused on Great Plains events, which by comparison with tornadoes in the southeastern United States, generally form under somewhat different meteorological conditions, display distinctive tornado climatology, and have dissimilar social elements in terms of tornado preparedness, awareness, and communications.
In examining the distribution of tornadoes and tornado deaths in the U.S., Ashley (2007 Weather and Forecasting) found that the number of killer tornadoes in the southeastern U.S. is disproportionately large when compared to the overall number of tornadoes. Ashley attributed this finding to a "unique juxtaposition of a series of physical and sociological variables," including tornadoes at night, in forested areas, prior to the perceived peak of the "tornado season," at a time of year when storms typically have large forward speeds. The study also identified lack of visibility, relatively inadequate shelter, and larger population density as being issues that increase the vulnerability of residents of the southeastern U.S. VORTEX-SE will be the first severe storms experiment that will have a specific emphasis on addressing the sociological factors that contribute to the relatively large tornado mortality in this region of the country. In addition, it is anticipated that VORTEX-SE will involve a series of field campaigns, such as the one described here, to iteratively improve our understanding of the regional peculiarities in the meteorological conditions and storm processes associated with Southeast tornadoes.
For the 2016 field season (1 March - 1 May 2016) VORTEX-SE had a primary domain in the area of northern Alabama around Huntsville. A number of fixed and mobile facilities were available throughout including the University of Alabama-Huntsville (UAH) Mobile Alabama X-band (MAX) radar, University of Massachusettes X-Pol mobile radar, UAH Mobile Integrated Profiling System (MIPS), UAH Rapidly Deployable Atmospheric Profiling System (RaDAPS), UAH Mobile Doppler Lidar and Sounding system (MoDLS), The NOAA/National Severe Storms Laboratory and University of Oklahoma Collaborative Lower Atmsopheric Mobile Profiling System (CLAMPS), the Texas Tech University Sticknet, several fixed and mobile radiosonde systems, as well as boundary layer supersites at Belle Mina, Culman and the SWIRLL building at UAH.
VORTEX-SE Data Submission Instructions
VORTEX-SE Data Policy
VORTEX-SE_2016 Publications
2016 Supported Research
Erik Rasmussen CIMSS
Contact Web Master, NCAR/EOL


Join us for Divine Mercy Sunday at the Cathedral of Saints Peter & Paul, Providence. More at the Cathedral website, www.providencecathedral.org, and in the Cathedral bulletin.
This was precisely the time when those ideologies of evil, nazism and communism, were taking shape. Sister Faustina became the herald of the one message capable of off-setting the evil of those ideologies, that fact that God is mercy—the truth of the merciful Christ. And for this reason, when I was called to the See of Peter, I felt impelled to pass on those experiences of a fellow Pole that deserve a place in the treasury of the universal Church.
On May 5, 2000, five days after the canonization of St. Faustina, the Vatican decreed that the Second Sunday of Easter would henceforth be known as Divine Mercy Sunday.
Jesus appeared to St. Faustina in a vision, with his right hand raised in a blessing and his left touching his garment above his heart. Red and white rays emanate from his heart, symbolizing the blood and water that was poured out for our salvation and our sanctification. The Lord requested that "Jesus, I trust in You" be inscribed under his image. Jesus asked that his image be painted and venerated throughout the world: "I promise that the soul that will venerate this image will not perish" (Diary, no. 48) and "By means of this image I will grant many graces to souls" (Diary, no. 742).
Jesus gave St. Faustina nine intentions for which to pray the Chaplet beginning on Good Friday and ending on Holy Saturday – find them here, http://www.ewtn.com/devotionals/mercy/novena.htm.


The Epsilon oil field is an oil field located in the Aegean Sea. It was discovered in 2000 and developed by Energean Oil & Gas. It began production in 2010 and produces oil. The total proven reserves of the Epsilon oil field are around 30 million barrels (4×106tonnes), and production is centered on 2,000 barrels per day (320 m3/d).


Watson Farley & Williams (WFW) has revealed that its Singapore joint law venture with local firm Asia Practice will be terminated.
In a statement sent to Australasian Lawyer, the firm said that the decision was mutually agreed upon by both firms.
The international firm's venture in Singapore was established in 2011 while WFW itself has had an office in the country since 1998. WFW's site lists 10 partners in Singapore.
"WFW will continue to provide the high quality service to its clients it is known for and ensure their local law needs continue to be met through our network relationships and contacts," the UK-headquartered firm said.
The firm says it is "committed to having a strong and active presence in Singapore" as it still considers the country "a key regional hub".
WFW intends to continue providing service to clients in the transportation, oil & gas, commodities, energy and natural resources and real estate.


Depending on the severity of your dog's travel anxiety, a Thundershirt alone may be enough to solve your issues.
The use of Thundershirt alone has eliminated or significantly reduced symptoms such as severe shaking, panting, excitability, barking and even vomiting.
But there are also easy steps you can take to further help your dog to be a happy traveler. See below for a training program and training video. We have also provided answers to a variety of common questions for travel anxiety.
Shaking, panting, drooling, nausea, hyper-arousal with lunging at cars, or bikes or people. Sound like a fun car trip? Unfortunately, all are symptoms of travel anxiety, a common problem for dogs. Some dogs develop travel anxieties over time, while others have them from puppyhood. But with just a little time and effort, and the right tools, you can bring the joys of travel to your dog.
If you are preparing to bring a new puppy into your home, see the section below on positive prevention. But if you are reading this article, you likely already have a dog that suffers from travel anxiety. First off, if the issues have been going on for some time, it is likely going to take some time to alter your dog's responses to travel. But here are some simple steps to calmer, gentler travel. And you may very well see at least some improvement very quickly!
It is important to learn to recognize when your dog is becoming stressed. Most of us know that vocalizations and vomiting can be common occurrences when dogs become stressed in a vehicle. But more subtle signs of stress can include yawning, shaking off, lip licking, dilated pupils, panting, lifting a front paw and excessive salivation. Identifying stress signs early can help the process of helping your dog overcome her stress.
The first step is to help your dog feel safe and reduce her overall anxiety/arousal levels while being around and in the car. Try a pressure wrap like the Thundershirt which can instantly reduce arousal, nervousness and anxiety by applying constant, gentle pressure on the dog's body. This pressure has a calming effect on a dog's nervous system, and can refocus a dog to concentrate on their bodies instead of their environment. Apply the Thundershirt at varying intervals prior to and/or during the below exercises, sometimes 5 minutes prior to a car experience, sometimes more and less.
The goal is to get your dog to associate positive experiences with being around, inside, and while riding in the car. If the only time your dog goes for a car ride is to go to the vet, she will likely associate the car ride with not-so-pleasant experiences (and understandably so!).
Below are just a few of the simple things you can do linking the car to something positive (food!). How your dog responds to food can tell you how your dog is feeling. Most dogs that are feeling stress will refuse food, so if your dog is eating, she is OK.
1. If your dog is nervous just being near the car, start by hand feeding meals beside the car, each meal moving the bowl closer to, then inside the car with the doors open. Ask your dog for simple commands as you move around the car, rewarding for correct responses. We want to get and keep them thinking.
2. Next, sit with your dog in the car, feed a meal, relax, and don't go anywhere. Close the car doors for a moment.
3. With each meal, spend a little more time in the car. You may want to introduce a crate or travel carrier at this point, putting a stuffed Kong or other food stuffed toy in the crate or with your dog in the back seat.
4. Next, start the car and sit for a moment (but don't go anywhere yet). As long as your dog is relaxed, drive up and down in the driveway a few times or drive around the block.
5. Each meal, lengthen the trip, trying to think of fun destinations you can go to regularly. Short, enjoyable field trips should become part of your routine.
Regardless of your dog's travel related behavior issue, every dog should ride while safely contained. The type of containment can play a role in your dog's travel related behaviors.
For over-aroused dogs, try a plastic travel crate instead of a wire crate. This blocks some of the dog's visual field, giving them less to look at and less to be aroused by. Nervous dogs may also benefit from a plastic vs. wire kennel.
If you are bringing a new puppy into your home, following some simple steps can go a long way to avoiding travel-related anxieties. When puppies are exposed to repeated positive associations from a very early age, many car-related behavior issues can be avoided all together.
Beginning with the very first time you bring your puppy home, make car rides pleasant, calm experiences. If you are lucky to be adopting your puppy from a conscientious breeder, then your puppy likely will have already been exposed to pleasant car rides.
But the first car ride home with a new family can be stressful for any puppy, so plan on making it a positive trip. Have someone gently hold the puppy (not the person driving!) and feed a few high-value treats (e.g. XXXX) or introduce a toy, such as a stuffed Kong, so your puppy can concentrate on something other than the car ride.
After you arrive home, make a habit of feeding your new puppy some of her meals in the car from a stuffed Kong or other puzzle toy with the car parked in the driveway. If all goes well, start the car and drive around the block. Introduce your puppy to a travel crate, puppy seat belt or other containment so she can ride safely in the car. Make riding in the car something that happens all the time.


Smoothies are my go-to solution for ensuring that my son gets plenty of nutrition each day.
What I love about smoothies is that you can squeeze plenty of nutrient-rich foods into a single drink, including many ingredients a young child might not eat on his or her own. For example, leafy lettuces have a tendency to make my son gag, but they blend seamlessly into a smoothie that he'll gulp down. The same goes for ingredients like chia seeds and avocados– he doesn't necessarily love them on their own, but he'll happily enjoy them in liquid form.
In each smoothie, I aim to include the following three categories.
Below you'll find a few of my favorite combinations to help you get started, but the possibilities are endless!
Make sure you've introduced all of the ingredients to your child separately, before putting them in a smoothie, to make sure you've ruled out any possible food allergies.
Rotate the ingredients you use often, to ensure your child gets a variety of nutrients.
The smoothie recipes above make roughly 12 ounces total, which fits into two Squeasy Snacker pouches. I use these reusable pouches daily and can't recommend them enough. Made with food grade silicone they are easy to transport for snacking on the road, and they give my son the independence to feed himself– which is very important to him at this age! Plus, they don't spill when you drop them, which is a nice bonus for keeping my home and car clean.
Reader Feedback: Please feel free to ask any questions or share your favorite smoothie combinations in the comments below!
I have an 11 month old who is a fabulous eater so far and has never turned her nose up at anything I've offered her. I'm looking to drop a bottle and replacing with morning tea. Would these smoothies suit for morning tea or more of a breakfast/lunch meal.
I think you can use them however you see fit. My kids always grazed when they were little, so this could have been a meal or snack for them.
Thanks for some great smoothie recipes, will be trying them soon on my toddler, I am sure she will love them!
Hi! My 8 month old daughter was really interested in having sips of my smoothie this morning. I was really happy because I'd love if I could start making her smoothies. I was wondering if you know if its safe for babies to have small amounts of spirulina and chia seed? (They were both in my smoothie. She only had a few sips and if I made one for her I'd obviously put a lot less of both ingredient. I was just curious what your thoughts are. Thank you!
As long as you've ruled out allergies, I don't think small tastes of your smoothies would be a big deal. My own gut instinct probably wouldn't put spirulina in a smoothie made for just a baby, but I think chia seeds would be totally fine.
Your baby is not suppose to have strawberries at 6months of age.
Can I mix formula milk into the smoothie? My toddler doesn't like milk on its own. But once mixed with formula milk, how long can it be kept in the fridge for?
You're welcome to try it! I never keep a smoothie longer than 24 hours, because I think the taste starts to go off, but you can keep them longer by freezing them into popsicles for later.
I have been making smoothies for my 15 month old for a while now and recently he just doesn't wanna eat solids so this smoothie is helping. I don't think a smoothie is a meal and wanted to know what I should give with it so it could possibly be one?? Is this a posability?
I've been making green & fruit smoothies for years. I have one-year-old twins now and have been reluctant to give them uncooked greens/veggies because I'm not sure how to wash them to be sure they are safe. For my husband and me I have been just rinsing them under the faucet. Do you have any suggestions or am I worrying too much?
I would never give my baby or anyone else in my house unwashed fruit or vegetables. I recommend cleaning all your fruits and vegetables in a water and vinegar solution. Even the veggies that claim they are "Triple Cleaned" on the package. Cleaning produce with vinegar helps kill bacteria to ensure your fruits and vegetables are safe for consumption. You can make a safe homemade produce wash by mixing one part vinegar with three parts water. You can let produce sit in a bowl of the solution for 5-10 minutes and then rinse with cold water and drain using colander.
Thank you for the wealth of information. My daughter is starting solids soon and I am anxious to ensure she is getting the right nutrients. Where and in what form do you buy young coconut meat?
I used to open the shaved young coconuts myself and scoop out the meat, but now it's really easily available in the freezer section! I prefer Exotic Superfoods brand when you can find it, as they use 100% organic coconuts, but other brands are usually available at Whole Foods, too.
I was wondering if I should steam the veggies first before making the smoothie??
I don't, but you certainly can!
these are a huge hit every day at our house! my toddler is allergic to peanuts & tree nuts so i've started adding quinoa to her smoothies. tons of nutrition & a good way to use up all that leftover quinoa in the freezer!!
Thank you so much for this post! My son is now 1 and he loves those food pouches, which are great when on the go, or in the morning for something really healthy. These recipes will come in super handy!
Thank-you for this post ..I'm gonna try them with my daughter .. I have a question can we use 2% or whole milk to make smoothie's instead of milk? is milk okay to use with all fruits?
Thank-you for this post. It has given me some good ideas, as well as, the sun butter due to allergies in our home. My daughter is enjoying the apple cinnamon smoothie as we speak…subbed out apple with applesauce and banana as that is what we had on hand 🙂 Thanks!
These are great!but does the fruit have to be frozen? I only have fresh fruit so I was wondering will it make a difference in consistency? Thanks so much for these. My baby tired one and loved it.
thanks for these great smoothie ideas & your new "toddler purchases" post!
do you have any recipes that would be an alternative for items like cheerios?
Not yet. We give our son fresh fruit, like blueberries, in lieu of finger food snacks like cheerios or crackers.
thanks for sharing such healthy and delicious recipes ! Your blog inspires me to be my best self possible everyday ! I was wondering, do you juice the greens before putting them in the blender with the frozen fruits and liquids ? If not, do you achieve a smooth texture anyway ? My niece is quite picky on texture and won't eat anything «that has little pieces in it». Thanks !
I don't juice the greens, but I do have a Vitamix, which pulverizes everything in seconds. A normal blender won't do that!
I'm curious what kind of plan you followed in introducing solids to your little guy. What did you introduce first? Did you do purees or baby led weaning?
Megan, I know this post is a few months old, but at the time, you said your guy was going through about 4 of these 6oz pouches a day…was he eating other things in addition to that or just the smoothies? How old was he when he started taking in that much each day? Thanks!
I honestly can't remember when he started drinking 24 ounces a day… sometime after he hit 12 months I think. He definitely eats other food, too! But, when he drinks these smoothies I never worry about him eating "enough." I usually use these smoothies as supplements, when we're out on a walk or going for a drive, so he usually sits down to 3-4 meals, too– but all of his meals are just a variety of simple whole foods, such as blueberries, almond butter, chicken, raw goat cheddar, lentils, eggs, etc.
I noticed that you always use fresh greens in your smoothies. Would you ever try frozen ones, especially spinach? Thanks!
I think frozen would be fine! I've never tried it myself, but I can't see why it wouldn't work similarly to the fresh stuff.
Hi, I just wanted to say thanks for mentioning those squeezer snacker bottles. I've bought so many sippie cups recently trying to find one my one year old will enjoy trying smoothies from. This looks like it might do the trick.
Have you tried ground flax seeds in smoothies? I put them in my own smoothies and oatmeal, but I'm not sure if there is a reason to avoid them for babies. Thanks.
I put chia seeds in my smoothies all the time, but I rarely use flax. (Only because I don't care for the taste and texture as much) As far as I know, I haven't heard anything bad about using them for babies, once you've established there are no allergies.
Can I ask how you are managing to counteract the fruit acids on the babies tooth enamel? I had to stop allowing my children smoothies after our dentist and the dental nurse from hospital said only to drink them rarely and always using a straw as the enamel erosion is far worse with smoothies than most other things.
Just started introducing fruits to my six month old, this week banana is on the menu! I have already purchased x2 squeasy bottles because of your recommendation, I cannot wait to try the smoothie recipes!
I would like to ask about a teething biscuit/husk recipe, did you make one for your son? The store teether foods contain sugar/salt. Can you recommend a product to try please?
This is awesome! I am buying those pouches now from Amazon. I love the idea of making a smoothie for myself and then having our daughter share it. Thank you!
I was actually going to post this on my nanny business page, but the nut butters and coconut worry me for a baby under one year. I love the smoothie recipes, and the Squeasy pouch looks wonderful…I would just hold off on any nut butters, coconut milk, coconut, etc until age one.
Thanks for the great smoothie combos…I'm going to post these on my fridge! My daughter loves smoothies!
Thanks so much! I'm mixing up a banana protein smoothie right now for our one-year-old son. Let's see how it goes!
Would you ever use almond milk or coconut water instead of plain water? Thanks for all of these recipes!
I don't usually have raw coconut water on hand, but I would use that if I had it. (I wouldn't give him pasteurized coconut water, though, because those taste gross to me!) I don't use almond milk because I'd rather use plain water and add almonds or almond butter to the mix, so he'll benefit from those nutrients along with the fiber.
I am having such a difficult time finding the frozen Thai young coconut. My Whole Foods does not carry it. Any tips for where to buy it? I find the fresh coconuts so difficult to work with. Thanks!
Great recipes! I bought this frozen coconut meat, but am disappointed that is says to consume immediately after opening, when we only need 1/4 cup for the smoothies. What do you do with the rest? Or, do you keep it refrigerated after open and if so, for how long have you been able to keep it? I didn't realize it was so quickly perishable! Thanks for any suggestions.
I keep it refrigerated after opening– we use it up in about 3-4 days, and it still seems to be fine after that amount of time.
How sweet and content your little man looks with that smoothie. I love all the combinations.
Do you soak your chia seeds, especially if you're feeding them to your little ones? If so, for how long?
No, I don't soak them ahead of time– they break down completely in the Vitamix. However, if you're not using a high-speed blender, it would probably be a good idea to let them soak for at least 15 minutes to help them break down easier.
I Love your website! I reference it almost daily and try something new.
Hey Megan I love your website. Thanks for all the recipes you share with us. Have you tried making then in advance and refrigerate them? I know the fresher the better but sometimes there is just no time. How long do you thing will last in the fridge?
My son goes through them pretty fast (about four 6-ounce smoothies a day), and I only have 3 squeasy bottles at the moment, so I can only make them about a day in advance before they're gone. I imagine they'd last up to 3 days before going bad, though, if you have enough bottles for storing them!
I've been doing the same. The two new ingredients I've been using for my 1 year old's smoothie is dandelion greens and frozen figs. Different, but with the right combination is delicious!!
Whats the right combination? My 13mo old has mild anemia and dandelion greens and figs are both high in iron so I was thinking about incorporating them into a smoothie!
This is so great! Our little man just turned 6 months old today and we are getting ready to start solids soon. I love smoothies and can't wait to start making them for him. My favorite combo right now is banana, pineapple and mango with kale and full-fat coconut milk. So delicious and tropical! Thanks for the great recipes.


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THE MARATHA LIGHT INFANTRY: VALOUR AND TRADITION
by Col Vivek Chadha October 29, 2015
written by Col Vivek Chadha October 29, 2015
THE MARATHA LIGHT INFANTRY – Maratha valour is often associated with Shivaji, the illustrious king, whose saga remains a very important motivational symbol for the regiment. It is for this reason that the war cry of the regiment is a clarion call to the soldiers, in the name of the great warrior. The sound of 'Shri Chhatrapati Shivaji Maharaja Ki Jai', is one resounding cry that continues to motivate soldiers and strikes fear in the enemies of the country.
1 Maratha LI in action in Italy
Shivaji's physical prowess has been recorded in his ability to defeat and kill a seemingly stronger adversary in Afzal Khan. Similarly, his guile is illustrated by his escape from the Mughal prison. These characteristics continue to best describe the Maratha soldier even today. The lean frame of the soldiers and their rustic simplicity obfuscates their tremendous physical capacity, stamina, resilience and grit in the face of adversity. There are numerous examples of dogged resistance and strong character of soldiers, which has led to the eventual defeat of the enemy.
These characteristics when combined with their adeptness at guerrilla warfare, have created a capacity that has notched up a series of victories on the battlefield. It is this lineage, which inspires the regiment since its raising in the eighteenth century.
The Maratha Light Infantry is one of the oldest regiments of the Indian Army. Raised on 04 August 1768, as the Second Bombay Sepoys, the Regiment has a glorious past. The battalions of the Regiment served both within and beyond India, distinguishing themselves in combat. These units, which were part of the East India Company, participated in many historic battles, to include Seedaseer and Seringapatnam.
The battle performance of the battalions was described as "seldom equalled and never surpassed" by Lord Wellesley, on account of their achievements.
The Regiment fought in areas as far-flung as China, Kahun, Middle East and the Abyssinian campaign. During the Peninsular War of the eighteenth century, special lightly armed troops, noted for their courage, were used for swift encircling movements to outflank the enemy. It was not without reason that General Sir Charles Napier praised the fighting prowess of the Marathas and said, "with the Bombay soldiers of Mainee and Hyderabad, I could walk through all lands. They are active, daring, hardy chaps, worthy of Shivaji himself."
The achievements of the men, who gave the regiment the place of pride it holds, have collectively contributed to creating a unique and envious record not only on the battlefield but also in various facets of soldiering. These achievements make the Regiment distinct, in ways beyond the obvious, and provides an interesting perspective of life in uniform over the ages.
The Regiment is 247 years old and is the fifth in the order of seniority amongst all the regiments of the Indian Army. It has given the army and its regiments distinguished leadership that remains a benchmark even today. Not only did it give the country a Chief of Army Staff in
General J.J. Singh, he was also accompanied by two army commanders at the same time. The Regiment also had the distinction of giving the army a VCOAS. This leadership was also experienced over-seas when Lt Gen Satish Nambiar commanded the United Nations Protection Force in erstwhile Yugoslavia. The Regiment has also given Colonels of the Regiment to the Assam Regiment and Jammu and Kashmir Light Infantry. The Limca Book of Records highlights eight Lieutenant Generals of the Regiment serving simultaneously, as a unique achievement till date.
The Regiment has been at the forefront of forging ties with the sister services as well. Bonds of camaraderie and friendship forged on the battlefield were welded together through affiliations with the INS Mumbai, 20 Squadron Indian Air Force and Indian Coast Guard Air Station, Daman. This has seen officers and men participate in training and social events regularly and has contributed to a deeper understanding of each other's working conditions.
The Regiment has continued to maintain its linkages with Kolhapur, Baroda and Hyderabad state forces that have traditionally been affiliated with the Marathas. These bonds have only strengthened over the years and remain a source of inspiration and an emotional connection with the legacy of the land that has produced sterling fighting qualities.
These affiliations have been nurtured with the evolution of the army and its role. The 109 and 101 Territorial Army battalions continue to strengthen the roots of the regiment in Kolhapur and Pune, even as they carry out onerous responsibilities in counter-insurgency operations. The Regiment also contributes to 17, 27, 41 and 56 Rashtriya Rifles battalions, which are one of the highest number linked with any regiment of the Army. Their contribution to peace and stability in difficult areas has been commendable. The Regiment prides itself in being the only one to have provided two Parachute (Special Forces) battalions, 2 and 21 Para (SF), which have distinguished themselves and created a history worth emulating. These linkages extend to 10 Mechanised Infantry, which is the erstwhile 20 Maratha LI and 34 and 36 Medium Regiments of the artillery.
In the field of sports, the Regiment has produced some of the finest sportsmen in the country, who have won medals at the Olympics, Asian and National championships. The Regiment achieved a distinguished record when it contributed three members of the 1960 Rome Olympics hockey squad to include Major Shantaram Jadhav, Subedar Shankar Laxman and Naik Vishwas Patil. Regimental wrestlers have won numerous awards at Commonwealth, Asian and National games, reinforcing the traditional wrestling heritage of the Marathas. These achievements have also been witnessed in shooting championships at the national level.
Col H.S. Chauhan (Retd) is amongst the mountaineering pioneers of the Country and Maratha LI Regiment
The sporting prowess of the Regiment has been accompanied by equally unique achievements in adventure sports. The resilience of the Maratha soldier and the steadfast spirit has been in evidence through the achievements of Colonel HS Chauhan (Retired), President Indian Mountaineering Foundation, who is a veteran in the field of mountaineering, with numerous firsts to his credit. His distinguished achievements have since been emulated by Colonel Saurabh Singh Shekhawat, one of the most decorated officers of the army, Lt Col I.S. Thapa, Major DJ Singh and members of their team who scaled Mount Everest as part of the expedition which was primarily selected from the Regiment. The regimental white water rafting team has also matched the mountaineers, participating in national and international events over the years.
The Marathas have been known for their unique marching style, given the light infantry traditions. This entailed a faster speed of marching and movement. Despite this differentiation, which was considered a limitation for normal marching speeds of 120 steps a minute, the Regiment has won the best marching contingent twice at the Republic Day parade. The contingent also had the unique privilege of marching during theFrench Bastille day in 2009, scripting history on foreign soil.
In addition to the achievements on and off the battlefield, the Regiment has contributed to the political evolution of the country, with Major Sudhir Sawant being elected as a Member of Parliament in the Lok Sabha and Colonel D.K. Sherawat having been elected to the Delhi State assembly.
The Regiment is also unique as the Regimental Centre at Belgaum has won a battle honour "Sharquat", when it was active as a battalion- the 114 Mahrattas.
The uniqueness of every regiment is often best illustrated, at least from the perspective of appearance, through the uniform, accoutrements and its symbols. The hackle worn on the cap is illustrative of the historical association of the Regiment. The Bombay Army during 1788 was reorganised into the 1st and 2nd Brigades. Red plumes adorned the headgear of the 2nd Battalion of the 1st Brigade and green hackles were a standard part of the British Army Light Infantry regiments around 1797. The Marathas and the 1st Battalion of the Oxfordshire and Buckinghamshire Light Infantry fought alongside each other in the Mesopotamia war as part of the same brigade. As a symbol of this association, the green portion was added to the red and so emerged the Maratha Light Infantry red and green hackle.
'Malkhamb' is a regimental speciality, which embodies the best of physical prowess and the rich cultural heritage of Maharashtra. This was started as an exercise by the Maratha Admiral, Kanhoji Angre to keep sailors physically fit. The mast of the ships was utilised for exacting gymnastic movements and postures, which continue to be performed by soldiers of all Maratha battalions even today. Similarly, 'Lezim', which was performed to welcome victorious armies in the past, is still done with great gusto in battalions for celebrating cultural events and achievements in all spheres of soldiering.
The regimental flag owes its lineage to the colours of 114 Mahrattas, the battalion which eventually became the Regimental Centre. The motto of the regiment is Duty, Honour, Courage, best exemplifying the spirit and approach of the soldiers to the profession of arms. Light infantrymen drew inspiration from American sharpshooters. The bugle horn was used to control the movement of troops. Thereby came the bugle with cords on the Light Infantry cap badge. When India gained independence, the Ashoka lions and the national emblem, replaced British crown atop the badge.
Maratha wrestlers in action
The Regiment also had a unique lanyard around the neck with ends in both front pockets. This was changed to the original lanyard in 2002, which is worn on the left shoulder. 5 Maratha LI is the only battalion which wears a blue lanyard on the right shoulder, unlike the green one worn by the rest of the Regiment, as an honour bestowed upon it.
Around the mid-eighteenth century, the need for swift manoeuvres was felt. Thus, the light infantryman was trained to move swiftly. Drill movements also incorporated this aspect, which saw the marching speed being stepped up to 140 steps per minute.
The regimental march past is in honour to the capture of Sinhgarh by Shivaji's lieutenant, Tanaji Malusare. The march is appropriately titled: Sinhgarh and has been composed and arranged by Subedar A.P. James. Incidentally, 04 February is celebrated as Maratha Day to commemorate the capture of Kondana fort, which was renamed as Sinhgarh, to enshrine the valour of Tanaji Malusare. This subsequently led to the capture of six more forts by Shivaji, heralding his ascent.
Col Vivek Chadha (Retd), commanded 1 Maratha LI and is presently Research Fellow at IDSA,
Col Vivek Chadha
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nice information , here is the information in short
nice information, but here is the information in short
THE INFANTRY: GRIT, GUTS AND GLORY
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