Lance Cpl. Miguel GomezHernandez enlisted in the Marine Corps in August 2014 knowing he wanted to work on communications electronics; so he became a telephone systems computer repairman and was assigned to Repairable Management Company, 1st Maintenance Battalion, 1st Marine Logistics Group. GomezHernandez didn't find anything appealing in being average, so he took company honor graduate in recruit training and graduated top of his class in Military Occupational Specialty school. As he continued to become a motivated and exceptionally well-rounded Marine, he was recently meritoriously promoted to corporal and also named 1st MLG Marine of the Year. "This is all really humbling," said GomezHernandez, "This isn't the end for me though, I still have bigger goals in mind." GomezHernandez, from Tampa, Fla., says that the inspiration from his Navy JROTC mentor Sgt. Maj. Hall (USMC Ret.) coupled with his wife and family's continued support keeps him pushing forward in his career.
Lance Cpl. Gabriel R. Gehr, electrical equipment system technician with Utilities Platoon, Engineer Maintenance Company, 1st Maintenance Battalion, 1st Marine Logistics Group, poses with his wife, Kaitlyn, after receiving the Purple Heart aboard Camp Pendleton, Calif., May 5, 2014. More than a year earlier on Nov. 20, 2013, Gehr sustained shrapnel injuries from an anti-tank rocket while supporting Operation Enduring Freedom. Gehr, 21, is from Delphos, Ohio.
Lance Cpl. Gabriel R. Gehr, electrical equipment system technician with Utilities Platoon, Engineer Maintenance Company, 1st Maintenance Battalion, 1st Marine Logistics Group, wears the Purple Heart after receiving the medal aboard Camp Pendleton, Calif., May 5, 2014. More than a year earlier on Nov. 20, 2013, Gehr sustained shrapnel injuries from an anti-tank rocket while supporting Operation Enduring Freedom.
Sergeant Rolando Morales, left, chief scout with Alpha Company, 1st Light Armored Reconnaissance Battalion, 1st Marine Division, and Lance Cpl. Vladimir Charles, right, a scout with Alpha Co., 1st LAR, pose in front of a static display of equipment as part of Special Purpose Marine Air Ground Task Force ASEAN, aboard amphibious transport dock ship USS Anchorage (LPD-23), March 31, 2014. As part of SPMAGTF-ASEAN, 1st LAR showcased their territorial defense capabilities alongside units with 1st MLG on their mission to support the U.S. Secretary of Defense Chuck Hagel, during the Association of Southeast Asian Nations press conference in Hawaii, April 1-4, 2014. SPFMAGTF-ASEAN conducted further training at sea starting April 7, 2014.
Lance Cpl. Jose Arredondo, a light armored vehicle crewman with 1st Light Armored Reconnaissance Battalion, 1st Marine Division, cleans the barrel of a 25mm Bushmaster chain gun while part of Special Purpose Marine Air Ground Task Force ASEAN, aboard amphibious transport dock ship USS Anchorage (LPD-23), April 15, 2014. As part of SPMAGTF-ASEAN, 1st LAR showcased their territorial defense capabilities alongside units with 1st MLG on their mission to support the U.S. Secretary of Defense Chuck Hagel, during the Association of Southeast Asian Nations press conference in Hawaii, April 1-4, 2014. SPFMAGTF-ASEAN conducted further training at sea starting April 7, 2014. Arredondo is from Reno, Nevada.
Marines and sailors with Special Purpose Marine Air Ground Task Force Association of Southeast Asian Nations participate in a Swim Call - allowing them to swim in a small area behind the ship, secured by lifeboats and a safety line aboard amphibious transport dock ship USS Anchorage (LPD 23), April 11, 2014. Swimming in the sea, more than a thousand miles away from land, provided the Marines and sailors with a physically intensive but unique experience. The event was one of many recreational events held with SPMAGTF-ASEAN to relieve stress and build unit cohesion. SPMAGTF-ASEAN, aboard Anchorage, recently completed a mission to support U.S. Secretary of Defense Chuck Hagel during a press conference with delegates and media personnel from the ASEAN in Hawaii, April 1-4, 2014 and is currently at sea conducting further training and maintenance on equipment.
Sgt. Aren King, left, a light armored vehicle mechanic with 1st Light Armored Reconnaissance Battalion, 1st Marine Division is cheered on by his fellow Marines alongside Lance Cpl. Michael Sigur, a supply clerk with 1st Maintenance Battalion, 1st Marine Logistics Group. King and Sigur won second and third place respectively during a talent show as part of Steel Beach, a barbecue held aboard amphibious transport dock ship USS Anchorage (LPD 23) to build unit cohesion, April 13, 2014, as part of Special Purpose Marine Air Ground Task Force Association of Southeast Asian Nations. SPMAGTF-ASEAN, aboard Anchorage, recently completed a mission to support U.S. Secretary of Defense Chuck Hagel during a press conference with delegates and media personnel from the ASEAN in Hawaii, April 1-4, 2014 and is currently at sea conducting further training and maintenance on equipment. King is from Orlando, Fla.
Staff Sgt. Ross Larson, a combat engineer with 7th Engineer Support Battalion, attached to Special Purpose Marine Air-Ground Task Force Association of South East Asian Nations, briefs international media personnel on the MAGTF's humanitarian aid capabilities during a static display aboard amphibious transport dock ship USS Anchorage (LPD 23) in support of the ASEAN conference held by U.S. Secretary of Defense Chuck Hagel in Hawaii, April 2, 2014. Delegates and media personnel, from 10 Southeast Asian countries, attended the exhibit to learn more about the Navy and Marine Corps' humanitarian aid and disaster relief capabilities. As subject matter experts with firsthand experience on their equipment, the Marines and sailors who participated were able to increase the international public's understanding of what the Navy-Marine Corps team can do during disaster situations, and built rapport with foreign officials and militaries.
Lieutenant Col. Mark T. Donar, commanding officer, Special Purpose Marine Air-Ground Task Force Association of South East Asian Nations, briefs international media personnel on the MAGTF's humanitarian aid and disaster relief capabilities during a static display aboard amphibious transport dock ship USS Anchorage (LPD 23) in support of the ASEAN conference held by U.S. Secretary of Defense Chuck Hagel in Hawaii, April 2, 2014. Delegates and media personnel, from 10 Southeast Asian countries, attended the exhibit to learn more about the Navy and Marine Corps' aid capabilities. As subject matter experts with firsthand experience on their equipment, the Marines and sailors who participated were able to increase the international public's understanding of what the Navy-Marine Corps team can do during disaster situations, and built rapport with foreign officials and militaries.
Brigadier Gen. Vincent A. Coglianese, commanding general, 1st Marine Logistics Group, speaks to Lieutenant Cmdr. Jennifer L. Forbes, executive officer of amphibious transport dock ship USS Anchorage (LPD 23), March 20, 2014. Anchorage, with embarked Marines from 1st Marine Expeditionary Force, was off the coast of California conducting amphibious warfare certification training. The Marines will conduct aircraft landing operations, live-fire training, martial arts and other drills in order to maintain their position as an expeditionary force in readiness.
Lieutenant Col. Mark T. Donar, commanding officer, 1st Maintenance Battalion, 1st Marine Expeditionary Force, discusses his unit's expeditionary capabilities with Brig. Gen. Vincent A. Coglianese, commanding general, 1st Marine Logistics Group, aboard the amphibious transport dock ship USS Anchorage (LPD 23), March 20, 2014. Anchorage, with embarked Marines from 1st MEF, was off the coast of California conducting amphibious warfare certification training. The Marines will conduct aircraft landing operations, live-fire training, martial arts and other drills to in order to maintain their position as an expeditionary force in readiness.
Brigadier Gen. Vincent A. Coglianese, right, commanding general, 1st Marine Logistics Group, speaks to Senior Chief Electrician's Mate Glenn Williams, aboard amphibious transport dock ship USS Anchorage (LPD 23), regarding the ship's navigation systems, March 20, 2014. The USS Anchorage, with embarked Marines from 1st Marine Expeditionary Force, was off the coast of California conducting amphibious warfare certification training. The embarked Marines will conduct aircraft landing operations, live-fire training, martial arts and other drills in order to maintain their position as an expeditionary force in readiness.
Brigadier Gen. Vincent A. Coglianese, commanding general, 1st Marine Logistics Group, and Col. Tracy W. King, commanding officer, Combat Logistics Regiment 15, 1st MLG, joke with a sailor aboard the LPD 23 amphibious transport dock ship, USS Anchorage, March 20, 2014. The USS Anchorage, with embarked Marines from 1st Marine Expeditionary Force, was off the coast of California conducting amphibious warfare certification training. The embarked Marines will conduct aircraft landing operations, live-fire training, martial arts and other drills in order to maintain their position as an expeditionary force in readiness.
Marines with Combat Logistics Regiment 15, 1st Marine Logistics Group, compete in body jousting, an event in which Marines raced across a wet and soapy tarp with unit-decorated refrigerator boxes over their heads, during the regiment's physical training contest aboard Camp Pendleton, Calif., Jan. 24, 2014. In addition to blindly running across a slick surface, Marines also competed in a pugil-stick match and participated in a boots and utilities formation run. The winner of the overall physical fitness competition was Maintenance Battalion.
Marines with Combat Logistics Regiment 15 complete a boots and utilities formation run to the Las Pulgas football field aboard Camp Pendleton as part of a physical training session, Jan. 24, 2014. In addition to the formation run, the Marines faced off in a pugil-stick match over three feet of water and competed in body jousting, an event in which Marines raced across a wet and soapy tarp with unit-decorated refrigerator boxes over their heads. The winner of the overall physical fitness competition was Maintenance Battalion.
Marines with Combat Logistics Regiment 15, 1st Marine Logistics Group, face off in a pugil-stick match over three feet of water during the regiment's physical training competition aboard Camp Pendleton, Calif., Jan. 24, 2014. In addition to sparring with pugil sticks, the Marines participated in a boots and utilities formation run and competed in body jousting, an event in which Marines raced across a wet and soapy tarp with unit-decorated refrigerator boxes over their heads. The winner of the overall physical fitness competition was Maintenance Battalion.
Lieutenant Col. Mark T. Donar, incoming commanding officer, 1st Maintenance Battalion, Combat Logistics Regiment 15, 1st Marine Logistics Group, gives a speech after taking command of the battalion aboard Camp Pendleton, Calif., June 27, 2013.
Lieutenant Col. Christian D. Richardson, center, outgoing commanding officer, 1st Maintenance Battalion, Combat Logistics Regiment 15, 1st Marine Logistics Group, passes on his battalion's battle colors to the oncoming commanding officer, Lt. Col. Mark T. Donar,. left, during a change of command ceremony aboard Camp Pendleton, Calif., June 27, 2013. Richardson has served as the commanding officer since June 17, 2011.
Marines with 1st Maintenance Battalion, Combat Logistics Regiment 15, 1st Marine Logistics Group, march on the parade deck during their battalion's change of command ceremony aboard Camp Pendleton, Calif., June 27, 2013. During the ceremony, Lt. Col. Christian D. Richardson, the outgoing commanding officer, relinquished his command of the battalion to Lt. Col. Mark T. Donar.
Marines with 1st Maintenance Battalion, 1st Marine Logistics Group, study a terrain model prior to a patrol during the Basic Combat Skills Course aboard Camp Pendleton, Calif., April 18, 2013. Approximately 40 Marines participated in the three-week course designed to refresh Marines in the basics of Marine Corps combat skills to keep them ready for battle.
Marines with 1st Maintenance Battalion, 1st Marine Logistics Group, drag a fellow Marine after a simulated improvised explosive device detonated on a patrol during the Basic Combat Skills Course aboard Camp Pendleton, Calif., April 18, 2013. Approximately 40 Marines participated in the course designed to refresh Marines in the basics of Marine Corps combat skills to keep them ready for battle.
A Marine with 1st Maintenance Battalion, 1st Marine Logistics Group, holds security while on a patrol during the Basic Combat Skills Course aboard Camp Pendleton, Calif., April 18, 2013. Approximately 40 Marines participated in the course designed to refresh Marines in the basics of Marine Corps combat skills to keep them ready for battle.
Marines with 1st Maintenance Battalion, 1st Marine Logistics Group, review a map to locate their checkpoint on a patrol during the Basic Combat Skills Course aboard Camp Pendleton, Calif., April 18, 2013. Approximately 40 Marines participated in the course designed to refresh Marines in the basics of Marine Corps combat skills to keep them ready for battle.
Brig. Gen. John J. Broadmeadow (right), commanding general of 1st Marine Logistics Group (Forward) and Sgt. Maj. William T. Sowers, Combat Logistics Regiment-15 sergeant major, case the 1st MLG (Fwd) unit colors during a transfer of authority ceremony, Sept. 10. During their approximate seven month deployment, members of 1st MLG (Fwd) provided exceptional tactical logistics support to the International Security Assistance Force Marine Air-Ground Task Force.
Col. Stephen D. Sklenka (right), commanding officer of Combat Logistics Regiment-15 and Sgt. Maj. William T. Sowers, CLR-15 sergeant major, salute the colors during a transfer of authority ceremony, Sept. 10. CLR-15 stands poised to provide the same range of logistics operations as its predecessor, ensuring the Marine Air-Ground Task Force remains mission-ready.
Lt. Col. Christian Richardson, commanding officer, 1st Maintenance Battalion (-) Reinforced, 1st Marine Logistics Group (Forward) speaks to members and guests during a color casing ceremony at Camp Leatherneck, Afghanistan, Aug. 23. "Being able to take on this challenging mission of providing tactical logistics support throughout the battle space has been absolutely tremendous," said Richardson.
Provide intermediate-level maintenance support, to include wheeled and tracked vehicle recovery, salvage and disposal, and general maintenance support, for I MEF's ground equipment in order to improve and sustain MAGTF's combat power. Provide Secondary Reparable Management, including inventory management, storage, financial accounting, and maintenance for secondary and low-density reparables.


In a recent Workflow article, I mentioned that due to the complexity and special skills required to manage corporate campus logistics services, outsourcing is often a key ingredient to success. A new approach to outsourcing these services is now available, a topic I will expand on in this column.
First, let me revisit my definition of corporate campus logistics: a specialized service that ensures the efficient flow of materials and people at large multi-building office campuses serving thousands of employees. It's a workflow that spans a wide range — coordinating the receipt and distribution of supplies, equipment and packages; safely transporting thousands of employees as well as suppliers and contractors to locations within the campus; tracking and warehousing countless materials to support daily planned and unplanned workplace needs.
Because many enterprises do not have a centralized process, including the staff, expertise and technology to manage these diverse campus logistics activities, they often tap large commercial real estate companies to take on the complex challenge. The core business of a commercial real estate company, however, is managing physical real estate — overseeing business services is a secondary focus. Consequently, for many years, real estate companies have typically subcontracted facilities management and campus logistics services to a variety of different vendors.
This has led to the challenge of coordinating many vendors, each with distinct services tied to separate contracts as well as different methodologies, performance metrics and reporting systems. The various suppliers are responsible for providing a range of amenities, from shipping and receiving dock services to warehouse and inventory management, food service deliveries and employee shuttle services. For the real estate companies and their corporate clients, however, this approach is changing. Today, real estate companies have begun leveraging the benefits of working with one vendor as a partner who can provide comprehensive campus logistics services bundled under one contract, with one set of performance metrics and one efficient reporting system. The cost savings and efficiency gains associated with this new approach can be significant.
If on behalf of its corporate client a real estate company is managing five different service providers, each with a different performance management reporting system, the real estate company has to verify that the vendors are monitoring and reporting the correct key performance indicators (KPIs) using agreed-upon methods and that the data accurately reflects the corporate end-user's experience. In contrast, if the real estate company works with one vendor using one system to report performance data, including KPIs that have been clearly defined in SLAs (service level agreements), then the real estate company can much more easily access the data and understand how it can be applied to continuous process improvement.
Following is a summary of the most important benefits of the one vendor/one contract/one solution approach to delivering campus logistics services.
One Team: The real estate company has one team onsite managing the client's logistics services, collecting data, reporting and working to continuously improve critical functions from shipping, receiving and mail to shuttle services, food service deliveries and more.
One Contract: The real estate management company can combine multiple services bundled into one contract. This enables the real estate firm to secure a more consistent level of service from the provider.
One Performance Management System: The capability to track compliance with SLAs via one performance management system can enable campus logistics teams to effectively measure, manage, benchmark and drive continuous improvement in the services that are being provided.
Access to Technology: Access to advanced tools and technology is another potential gain when teaming with the right campus logistics service provider. Some examples of these tools include a cloud-based warehouse management system and a mobile enterprise mail and package tracking system.
Superior Vendor Management: Real estate companies can better coordinate various suppliers that support their clients' facilities management operation because there is one service provider onsite virtually 24×7, interfacing with and managing the suppliers and subcontractors, which is critical to supporting the efficient flow of people and materials throughout the environment.
Facilities management professionals are starting to leverage service providers that can deliver a bundled corporate campus logistics services offering that spans a wide range from shipping and receiving to reporting and analysis. This new trend can give real estate firms the confidence that the logistics services they manage will be innovative, efficient and aligned with their clients' business goals.
Ken Neal is a certified enterprise content management practitioner (ECMP) and fellow, corporate communications at Canon Business Process Services, a leader in managed services and technology.


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Development Saboteur Coaching
IDENTIFYING AND WATCHING A DEVELOPMENTAL SABOTEUR
Mon, 06/08/2015 - Christaian Lavers
Christian Lavers on Identifying And Watching A Developmental Saboteur in Youth Soccer
REPUBLISHED BY STORM FC FROM GOALNATION
Christian Lavers is the President of the ECNL and is Exec VP of US Club Soccer. Lavers is also an Assistant Coach with the National Women's Soccer League (NWSL) Chicago Red Stars and the Director of Coaching at FC Wisconsin Eclipse. His 16 years of coaching experience includes time with the U.S. Youth National Teams program.
Outspoken as always, here is a controversial indictment on what is happening in youth soccer today – as a bold act to protect today's youth soccer players who deserve better player development from coaches.
"Truth is dangerous. It topples palaces and kills kings. It stirs gentle men to rage … wakes old grievances and opens forgotten wounds. And yet there is one thing that is more dangerous than Truth. Those who would silence Truth's voice are more destructive by far." — Frances Hardinge
Speaking truth can be difficult, especially when doing so challenges long-held opinions, or forces re-examination of fundamental beliefs. Seeking, finding and embracing truth, however, is the only path to improvement. Youth soccer is filled with truths about player development – articles about coaching methods, curriculums for creating training sessions, presentations to watch training activities, and more.
The prevalence and distribution of these articles, courses, videos and presentations, has done much good – no coach in their right mind any longer questions that teaching technique at young ages is important, that passing is a skill while "kicking" is not, and that results should not be emphasized at young ages. These are truths that are easy to tell – they are culturally accepted and are so vague and general as to be impossible to argue against.
Impactful truth, in contrast, is often not easy to tell and not easy to hear. It challenges people, scares people, and sometimes offends people. It forces re-assessment and re-thinking, it stimulates change, it challenges the status quo. Here is one such truth in youth soccer:
Christian Lavers, President of ECNL
Many coaches, and much of the coaching that occurs in many of the youth soccer clubs in this country, is done in total opposition to the accepted truths of player development.
This is a harsh statement to make, and for parents and coaches in youth soccer, it can be even harder to hear. Still, the fact remains that many coaches, at the most important youth age groups, don't actually teach soccer technique or tactics, and don't progressively challenge players with new concepts and new technical challenges as they grow. Even fewer understand how to teach a young player to apply technique, and how to look at the game and actually SEE THE GAME – where to pass, how to find space, where and why to run, and why to make this choice or that.
In reality, the "truths" that are now commonly accepted about "what player development looks like," have failed to change the way many coaches train players and how many parents view youth soccer. Coaches put on sessions that "look right" but in actuality have little specific teaching or tactical application, and parents are confused as to how to identify whether their children are actually learning and improving – or whether they are just spending time on the field. There are two reasons for this disconnect: (i) a lack of understanding (or misunderstanding) of the differences between real development and pseudo-development; or (ii) a lack of desire to truly develop or be developed.
While the latter problem is a motivation problem that can't be externally fixed, the former problem can be – by more clearly speaking truth to eliminate grey area and misconceptions. In other words, the solution to correcting misunderstanding is to tell the truth with clearer words, in a blunt, impossible to misunderstand, and potentially hard-to-hear way.
The type of coach described above, the type that does not actually teach the game but instead practices pseudo-development, is a developmental saboteur. And while the term "saboteur" may be exotic or exaggerated, the negative impact of this type of coach on the long-term potential of his or her players is not. Below is an example of how the developmental saboteur operates in the soccer world:
Developmental saboteurs look the part and act the part, and they certainly talk the part. They wear the newest tracksuit, they drop catchy buzzwords, and they advocate a "style like Barcelona" (or whoever the latest, greatest team in the world may be).
In club soccer, developmental saboteurs usually coach primarily at the U10-U14 age groups. They pick these age groups carefully for two reasons. First, they involve parents and players that are frequently new to the game, and therefore uneducated about the soccer world. Second, these age groups are "sweet spots" for winning without teaching. At this age, the recipe for competitive success is relatively simple for anyone with basic soccer knowledge and poor motives: recruit 1-2 technically or physically advanced players, put them up front, be marginally organized, and play low-risk soccer (code for "kick the ball forward") everywhere else.
Developmental saboteurs use one or two players as their weapons and tools. They identify the best players at a young age (9-13 usually), those players who are already either physically advanced or technically advanced, (neither of which occurred with any aid from the coach), and then begin to become exceptionally close to their parents.
Developmental saboteurs sell visions of grandeur – making promises of incredibly bright futures, comparing this year's great player to the greatest player they have ever coached, and more. They tie this vision to their own exclusive ability to bring the chosen player to the Olympic podium. Developmental saboteurs exaggerate (or outright falsify) their connection to the pros, the national teams, or the biggest colleges – with promises of unique connections and abilities to open exclusive doors purely by their own word of mouth.
Having succeeded at identifying the most advanced player(s) and recruiting these player(s) to their teams, the developmental saboteur then proceeds to win most games at these young ages by "playing at soccer" – using competitive results to bolster their aforementioned claims.
Finally, in his or her most intelligent move yet, the developmental saboteur disappears around U15 or U16 to move on to the next young generation of players. Having already done their damage, the developmental saboteurs disappear just before their impact (destruction of long-term potential) begins to be seen – when the former star player(s) are no longer so dominant, and the lack of development of these stars or any of the other players begins to be seen on the scoreboard.
Through misunderstandings in the community of the truths of what development actually looks like, developmental saboteurs are often regarded as "good coaches," even as they quietly and competently destroy the long-term potential of their players.
They create a fake developmental environment with competitive success and little teaching, little learning, and little progress. The talents of their top recruits are carefully milked for short-term wins as the "coach" gets as much as possible from the advanced ability levels of the top players while rarely raising any player's ability level an inch.
Developmental saboteurs use the game for their own benefit, and destroy the potential of the game to benefit their players. They do this by selling promises they can't keep, and misleading parents and players with ambiguities laced with buzzwords. They are successful just long enough in one generation in order to move on to the next one with their artificial track-record of success.
Correcting the misunderstandings requires recognizing the developmental saboteurs. It isn't difficult if you know what to look for, and more importantly, if you care enough about the long-term potential of young players to look carefully. Developmental saboteurs:
Talk well about the game, but in meaningless generalities. Their words are right, but the context is wrong, the purpose absent. By mixing soccer terminology with long-winded soliloquies they convince people of their own intelligence by confusing them or boring them.
Are full of exaggerated compliments and huge promises, creating "special connections" that are used to put a damper on the doubts and uncertainties that players and parents begin to feel over time.
Constantly throw out the names of players from years past (more and more distant over time) that "they developed" as proof of their ability. Often, current top players are told of how they could be the next "special player" – or even that they are already better than that "special player" was at the same age. (On a side note: beware of any coach claiming to be the "special coach" who developed a "special player." Players develop primarily based on their own abilities and desires; if you want to know who the "special players" credit for helping them – ask them.)
Use buzzwords on the sideline of games that sound good and developmentally focused, but their players show little understanding of what these terms mean or lack any idea about how to do what they are asked. This is a clear indication that they have never been taught anything that they are now being yelled at to do. Phrases like "pass the ball" and "keep the ball" that are thrown out to players with no passing technique, or players that have no idea where to look to pass the ball, are attempts to sound good to the sidelines while hiding the fact that there has been no development in the individual.
Have teams totally dominant on 1-2 players who are technically or athletically gifted, and are surrounded by other players that also happen to be on the field for the sole purpose of giving the ball to these "next special player(s)." The "also on the field" players usually can't do much right except give the ball to the "next special player(s)" – and most mistakes are their fault
Have a litany of reasons for any loss, most of which are focused on outside factors – especially the referee. They use these excuses in an attempt to draw attention away from the real reasons for these losses – lack of development. These excuses become much more frequent over time – as earlier doormat opponents become more and more competitive, and previous big wins become close wins and eventually losses.
Isolate their top player(s) from outside influences and information – keeping them away from other coaches, other environments, and other influences. This protects the naivety of these players and their parents – without other different information they are left with only one source of information, the wrong one.
Create in their young teams a fear of separation, a feeling that they must stay together because of their incredibly unique bond, or their special potential. These feelings are also used to isolate players and parents from conflicting information and different experiences so that they don't even consider looking outside of this fake Shangri-La.
If your son or daughter is playing in one of these environments, recognize what is happening; their potential is being lost at the ages where it is most important that they learn the most. Their long-term futures are being destroyed for the short-term goals of the development saboteur.
In Coaching, Player Development Tags Waxahachie Soccer, Mansfield Soccer, Midlothian Soccer, Weatherford Soccer, Arlington Soccer, Desoto Soccer, Red Oak Soccer, Corsicana Soccer, Waco Soccer, Ennis Soccer, Duncanville Soccer
Communication; How good are we actually at it?
We think of computers as smart and powerful machines. But your goldfish is smarter. Unlike a goldfish, a computer can't really do anything without you telling it exactly what you want it to do. A computer doesn't have a mind of its own--it needs someone else's to function.
Programming requires you to break things down to their absolute essence before building them back up again. For example, if you wanted a computer to make a sandwich for you, first you'd have to explain what a sandwich is (and maybe what it isn't), what ingredients go into a sandwich (and maybe which ones don't), how to assemble it, and every other little sandwich-related thing. When programming a computer, you can't assume a whole lot. It knows next to nothing.
Learning to program is a humbling experience. It forces you to see how well you actually understand things in the real world. Do I really know sandwiches well enough to explain them to someone (or, in the case of a computer, something) who has never heard of them? Yeah, probably. But what about more complicated things?
Once you start thinking this way, you realize how much you assume. It's easy to convince yourself you know something until you have to explain it to someone else. Then the truth comes out.
Learning how to program has taught me that I need to explain things more clearly--and not only to machines. I used to assume a lot and rush through things. But now, when I describe something new to someone, I find myself slowing down, breaking the idea down in my mind and explaining it piece by piece. I'd rather be asked to speed up than risk going too fast and skipping over the fundamentals that really matter.
For example, just yesterday, I was telling someone where I lived in Chicago. I said "Wicker Park," and I figured he knew where that was. He was polite, so he didn't stop me, but I could tell by his face that Wicker Park didn't mean anything to him. So I stepped back, slowed down, and explained where Wicker Park was in relation to somewhere else he knew in Chicago. Now it made sense. The example may seem trivial, but if I wasn't learning to program, I doubt I would have had the self-awareness to slow down.
I can see this helping me all over the place. Let's say I'm trying to explain Basecamp, our project-management software, to a new customer. It's so easy to assume this person knows what project management is. But maybe she doesn't. Or maybe she has a different understanding of what project management means. Who knows? But I do know that if I assume nothing--ironically, if I approach her not as a human being but as a computer--I'll have a better shot at making a clear and deep connection. And in business, nothing matters more than that.
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Recently I heard someone say, "Communication is easy." I disagree. Talking is easy; communication, which means an exchange or communion with another, requires greater skill. An exchange that is a communion demands that we listen and speak skillfully, not just talk mindlessly. And interacting with fearful, angry, or frustrated people can be even more difficult, because we're less skillful when caught up in such emotions. Yet don't despair or resign yourself to a lifetime of miscommunication at work or home! Good communicators can be honed as well as born. Here are a few tips to get you started.
Don't take another person's reaction or anger personally, even if they lash out at you in what seems a personal manner. Another person's mood or response is more likely about fear or frustration than it is about you as an individual. Take a deep breath and count to 10, and see it as a way of letting the other person vent before he is able to communicate what's really on his mind.
You don't have to have all the answers. It's OK to say, "I don't know." If you want to find out, say so, then follow up to share your findings. Or you may decide to work on the problem together to find the answer.
Respond (facts and feelings); don't react (feelings) -- e.g., "Tell me more about your concern" or "I understand your frustration" instead of "Hey, 'm just doing my job" or "It's not my job" (which is sure to cause more irritation). Share responsibility for any communication in which you're a participant, and realize that sometimes, maybe often, your own personal reactions may be causing your frustrations about communicating with others.
Understand that people want to feel heard more than they care about whether you agree with them. It's strange how many people complain about others not hearing them, yet they don't listen to others either! You can show that you're listening by giving someone your complete attention and saying things like:
"Tell me more about your concern."
"What is it about XXX that concerns you?"
"I'm interested in what you've just said. Can you share a little bit about what lead you to that belief?"
"What would have to happen for you to be more comfortable with XXX?"
Remember that what someone says and what we hear can be amazingly different! Our personal filters, assumptions, judgments, and beliefs can distort what we hear. Repeat back or summarize to ensure that you understand. Restate what you think you heard and ask, "Have I understood you correctly?" If you find yourself responding emotionally to what someone said, say so, and ask for more information: "I may not be understanding you correctly, and I find myself taking what you said personally. What I thought you just said is XXX; is that what you meant?"
Acknowledge inconvenience or frustration and offer a timeline, particularly if you need someone else's cooperation or your activities will affect them. For example, if you'll be updating someone's desktop computer system and need access to her office, you might say, "I know it's frustrating to have someone in your space at a time that might not be convenient for you, and I appreciate your cooperation. It'll help us to keep your system working well. We expect to be in your office at about 3 p.m., and out by 5 p.m."li>Don't offer advice unless asked. This can be tough, particularly if we have experience that we think might benefit another person. Use respectful expressions such as "One potential option is..." or "One thing that helped me in a similar situation was X. I'd be happy to share more about my experience if you think it'd be helpful to you" instead of "You should do X."
Look for common ground instead of focusing solely on differences. What might you both be interested in (e.g., making the experience as nondisruptive as possible)? One way to begin discovering commonality is to share your underlying intention -- for example, "My intention in sharing this is to help you succeed on this project."
Remember that change is stressful for most people, particularly if your activities affect them in a way that they aren't scheduling or controlling. Our routines can be comforting in the midst of what appears to be a chaotic world. So if you're in someone's space or need him to do something on your timeline, provide as much information as you can about what you'll need from the person and when. If you can, tell him how what you're doing will benefit him.
Work to keep a positive mental focus. One of the choices we always have is how we see or experience any given circumstance. Many people who are considered skillful and successful, including professional athletes and cultural leaders, work to maintain a positive mind-set. Ask yourself, "What's great about this?" or "What can I learn from this?" to help maintain a positive state. Don't forget to adopt a variety of stress reduction practices that work best for you.
Understand that most people, including you, have a unique, often self-serving, agenda. This isn't necessarily bad, because it helps us achieve and protect ourselves. Just don't assume that someone will know or share your agenda, so talking about what's most important to you and asking what's most important to others, can help build a solid foundation for conversation.
Improve your listening skill. Most people think they listen well, but the truth is that most of people don't listen at all -- they just speak and then think about what they're going to say next. Good listening often means asking good questions and clearing your mind of distractions, including what you're going to say next, whom you're meeting with next, or what's going on outside. When someone makes prickly comments or complaints, there's often a concern or fear lurking. Like a detective, ask questions that get to the bottom of someone's real concern or agenda. Only then can you have a truly rich, beneficial conversation.
Tags Waxahachie Soccer, Weatherford Soccer, Midlothian Soccer, Red Oak Soccer, Ennis Soccer, Corsicana Soccer, Waco Soccer, Desoto Soccer, Duncanville Soccer, Arlington Soccer, Mansfield Soccer

redpajama_set_name: RedPajamaCommonCrawl


Verify that the HTML Access Agent is installed on the View desktop.
Verify that the CA-signed certificate was copied to the desktop.
Verify that the Certificate snap-in was added to MMC. See Add the Certificate Snap-In to MMC on a View Desktop.
In the MMC window on the View desktop, expand the Certificates (Local Computer) node and select the Personal folder.
In the Actions pane, go to More Actions > All Tasks > Import.
In the Certificate Import wizard, click Next and browse to the location where the certificate is stored.
To display your certificate file type, you can select its file format from the File name drop-down menu.
Type the password for the private key that is included in the certificate file.
Select Include all extendable properties.
The new certificate appears in the Certificates (Local Computer) > Personal > Certificates folder.
Verify that the new certificate contains a private key.
In the Certificates (Local Computer) > Personal > Certificates folder, double-click the new certificate.
In the General tab of the Certificate Information dialog box, verify that the following statement appears: You have a private key that corresponds to this certificate.
If necessary, import the root certificate and intermediate certificates into the Windows certificate store. See Import Root and Intermediate Certificates for the HTML Access Agent.
Configure the appropriate registry key with the certificate thumbprint. See Set the Certificate Thumbprint in the Windows Registry.


Cooper VanKooten earned his second win of the season Friday for the Lions. It sure didn't look good for awhile, though.
VanKooken, a former Greenwood standout, worked 3 2/3 innings in relief for the victory. VanKooten kept it close until the Lions could explode for 10 runs in the fifth inning to give themselves a key Heartland Conference series win.
VanKooten has appeared in 13 games with a 4.85 earned run average.
Foster Pace (Flower Mound, Texas) finished off the Lions' victory with 4 1/3 innings of spotless relief.
UAFS sent 14 batters to plate during its 10-run fifth Friday. Three players — Brandon Warner, Kyle Love and Trent Powell (Lawton, Okla.) — had two hits apiece in the big inning. Powell had the biggest blow of the game, a grand slam.
Powell, who had appeared in just 15 of the team's first 30 games, finished with five RBIs in the win. He had just two prior to Friday.
UAFS (17-14, 4-5) opens a three-game conference set with Rogers State on Thursday.
Former Southside tennis standout Ethan Eddleman earned a hard-fought 6-4, 6-2 decision Friday over St. Mary's Alex Gee in Arlington, Texas.
The Lions, however, dropped a 4-1 decision to the Rattlers in Heartland Conference action.
The doubles duo of Luke Anderson (Mulberry) and Brady Kenyon dropped a 6-2 decision. The Lions' Zach Delmonico and Andrew Anderson lost, 6-2, as well.
Delmonico, Luke Anderson, Daniel Borrero suffered losses singles play as well.
The Lady Lions dropped a 4-1 decision to St. Mary's Friday. Bianca Koen and Samantha Wong beat the Rattlers' lly Maciel and Alex Corder 6-4 in No. 1 doubles play.
The Lions (5-7, 0-3) remained winless in Heartland Conference play.
It's been awhile since the Lady Lions' golf team hit the links.
They're set for Monday, however.
UAFS will conclude its spring schedule with the two-day Hardscrabble Invitational.
The Lions will compete in the Heartland Conference Tournament on April 14.
UAFS junior Alejandra Rodriguez shot a 13-over-par 157 the last time she took to the links on March 18 in Owasso, Okla. Rodriguez shot 82-75. Teammate Tyler Morrison shot 82-78.
The Lions' men haven't played since taking seventh March 25 at the St. Edward's Invitational.
Quitman, Texas, native Jeremy Bates shot a three-round score of 208 (67-73-68).


text:
Monday & Sunday: Closed
Tuesday-Saturday: 11:00am -9:00pm
We are CLOSED Thursday April 8, 2021
Door Dash
Denver's Best and Most Authentic Mexican Restaurant
Come join us on our patio or dining room!
Authentic Mexican Food in the Heart of Denver
Fresh Mexican Food & Cold Cocktails
Come Enjoy our Amazing Patio!
The Best Mexican Restaurant in Denver!
Denver's Best & Most Authentic Mexican Restaurant
Thank you for your continued support. These are some tough times and we will get through this together.
We will continue to stay open for Dine In (both in our dining room and our our patio), Carry Out, and Deliveries. (Grub hub, Postmates, Door Dash and Uber Eats).
We want to ensure everyone that we are taking every safety precaution from handwashing, using gloves, and limiting the amount of person to person contact etc… for the safety of your family and ours.
Thank you again for your support.
Welcome to El Noa Noa Mexican Restaurant, family owned and operated.
El Noa Noa Restaurant was founded in May of 1980 by Mr. and Mrs. Raul and Hortencia Medina. The restaurant got it's name from a song that was written and sung by Juan Gabriel called El Noa Noa. The song is about a nightclub in Juarez, Mexico which had live entertainment; a very popular upscale dance place to go to where Juan Gabriel became famous. The Medina's liked the song so much and the story behind it that they decided to name their restaurant after this song.
When Raul and Hortencia first opened, it was a little take out place with only five tables, but with help from friends and family, they began to grow. The original restaurant is what you see when you first walk in. It used to be the kitchen and sitting area. Then, five years later they moved the kitchen to the middle of the building. A year later they added the living room, called the Gypsy's Corner. During the opening year the Medina's had Flamenco dancers and a famous flamenco guitarist, Rene Heredia play on the weekends. Later Marty Martinez, a singer/entertainer had people dancing the night away.
Eventually the restaurant expanded to five different buildings. In the spring of 1988, they opened a small version of the patio. Over the years it has expanded to the space that people enjoy up to this day.
Here at El Noa Noa we take great pride in all our accomplishments and thank all of our customers for many great years. As Raul always says, "Builders can't start from the roof down. You have to start from the foundation and build up." We want you to feel like part of our family and enjoy your visit here. So, thank you for visiting us and to all of our loyal customers for keeping us on the map.
Come stop in and see us today, or give us a call (303) 623-9968.
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722 Sante Fe Drive, Denver, Colorado 80204
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©2022 El Noa Noa Mexican Restaurant


If you've got a serious case of wanderlust or luxury travel makes your heart skip a beat, you may already be familiar with glamping. If you haven't yet heard of glamping, it's probably time you get the scoop.
Glamping is one of those trendy, made up words that travel marketing pros gobble up. It's one of those words that will make it on those end-of-year lists ("new words we heard this year" or "overused buzz words of the year"), if it hasn't already.
Glamping is considered fancy schmancy, glamorous camping. You could go glamping by booking a "glamping" getaway via a travel company or resort, where all the "work" is done for you–no tent to set up, no heavy packs to carry, no meal preparation to think about. You arrive, and voila! everything is already set up for you. Perhaps the glamping experience is set to a background of luxury, turquoise waters, or some other luxurious travel destination. Perhaps it involves a guide, who also prepares four course meals for camping clientele.
Glamping could also be more DIY, such as camping in a luxury RV or a motorhome decked out with all the latest creature comforts of home, leaving little reason to ever want to leave your RV–for example, with cable TV, wireless, luxury washer/dryers, endless hot water heaters, and posh bedding, an outdoor entertainment center (think 50″ television and state of the art sound system) and gourmet outdoor kitchen. You might boondock on public land with a pristine view of the Tetons, or stay at a luxury RV Resort dedicated to serving campers seeking a high-end camping experience.
Glamping could also be a DIY tent camping trip experience, involving wine, gourmet meals, meats or seafood for the grill, candles, and music that fits the mood, and maybe designer tents, packs, and camping accessories.
Glamping may just be the modern spin on traditional camping, affording people with means and opportunity to experience "real" camping and connect with nature. Glamping may also be especially attractive for urban and suburban dwellers who are accustomed to living luxury lifestyles compared to most standards, and who long to step out of their comfort zone, but don't want to step out too far.
However you spin glamping, however, camping remains an integral part of the experience. It may not be your kind of camping or your favorite kind of camping, but whatever gets people out to connect with nature has to be a good thing.
Personally, I love my RV camping experience. In my mind, it is glamping compared to some of the rugged backcountry camping I've done in the past. I'm more than thrilled with the experience, whatever it happens to be called this year in the travel industry.