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What makes a couple getting married, my couple?
Over the years, I have had the privilege of helping many couples with their wedding planning and, as a result, have spent a lot of time with them. So, although I don't know whether I can accurately tell you where they shop, what they eat, or what their getting-ready-for-bed rituals are, I can tell you a few of the most common characteristics that tell me a couple planning their Chicago wedding is a couple who belongs in the A Fresh Event family.
OK, not necessarily just Hall & Oats. But, the point is, my couples love music and they want to find the best ways to incorporate their favorite songs into their wedding day. Actually, when we start to talk about music is usually when I really know we were meant to be together. They'll say something like: "We'd like the last song of the night to be 'I Believe I Can Fly'" or "Do you think it would be weird to toss my bouquet to Ludacris' 'Move B*tch'?" or "How can we best incorporate Nine Inch Nails into our day?" The list goes on and on.
Traditions are important to my couples until, well … until they're not. I mean, wear a garter, totally! I did at my wedding (in tribute to my late grandma), but there was no tossing it around the place. My couples stick with only the traditions that make sense to them, which makes everything feel more genuine and awesome.
My couples understand the importance of what the day is about, but they also just want to party their faces off and dance the night away. It pretty much goes without saying that, when I create your wedding-day timeline, I'm making sure that dance floor opens ASAP because, come on, you've hired an amazing band/DJ and we want them to help you get your groove on.
Getting married in Chicago is cheap—$60 for a marriage license. Hosting a wedding in Chicago, however, is NOT cheap, and my couples understand this. They want to invest their money wisely and understand it is best to hire wedding professionals who are experienced and talented and will knock it out of the park for their once-in-a-lifetime event.
About half of my couples are Chicago natives, and the other half are transplants. All share the same love for this gorgeous city. They may or may not have met here, but they want a Chicago wedding because this city is worthy of being the place where it all becomes really official.
I like to laugh and make other people laugh. I want people to enjoy their time with me through the planning process. We are planning a wedding, and weddings are fun! So, my couples tend to have a pretty good sense of humor. Not saying that I won't work with you if you don't think I'm funny but … you know, I'm gonna feel really bad if you don't like any of my jokes.
It's their wedding day, and they know it better than anyone else—they know what they want, don't want, and all of that good stuff. Still, they trust me. They value my experience, opinions, and advice. They know that my goal is, always and forever, to make their day as special and amazing as possible, and they are more than happy to let me ride shotgun through the planning and coordination process to guarantee a smooth wedding day.
So, are you ready to join the A Fresh Event family? I really hope so! To learn a little more about me and what I can do for you, head here and we'll set up a time to chat.


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For Research Scientists/
Research Programs/
Center for Molecular Imaging & Nanotechnology
More About Center for Molecular Imaging & Nanotechnology
The Tow Foundation Fellowship Program
Request for Applications
Tow Foundation Current Fellows
Tow Foundation Alumni Fellows
Memorial Sloan Kettering's Center for Molecular Imaging and Nanotechnology (CMINT) is a broad-scope, multidisciplinary translational research program that unites two rapidly evolving fields — molecular imaging and nanotechnology — by creating strong teams of researchers working in diverse areas such as cancer biology, medicine, chemistry, developmental biology, physics, radiochemistry, immunology, genomics, pharmacology, and engineering.
Our goal is to speed research into the biology of cancers and augment the development of innovative treatments — including molecularly based, image-guided therapies — as well as diagnostic and prognostic tools.
CMINT investigators take a highly pragmatic approach to addressing biologically and clinically relevant problems, with a range of diverse yet interrelated projects. We focus our translational research efforts on innovative ideas and applications that can be tested in preclinical models and eventually phase I clinical trials, and that we believe will ultimately transform routine cancer care.
What Is Molecular Imaging?
Molecular imaging makes it possible to observe and measure biological processes in living cells or tissues over time — without disrupting them — by lighting them up with specific imaging agents. MSK investigators have pioneered the use of molecular imaging methods since the 1990s — including fluorescence imaging, PET, and MRI — to aid laboratory investigations into the root causes of cancer as well as to improve many aspects of cancer care.
The development of molecular imaging technologies has transformed the way cancers are diagnosed, monitored, and treated. A host of promising imaging targets — from disease biomarkers produced by cancer cells to metabolic fluctuations in the tumor microenvironment — have recently emerged and been developed for a variety of imaging modalities. In addition, advances in molecular imaging contribute to improving cancer treatments by optimizing preclinical and clinical testing.
Nanotechnology is the science of matter that measures from one to 100 nanometer dimensions. Nanoscale materials possess unusual physical, chemical, and biological properties that offer new possibilities for improving both the treatment and imaging of cancer.
By controlling particular characteristics of nanomaterials — such as size, shape, charge, surface patterning, and biochemical availability — it is now possible to overcome common barriers to drug delivery, examine nanoparticle interactions with membranes, synthesize and characterize novel nanoparticles for targeted cancer treatment and imaging, and develop minimally invasive probes for cancer detection and diagnosis. The properties of nanomaterials can also be manipulated to enhance the effectiveness of a drug, target it to tumors more directly, or allow it to act simultaneously as both treatment and imaging agent.
Book traversal links for Center for Molecular Imaging & Nanotechnology
Miniature Device Could Unlock the Promise of Some Kidney Cancer Drugs
A Path for Precision Medicine
Hacking Metastasis: Nanotechnology Researchers Find New Way to Target Tumors
New Technique for Imaging Brain Tumors Could Allow More Accurate Surgical Removal
'Nanostar' Particles Make Cancer Cells Light Up
A Faster Way to Try Many Drugs on Many Cancers
Finding Clues in Genes of 'Exceptional Responders'
How Our New Particle Accelerator Will Make Cancer Imaging and Treatment More Precise
Memorial Sloan Kettering Launches New Center for Molecular Imaging and Nanotechnology
Tiny Solutions for Big Problems: A Visit to the Lab of Daniel Heller
Moritz Kircher, MD, PhD, Wins 2015 Pershing Square Sohn Prize
Damon Runyon-Rachleff Innovation Awards granted for pioneering ideas in cancer research

redpajama_set_name: RedPajamaCommonCrawl


SMILEY | Wolky North America Inc.
Thinking of your all-time favorite footwear rolled into one, the Wally is the ultimate in combining to polar opposite concepts of femininity and comfort. It's possible of femininity and comfort. It's possible this may be the sleekest moccasin silhouette using soft delicate leathers and the support die-harder Wolky wearers seek.


text:
Q: Disconnect MutationObserver wrapped in self invoking function I have created a JavaScript that uses MutationObserver to watch for changes to a website in the console. The script would retrieve some values from a div, log the accumulated sum and also create some elements on the page (omitted in the code below for simplicity).
I wrap the MutationObserver in a self Invoking function to prevent the variables from colliding with the ones used by the website.
Occasionally the script may fail (the script is not robust enough to deal with some differences in pages) and what I am doing is to log out of the page, paste a different script onto the console to make it work again. Or else the sum would be incorrect and the elements would be created in the wrong place.
I understand that the MutationObserver is on its own scope so observer.disconnect(); would not work. Is there other way to disconnect the MutationObserver in the console without having to refresh/log out of the page?
Here is the simplified version of my code:
(function () {
    const targetNode = document.querySelector('div.content')
    const observerOptions = { childList: true, attributes: false, subtree: false }
    const callback = function (mutationsList, observer) {
      for (const mutation of mutationsList) {
        if (mutation.removedNodes.length > 0 && (mutation.removedNodes[0].classList.contains('some-view'))) {
            // do something here
        }
        if (mutation.addedNodes.length > 0 && (mutation.addedNodes[0].classList.contains('some-view'))) {
            // do something here
        }
      }
    }

    const observer = new MutationObserver(callback)
    observer.observe(targetNode, observerOptions)
  })()

Thank you.

A: It would be simple enough to assign the observer to the window, eg
    window.observer = new MutationObserver(callback)
    observer.observe(targetNode, observerOptions)
})()

and then type into the console observer.disconnect() - but a more maintainable solution would be to

*

*insert a button onto the page that calls .disconnect() when clicked, or

*figure out what exactly is failing, and tweak the logic to work around that

redpajama_set_name: RedPajamaStackExchange


its shaft, and the flappy plate as well.
and need to be removed, will heat damage the shafts and other associated bits.
It's a 10 mm thick steel shaft in a 23 pound aluminum heat sink, heat's not going to hurt it. Red loctite.
Blue if you think you might want to remove them again.
Who is going to need to remove the screws again? In what, another 30 years?
If you've never seen what one of these screws can do between the piston and the cylinder head...try to imagine it. It's not pretty.
Use ample amounts of red.
I like to see it squeeze out between the shaft and the throttle plate.
^^^^thank you red it is!
the original install had a swage crimp on the end of the screw.
this will loosen the loctite.or the throttle shaft.
Then use a long fresh screwdriver to remove the screw.
NOTE I use red to set the screws after centering the throttle plate.
Make sure the throttle plate is centered and seated in its bore.
IE what your looking for is the plate to be fully closed.
NOTE its quite possible to install the plate with one edge keeping the throttle open just enough,to pass air.
This can cause the idle control valve to not be able to control the idle as too much air will be passing past the uncentered throttle plate.
then remove one screw at a time and loctite it and install it.
NOTE messing with the throttle stop can cause the same issues that I have pointed out.
^^^^ thanks for that info. hoping there will be no additional need to get back in there.


text:
Carl Jung, Gods, New York Times, Stone
Carl Jung Psychiatrist of the Gods?
Date: February 24, 2020Author: Mr. Purrington
Carl Jung Psychiatrist of the Gods
Psychiatrist of the Gods? By WALTER KENDRICK
In December 1913, a funny thing happened in Kusnacht, Switzerland. According to Frank McLynn's "Carl Gustav Jung," during that month Jung fought a "skirmish with insanity," possibly brought on by a midlife crisis; he had a series of portentous dreams that culminated in the apparition of Philemon, "a mythological creature recalling centaurs, mermaids and the Minotaur," who dropped in for chats in Jung's garden. But Richard Noll's "Aryan Christ" paints a more lurid picture: Jung's "head changed into that of a lion and he became a god. He became the Deus Leontocephalus, the lion-headed god whose image is found in the sanctuaries of the mystery cult of Mithras (first to fourth centuries C.E.)." There is a discrepancy here.
It is due in part to McLynn's and Noll's different sources. McLynn's account of Jung's "descent into the underworld" relies chiefly on the official version recorded by Aniela Jaffe in "C. G. Jung, Memories, Dreams, Reflections" (1963). Noll regards this source as tainted by "a significant, deliberate omission": "the long-suppressed story of Jung's deification," which "has been hidden for more than 80 years." So Noll goes back to the notes on a 1925 seminar, where Jung plainly said, "The animal face which I felt mine transformed into was the famous Leontocephalus of the Mithraic Mysteries." Jung presented this flapdoodle as a dream, not a real event, but according to Noll Jung believed it to have been real: "He had been initiated into the most ancient of mysteries and had become a god." The truth, of course, had to be kept dark, lest Jung lose his "modicum of respectability." Only the great man's most intimate associates have been aware of it — until now.
The differences between McLynn and Noll go deeper than their choices of documentation. McLynn's "Carl Gustav Jung" is a full-fledged biography by the author of five others, including lives of Robert Louis Stevenson and Sir Henry Morgan Stanley, the African explorer. McLynn, a professional biographer and neither pro- nor anti-Jung, recognizes that "Jung is in many ways a battlefield" and has sought to avoid absorbing "any of the conscious or unconscious parti pris the man and his doctrines provoke." The result is an evenhanded chronicle that follows Jung from cradle to grave and attempts to explicate the theories he constantly spun out.
McLynn's tone remains coolly reasonable, though he often finds Jung exasperating: "It was typical of him to muddy the waters so that a good argument became dissolved in a bad one"; Jung's exposition of general ideas was "typically turbid and confused"; in his last years, he displayed a "maddening insistence, whenever he had lost something, that it had been spirited away by supernatural forces." McLynn's Jung emerges as an oversized Swiss version of an eccentric Englishman — annoying to have around but dangerous only to those whose stupidity deserves what it gets.
Noll's Jung is a different creature altogether. "The Aryan Christ" doesn't pretend to be a biography; it skims across Jung's early years to focus on that crucial month in 1913, and it largely ignores his life after about 1930. In part, Noll does for Jung what Frank Sulloway did for Sigmund Freud in "Freud: Biologist of the Mind" (1979): he places Jung's dreams and theories in the context not of biology but of contemporary mythological studies, showing how virtually all his supposed revelations can be found in books by once-popular authorities like Friedrich Creuzer and Franz Cumont. The Jungian panoply of archetypes, the collective unconscious and so on, may be simply a byproduct of "cryptomnesia," or "implicit memory," which is "implicated in such contemporary issues as 'false memory syndrome' in cases of alleged child abuse," Noll says. "If so," he concludes, "the collective unconscious may still be said to exist, but only on the shelves of Jung's personal library."
Debunking, however, ranks second on Noll's agenda. His first aim is to prove that Jungianism should be called neither psychotherapy nor philosophy but religion, "an Aryans-only cult of redemption and rebirth." Jung and his followers, Noll maintains, knew this dire truth and concealed it from the world under a series of masks. The inconsistencies and contradictions in Jung's work make perfect sense to Noll because "Jung was careful to always speak and write in code." Like other conspiracy theories, Noll's explains everything. The Jung conspiracy, furthermore, continues to this day, he insists, carried on by the jealous guardians of Jung's personal papers.
"The Aryan Christ" is an excellent example of the kind of parti pris that McLynn avoids. Noll has suffered at the hands of "The Jung Cult" (the title of his previous book on the subject): those guardians refused to answer his letters, and the publication of an anthology he edited, which presumably would have supported his theory, was canceled "due to objections by the Jung family." Noll seems weary of the whole business, but he's still licking his wounds. For all its ominous evocation of cults and conspiracies, "The Aryan Christ" fails to convince me that any serious damage has been done by a few people's adherence to an obviously wacko creed. I prefer McLynn's no-nonsense summation: "Acres of print could have been saved if Jung had come clean and admitted that he was a prophet."
McLynn's reasonableness never flags, even when he must handle such crazies as Jung's mother, Emilie, who bore him on July 26, 1875, and devoted herself thereafter to scaring the daylights out of him. Or his cousin Helene Preiswerk, a fake medium, whose antics formed the basis of Jung's dissertation at the University of Basel, where he qualified as a medical doctor in 1900. Or Jung himself, who throughout his youth (some might say his life) exhibited frequent signs of an "unbalanced mental state."
McLynn patiently follows Jung through his years at the Burgholzli hospital in Zurich; through his love affair with Freud, who called him his "beloved son" until their bitter split in 1913; and through all the gyrations of Jung's later life –his fascination with alchemy and "ambivalent" attraction to Nazism in the 1930's, his turn toward astrology and flying saucers in the 1950's, his ascension as "the New Age guru" in the years just before his death on June 6, 1961. McLynn never loses his straight face, calmly reporting for instance that Jung hated jet travel because "the body went too fast for the soul, which had to catch it up; this was the true meaning of 'jet lag.' "
Yet one gets the impression that McLynn, although he never says so, regards Jung as certifiable and his followers as worse. There's no accounting for the followers, but McLynn has a key to Jung's case: he was Swiss. As a nation, says McLynn, the Swiss are "xenophobic, conservative, earthbound, introverted, money-minded"; so was Jung. He displayed "the characteristic Swiss mixture of obstinacy, doggedness, stolidity and innate pride"; in some ways he was simply "a home-loving Swiss bourgeois." Recent revelations of Swiss banking activities have given those traits a sinister cast. Still, it's a provocative thought: along with cheese, complicated pocket knives and cuckoo clocks, the world has Switzerland to thank for the infuriating genius of Carl Gustav Jung.
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text:
Conversations: Creating Markets, what are the drivers of success?
An expert panel discussion about the factors underlying the success of IFC's new corporate strategy.
IFC's new corporate strategy (IFC 3.0) focuses the institution on creating markets and mobilizing private capital, with increased support to countries where private capital flows are the most inadequate to address major development gaps, including those linked to the sustainable development goals.
IEG recently held a panel discussion about the factors underlying the success of market creation efforts as the IFC embarks on its new corporate strategy, and the ways the World Bank and MIGA can contribute to that strategy.
Participating in the discussion were IFC Chief Operating Officer Stephanie von Friedeburg, IEG Senior Evaluation Officer Stefan Apfalter, IFC Digital Finance and Microfinance Teams Manager Martin Holtmann, World Bank Agriculture Global Practice Manager for South Asia Loraine Ronchi, IFC Director, Corporate Strategy and Operational Policies and Procedures Aisha Elaine Williams, and Center for Global Development Senior Policy Fellow Nancy Lee.
The event highlighted findings from IEG's evaluation Creating Markets to Leverage the Private Sector for Sustainable Development and Growth.
Watch this short video to find out what IEG discovered in its evaluation:
The excerpts below have been edited for brevity and clarity.
What is meant by "Creating Markets?" And what did IEG find as part of its evaluation of past IFC activities with the goal of creating markets?
Stefan Apfalter: For markets to work, they require an enabling environment that means for instance, very basic that property rights are respected, and that we have principles of business operations. Second, we need access to finance, so that companies can invest and grow, and we need access to physical infrastructure so that people and goods can travel. And third—very important—we need physical access to markets and that can entail for instance, literally a market square (think of your farmers' market), but it can also mean integration into global value chains, or export markets.
Also very important when we talk about creating markets, we rarely ever refer to creating genuinely new markets. In most cases, it is about improving the performance of severely underperforming markets or expanding markets into new territories. So, issuing the first green bond in a new country for instance, or introducing leasing services to a country that hasn't had them before, or within the country expanding a market to population groups that have not yet benefited from it. For instance, bringing financial services to micro enterprises that were excluded from the banking system.
To find out what worked and what did not, IEG conducted 16 case studies to assess World Bank Group's interventions in agribusiness, financial inclusion and information and telecommunications.
The results are overall positive. IEG found that IFC assistance together with World Bank support contributed to creating markets, such assistance made markets more inclusive, competitive and sustainable. Yet more efforts are needed to promote better diagnostics improve access to the poor and monitor risk capacity.
View the event highlights
Watch the full re-play of the live event
What were IEG's recommendations, and how is IFC responding to them?
Stephanie von Friedeburg: Creating markets is one of the two core pillars of our IFC 3.0 strategy, and it will help us increase our focus in IDA and FCS. And while the World Bank Group assisted in market creation activities well before IFC 3.0 was introduced, it was not done so systematically, nor with a strong corporate focus. As such, IEG's evaluation was designed to have more of a learning focus as it reviewed market creation activities, which for the most part actually predated our strategy. The study included three recommendations, all of which we take into consideration as we move forward implementing IFC 3.0.
The first recommendation is to enhance the understanding of market creating opportunities and constraints at the country level, and to ensure that this knowledge is adequately reflected in the country partnership frameworks.
We have been strengthening our analytics at the country level through our country strategies and through our country private sector diagnostics. These enhanced diagnostics as well as our sector deep dives help us to better understand and articulate the challenges and solutions to unlocking creating markets opportunities at a country and a sector level.
The second recommendation is to enhance access to markets to underserved groups, including the poor, which includes adequate monitoring and evaluation. IFC is committed to developing the private sector in a sustainable manner, generating opportunities for all.
Creating markets is a means to improve conditions for the underserved, including the poor. Part of the challenge is actually measuring the impact of ultimate beneficiaries. But efforts are well underway to enhance our ability in this area. For example, we now use the SWIFT tool, the Survey of Well-being via Instant and Frequent Tracking, a poverty assessment tool developed by the World Bank. Also we are jointly implementing a grant for the poverty and equity GP to develop tools for estimating distributional impacts of IFC projects.
The third recommendation in the report is to regularly assess our risk-taking capabilities to carry out market creation activities.
Projects in IDA and FCS tend to be smaller, take longer and may not have a strong financial performance as the rest of our portfolio. IFC has developed specific instruments such as the IDA PSW and other blended finance facilities with this exact problem in mind. But even with continuous efforts and innovations, FCS IDA countries are, by definition, the most difficult markets in which we work and represent greater risk.
View the opening remarks
What are the implications for the IFC of IFC 3.0 and its emphasis on creating markets?
Martin Holtmann: Number one, we're more strategic, way more strategic with our partners in terms of discussing things with them in terms of wanting to reach a certain impact, not just a sustainable institution, not just some kind of return on investment, but for instance, market size, those kinds of things. And in terms of the opportunities to focus our firepower to those markets, where the opportunities are biggest. So more strategic.
Another one is more coordinated within the World Bank Group. I'm part of an effort in Uzbekistan, where we're working with FCI on building more inclusive finance. The AIM framework is helping us a lot because it forces us to be more strategic. We have presented a deep dive to the Board strategy. We're working with CGAP, for instance, on access to finance, and Ghana has greatly improved through CGAP's work.
And then the last one is of course, better M&E. I'm trying to put together the funding for much deeper study, for instance, on these indirect effects of the institution building.
So that is what's changing, more strategic, more coordinated, and hopefully more impactful. In fewer markets, however, that is the downside of it. It means there's probably a few markets were we're just going to say, no, we're not going to go there.
View Martin Holtmann's full response
From the agriculture sector point of view, and from the point of view of the World Bank, what are the implications of IFC's renewed emphasis on creating markets?
"The IFC's renewed emphasis on creating markets gave a kind of breath and a body to the important skeleton or framework of the MFD cascade process."
-Loraine Ronchi
Loraine Ronchi: The IFC's renewed emphasis on creating markets gave a kind of breath and a body to the important skeleton or framework of the MFD cascade process.
It's a way of coordinating our World Bank Group efforts to bring in resources towards development objectives, that's what the D is for in MFD from everywhere, basically, and private sector included. So pure public investments, which I think most people easily understand in the context of the Bank's traditional contribution, are a level of the cascade, a part of the cascade. And when you go up to the other levels, they're basically just questions about whether the private sector can contribute to that D in MFD, whatever it is. Whatever development objective we're discussing with our government client, we need to be asking ourselves these questions. This is the implication of this creating markets focus about what the private sector is doing. Are they doing anything? No? Then why not?
And that leads exactly into the other implication, raising the expectations we have of each other. If we see the potential, where the financing gap is, to meet our development objectives, you expect those of us working on the public side, both in investment and in reform, to be working in a more coordinated fashion with the private sector, with the IFC in particular. And we're still working out the how of that across many examples, in a range of environments with agriculture in MIGA and IFC in Afghanistan. We're making it work in many places. But we have to calibrate our expectations of each other and modify our respective business as usual to try to meet them. And those are the main implications I see of this welcome renewed focus on creating markets.
View Lorrain Ronchi's full response
What are the main challenges of the creating markets agenda?
Aisha Elaine Williams: Market creation, upstream work is difficult, and a testament to that is the fact that the Bank is probably the first and the only MDB that is explicitly trying to include this market creation lens and project development lens as part of our mandate. If it were easy, others would be doing it.
What we often hear in IFC and in the financing world is that the challenge of particularly lower income countries is not the lack of financing, but the lack of bankable transactions. And that's what the market creation agenda is trying to do—increase the pipeline of bankable transactions that will then help to bring in the financing that's needed. But among the challenges, let's be clear, let's start with the long gestation needed for these projects, the potential for a low conversion rate, the cost and resources that are necessary to develop these types of efforts.
The challenges are, I think, clear and we need to go into that with our eyes wide open. But the payoffs, the benefits, I think, are also clear.
So given the why we're doing this, how do you operationalize this? For us, that has involved two shifts, it's a shift from project financing to project development. And it's a shift from predominantly reactive to proactive. Because in order to do market creation, rather than waiting for a sponsor to come to us and seek financing for a particular engagement, you need to be able to proactively assess what are the specific needs of the country. I want to emphasize the word specific, the level of specificity that is needed to identify what is the particular gap or barrier that exists to market creation is where we are at, at this point, because that's what is necessary.
Understanding at that level of specificity is what is necessary for us to effectively address the problem. [Our] country strategies, we now have around 30 of them, those attempt to integrate all of the various diagnostics that the World Bank Group does, the country partner, the CPSD, the sector deep dives, the info saps, trying to integrate it so that you get to a very specific discussion of what are the key barriers, what are the key reforms that are needed. If those reforms take place, then IFC or the private sector can be expected to bring this amount of financing or support to the table. That allows for a very different conversation with government ministers, regulatory authorities, than a more generic discussion of what we want to do. So that's why being very specific and being very targeted around our diagnostics has been so important.
The second is institutionalizing the collaboration that everyone talks about. We've been talking about World Bank collaboration since I joined IFC 15 years ago. The only time I've seen it, work... the time I've seen it work the best was when I first joined, and I was in a combined IFC-World Bank department. But the challenge here is it works on an ad hoc basis, right? But how do you institutionalize it so that it's systematic?
And so a lot of effort has gone into creating those opportunities for systematic engagement through World Bank group sector groups, which occur at the sector level that allow the Bank, senior directors and the IFC senior directors to look across globally to figure out what our strategy is in that sector. How do we want to implement the cascade? And then in addition, the IFC has developed global upstream units, which are explicitly focused on identifying upstream opportunities. So these type of creating markets are also opportunities and helping to bridge the gaps within the institution to help systematically connect the dots with people. So we've made progress, but we still have ways to go on this.
View Aisha Elaine Williams full response
What is it that the development community is expecting of the World Bank Group's creating markets agenda?
Nancy Lee: From outside the institution expectation are quite high. The world wants the World Bank Group to play a much bigger role in the billions-to-trillions agenda, the SDG finance agenda. The world expects its stakeholders and shareholders realize that these gaps are not being financed, and that there has to be a larger role. And I think, while high expectations are not always a blessing, in some ways, it's fair, that those expectations are high. Because unique among all institutions, the multilateral development banks have the full range of tools to deal with all the issues that we've just been discussing. No other institutions have project development facilities, technical assistance for governments, and for the public sector, policy and institutional reform support, budget lending, project finance, debt equity guarantees and everything in between, country diagnostic help. Only the multilaterals have that.
View Nancy Lee's full response
What role do you think country diagnostic can play in your work?
Loraine Ronchi: A CPSD [Country Private Sector Diagnostic], can give a structured and an empirical assessment of the constraints across the economy that is blocking private sector investment, that's lending a lot of substance to the [Cascade Framework]. When we get to the sector level, we have the deep dives to start looking at where that hits in those specific sectors. [This is] super important, otherwise, how do you know which is the critical reform agenda? Which are the critical investments to make creating markets happen?
The fact is- and the CPSD and the deep dives and others are increasingly doing this, but that didn't used to be the case- is the extent to which any diagnostic that we run can or should identify market creating opportunities beyond the public sector reform agenda is effective is the extent to which they're really getting the private sector to articulate that. And I think that's something that has changed, recently, getting that reality check from the private sector in the diagnostics that we lead.
So I think we have when you talk about the role of the CPSD and similar diagnostics it's... and I'm speaking from the perspective of the World Bank, I think we do on any diagnostic effort, on any data effort, we have basically two responsibilities. One is to make sure that the private sector opinion is clearly heard. What we or government clients do with that opinion, that's a different story. As you balance, you optimize across the public good more broadly, but that reality check needs to be there. But the second one, that needs to be implemented across the World Bank Group, that's not just an IFC recommendation, is that we have to understand much better how market creation best draws in the poor. Otherwise, there's no D in MFD, right?
It is our business and our responsibility at the World Bank Group to disseminate to operationalize or find out if we don't know, under what conditions using what approaches what new technologies, digital or otherwise, are going to contribute most to inclusion in these private sector investments. So even as the CPSD at this macro level, is looking at enabling that investment in the first place, clearly a critical condition. It's part of a broader responsibility of all the GPs and the IFC according to their skill set to apply data and rigor and M&E to that inclusion agenda. We should be able to answer much more glibly questions like, what's the secret to having farmer smallholders included in all investments?
View Loraine Ronchi's full response
How do you think the FinTech revolution has changed the opportunities to reach the poor? And do you think that there is still a lot of room to grow?
Martin Holtmann: Data and the predictive analytics in FinTech create inclusion, and they create exclusion. When we think for instance, of algorithms, algorithms discriminate just like people do. We have examples of consumer lending bubbles, for instance, in Kenya, where hundreds of thousands of households are now excluded from credit because they defaulted on money loans that were pushed on them, including by some of our own investees.
So what are we doing about that is we're actually trying to beef up our own ability to measure these things. And we have a great starting point in Africa, we've done a lot of work with the help of the MasterCard foundation. We're trying to work on the behavioral issues using behavioral economics and behavioral science, for instance, to link credit with savings to make people think long term, give them opportunity to say no, those kinds of things. We've pushed that on our investees, and likewise, we have been convincing all of our investees to sign up to principles of responsible digital finance, which we have co-developed with other investors. That's a major effort to make sure that whatever happens in the FinTech space is consumer friendly and sustainable in the long run. But without FinTech, we're not going to get to covering access to the poor. I mean, almost every poor person in the world already has a mobile phone in their hand. So we just need to make sure that is used in order to get a decent and sustainable banking services to them.
New Collaboration to Address Global Gaps in Monitoring and Evaluation Capacity
Building ownership, consensus, and credibility during economic stabilization: Lessons from Jamaica
How to establish a nationwide social protection program: Five lessons from the Philippines
Improving urban governance: Lessons from Ethiopia
Helping the urban poor obtain improved housing and better basic and social support services: Lessons from Bahia, Brazil
Laying the Groundwork for Peace and Development: 5 Lessons from the Republic of Colombia
Reducing Risk Before Disaster Strikes: Seven Lessons from Turkey
Creating Markets to Leverage the Private Sector for Sustainable Development and Growth
Submitted by Safaa khalil on Sun, 09/22/2019 - 16:35
Submitted by Bwamiki Freddi… on Tue, 09/24/2019 - 18:36
Well prepared and complete…
Well prepared and complete material for development.


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No matter how far you go, leadership challenges stay the same ….. but why?
by Stephenson Mansell Group
The Art of Leadership Newsletter
Stephenson Mansell Group (SMG) recently joined with Management Research Group (MRG) to host a presentation 'Preparing for the Millennial Era: a Data-Driven Look at What Motivates the Next Generation of Leaders' by Tricia Naddaff, President MRG. MRG is a global leader in the design and delivery of evidence-based, insightful diagnostic instruments, of which SMG utilise their Leadership Effectiveness Analysis (LEA).
During this presentation, Tricia shared some fascinating insights as a result of recent research undertaken by MRG into the behaviours, trends and motivators when looking at leaders across generations. These unique insights come as the result of more than 30 years in the leadership and research space.
Joe Fischer, Executive Director SMG; Staci Nisbett, Chief Sales and Solution Officer MRG; Tricia Naddaff, President MRG & Virginia Mansell, Chairman SMG
Some of the observed trends include:
When looking at leaders from different generations, but comparing them at the same age, we notice fewer differences in leadership impact and capability than when comparing different generations as a whole (eg. Gen Z vs Baby Boomers). We have to be cautious not to overstate generational differences since some of the dynamics can be explained by age rather than the generation born into.
Each generation has different and varied influences, based on what is going on around them, shaping their motivation for leadership roles, work ethic and desired workplaces. These motivators can be implemented to target new recruitment and leaders in your company. For example, trends show Millennials value companies which are socially and environmentally conscious and they seek jobs which mirror their values and encourage teamwork.
There is potential for generalisation by the Baby Boomer generation of the work ethic of Millennials and Gen Zs. Overcome this by adjusting perspectives to allow a clearer view of skill sets and leadership potential; best done by thinking "What was I like at that age" rather than thinking "just the youth of today".
Virginia Mansell
"If I want something done, I have to do it myself." We hear that refrain too often from leaders, frustrated that their senior people can't seem to get the job done.
Leadership is a cornerstone of a successful organisation, especially when it comes to the top executives. However, those executives often come to their roles ill-prepared for the tasks of leadership, to manage others and themselves. Something, somewhere, has been missing in their development and it is costing organisations.
We decided to take a look at our data collected over years of coaching assignments – SMG conducts more than 300 coaching assignments per year – to see if we could identify the gaps in executive and leadership development.
What we found surprised us.
The leadership issues that leaders are struggling with in the middle rungs of organisations are often the exact same issues that are being faced by CEO's and their top teams. This tells us that these issues are systemic!
The problems to be solved
From our coaching report data, the following issues arose as consistent themes:
An inability to lead one's self and develop the emotional intelligence to be able to take different perspectives.
An inability to influence others and foster relationships.
Silos between and within teams.
A lack of trust in teams, with people feeling they can't speak openly.
Lack of commitment and accountability.
An inability to adapt leadership style to suit the other person in the conversation.
Inconsistent motivation and/or inability to motivate others.
High levels of stress and burn out and a lack of tools to combat these.
An inability to constantly adapt, and lead others through change.
When we took this list to some of our clients, every single one of them agreed that these issues were relevant at all levels of their organisations. And this was universal across every industry and sector.
What surprised us was how little progress had been made throughout leadership careers. We had expected that, as people moved up their organisation, they would master certain leadership and management skills and the issues they faced at higher executive levels would have changed and grown in complexity.
Why the gap exists
The fact that this did not happen tells us two things, one of which is that people management is hard. People often say that the hardest part of their executive careers is those elements to do with people.
The second thing this research tells us is that there is a development and training gap right through that middle layer of organisations. A layer which we have identified as the most critical time for developing leaders.
People receive training and development when they are identified as 'high potential' and given their first team to lead, as first line managers. But that "Management 101" training does not equip them for the rest of their career. They sink or swim.
Those "middle rung" years are very busy. These people are expected to multitask, continuing to perform roles as technical specialists (as lawyers, accountants, or in sales, for example), while also taking on the demanding task of leading and managing others.
They often need help from their own managers or the human resources team.
If they get to senior levels of an organisation, they can arrive unprepared and – even when they are offered executive education – have missed out on the development of some foundational competencies.
As well as putting those people under personal and professional stress, this lack of development exposes organisations to weaknesses that can lead to underperformance, workplace dysfunction, low employee engagement and high staff turnover. The cost of these issues in financial and human terms is substantial.
Tackling the issues
Now the research has told us what the issues are, how should organisations go about tackling them? The solution is to provide training to those first-time leaders once they have been in their role for six to 12 months. They are excited about their new opportunity and they have had a taste of what it is actually like to be in a management / supervisory role, but haven't picked up too many bad habits yet. This is a crucial time as their technical prowess cannot solve the people issues they are now facing.
The key is to address the gaps and provide a foundation at the start of their leadership career, rather than trying to plug the holes a few years later.
By doing this, organisations will create a critical mass of skilled people, an alumni group, at that middle level, to support each other and drive the organisation forward. A company may have one CEO and a handful of senior executives, but it could have a cohort of 40 to 50 empowered mid-level leaders who can create change and solve organisational problems.
Conventional wisdom says that role modelling needs to start at the top and cascade down. In a perfect world, this is certainly the way to go. But these days, how often is that really achievable? By starting in the middle and creating a cadre of effective managers who can lead their teams and who don't need to rely on their often unprepared leaders to help them resolve their leadership issues, the organisation creates a ripple effect of high performance leaders role modelling down and at the same time, releasing their own leaders to deal with strategic organisational issues which is where they should be concentrating.
We have used the findings from our research to reconfigure and re-target our successful leadership program 'The Focused Executive' – based on Virginia Mansell's book of the same name – and are rolling the program out both here and in Asia. This program is aimed at developing a strong middle layer of self-aware, adaptable and resilient organisational leaders through applied, practical learning built on adult development principles.
SMG has created a diagnostic tool to help identify the extent of these issues within organisations. To request a copy of the tool and a complimentary analysis of the results follow this link and use the subject heading 'TFE diagnostic' http://www.smgrp.com.au/contact/
Joe Fischer and Chris Goris
About the Author: Joe Fischer is an Equity Partner and Executive Director with SMG, an experienced international corporate executive, company director and executive coach. He has also run his own HR consultancy and held senior executive positions with Nestle and the P&O Group working in Australia, Switzerland, Asia, the UK and the Middle East.
About the Author: Chris Goris is SMG's Leadership and Programs Consultant. He has a background as a chemical engineer, working for BlueScope Steel and then, in business development for water treatment company Ovivo. He has also managed businesses and worked as a business and success coach.
Perspectives on Leadership for Women Public Program
Designed to help female senior leaders to align who they are with how they lead, this program has a practical and hands-on approach and focuses on personal presence and communication; resilience; change and complexity; and finding your mentors and sponsors. To embed the key learnings from the program, and also to enable participants to explore specific challenges and opportunities, the two one-day workshops are supported by two individual coaching sessions with a member of our coaching team.
Sydney – Perspectives on Leadership for Women – 4 May & 1 June 2018
Sydney – Perspectives on Leadership for Women – 19 October & 16 November 2018
Brisbane – Perspectives on Leadership for Women – 26 October & 30 November
Perspectives on Leadership for Women coming to Melbourne Soon! – Send your Expression of Interest here
Executive Presence and Impact Workshop
The first of our Executive Presence and Impact Workshops with Peter Kingston was held in Sydney in February with a sold out session.
What the attendees said about workshop:
"Peter is very engaging and personable – He respectfully challenges and moves you out of your comfort zone". "Peter Kingston's attitude and facilitation was outstanding". "Group feedback was brilliant". "Detailing a principle and then providing examples and practice was helpful".
Tickets for the Sydney, 19th June program are selling out fast… don't miss out. Click here to register.
New Stephenson Mansell Group Associates
SMG is excited to welcome three new mentors to join our experienced Associates team. Steve Hamer, Steve Mann and Emma Stein bring with them a variety of industry experience and expertise to the SMG mentoring capabilities.
We encourage you to discover more on each of these new mentors by viewing their profile:
Steve Mann – Emma Stein – Steve Hamer
What's Trending in Leadership?
Continuing the discussion from our blog, research over the past 10 years has raised similar leadership gap issues from a range of different perspectives.
The costs of poor leadership
The Ken Blanchard Companies White Paper "The High Cost of Doing Nothing: Quantifying the impact of leadership on the bottom line" suggests that most organisations are operating with a 5% to 10% productivity loss that better leadership practices could eliminate. What is this cost in dollars to your organisation?
Good leadership is the key to retaining good employees and developing strong future leaders. Outlined by Smart CEO are some guidelines around the positive impact that consistent, effective leadership behaviours can have on your organisation's people, passion, performance and profits!
Research suggests that there is a leadership gap, where crucial leadership skills in organisations are insufficient for meeting current and future needs. Highlighted by CCL are 5 steps that can be taken to help bridge this gap.
Research completed by Development Dimensions International, 2015 Global Leadership Forecast, found that only 40 per cent of the executives surveyed are happy with the quality of leadership in their organisations.
Welcome to our brand new 'Meet our Team' section of our newsletter
We are thrilled to be able to bring you insights each month into the experience and background of our coaches, mentors and facilitators, and how they can accelerate your leadership development.
This month … meet Sean O'Toole.
Tell me a little about the industries and/or areas you specialise in?
I have a background working in government and tertiary education but over the past three years have also worked with the corporate and non-government sectors extensively. I'd like to think I am open to working with anyone or any organisation. The more I am exposed to new people and new organisations, the more I realise how similar the challenges and goals are. The difference is usually the business values and purpose.
Tell me how you first became involved in the coaching/mentoring space?
SMG colleague Jon Isaacs coached me about 15 years ago and the experience had a very positive effect on me. At that time I was moving into senior management and the introduction of coaching in government was only starting, but through working with Jon I believed it would eventually be an important part of organisational and personal development. I became qualified as a coach myself and went on to set up extensive internal and external coaching programs wherever I worked.
What has surprised you most about working as a coach/mentor?
How vulnerable and uncertain some people who are in leadership positions can often be and conversely how little time they often spend on the human side of what they do. Being great at strategy or operations in an organisation doesn't always correlate to knowing yourself or your team. Also, how helping someone make small adjustments to behaviour or thinking can have immediate and profound effects.
What would you tell someone who is thinking about starting a coaching or mentoring program?
It helps to be clear about what the coaching or mentoring might help you achieve (even if you are not clear about your goals) and be open to the process. If the reason is remedial or to deal with problem behaviour others have detected, then I think coaching or mentoring for remedial purposes has to be dealt with internally in the organisation first. I also think people need to choose their coach carefully. I think rapport building and trust is the foundation of the process.
What are some of your passions outside of the office?
I love art and have painted for years. I love reading biographies. I'm a bit sports mad and I love the outdoors.
What might someone be surprised to know about you?
I spent five years as a detective in the Australian Federal Police. That was steep learning curve but I like to think I learned a lot of valuable lessons about human behaviour that have stayed with me all these years.
Where will we find you on your days off?
Hopefully somewhere enjoying the outdoors and nature. I love hiking, fly-fishing, swimming and surfing. Can't get enough of big open spaces.
My greatest inspiration is my parents and my family. I'm also inspired by people who have a had a rough upbringing and battle through to make a successful life for themselves. I've been fortunate to meet many people like this and am proud to call some of them my friends.
The greatest lesson I learned was it probably sounds like a terrible cliché but 'smart people surround themselves with smart people'. A good friend who was a very successful car salesman told me that years ago when I first started work and it has stuck with me. He was a great salesman and an amateur philosopher. When I think about that, he could have been talking about mentors and coaches and his message was that no one really achieves much on their own.
Four Step to Recharge
Three Coaching Tips for the current Challenges of Leadership
Six leadership traits to avoid 'Swimming Naked'
Four steps to help your team members find purpose
HOW LEADERS CAN OVERCOME THEIR WORKING FROM HOME TRUST ISSUES
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