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Krishna Naresh Mahavidyalya
Education is the passport to the future, for tomorrow belongs to those who prepare for it today. Malcolm X
Education is the most powerful weapon which you can use to change the world. Nelson Mandela
The roots of education are bitter, but the fruit is sweet. Aristotle
Tablet/Smart Phone Registration
Gauhaniya Bilsalpr, Pilibhit - 262202
Welcome to College
Krishna Naresh Mahavidyalya is situated in pilibhit rural greenry area...
Courses at College
B.A. (Bachelor of Arts)
ONLINE EXAM FORM
Fill your university examination form by online for this session 2016-2017.
This is to bring to your notice that the Hon'ble Supreme Court of India and Government..
The University Grants Commission of India (UGC India) is a statutory body set up by the Indian Union government in accordance to the UGC Act 1956[1] under Ministry of HRD
MJP Rohilkhand UNIVERSITY BAREILLY
M.J.P. Rohilkhand University was established in 1975 as an affiliating University. Its status was upgraded to affiliating-cum-residential university in 1985.
To portray the status of higher education in the country, Ministry of HRD has endeavoured to conduct an annual web-based All India Survey on Higher Education
UP Government
Under the Constitution of India, Uttar Pradesh has a Governor and a bi-cameral Legislature.The Lower House is called Vidhan Sabha and the Upper House, Vidhan Parishad.
"The function of education is to teach one to think intensively and to think critically. Intelligence plus character - that is the goal of true education. Education is what remains after one has forgotten what one has learned in school. Education is not preparation for life; education is life itself."
We're available
At Krishna Naresh Mahavidyalya we want you to know just how dedicated we are to your educational needs. We're here from 8AM to 7PM to address any questions or concerns you might have.
Address: Gauhaniya Bilsalpr, Pilibhit - 262202
Email: satishbook.hotspot@gmail.com
© www.kndcollege.com - All rights reserved.


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You are here: Home / QROPS Spain / Pension transfer to Spain
Pension transfer to Spain
Despite the well documented economic issues experienced in Spain, expats still flock to the country to work and/or retire for many of the same reasons as pre-2008. The weather is still the same, the food and culture still as enriching and property prices and the cost of living are still as attractive as ever.
QROPS legislation
The relatively recent QROPS legislation makes living in Spain even more appealing for those who can take advantage of it. Pre 2006 anyone moving to Spain with UK pension plans had to accept the risks of retaining their UK pension plans in Britain. The sudden weakening of Sterling 2007 and 2009 caused severe financial turmoil for many British expats in Spain as the value of their pensions and savings effectively reduced by around 30% over that period. Thankfully Sterling has recovered since, although there are no guarantees it will remain that way, given that the UK has no intention of joining the Euro.
Lifetime allowance
Additionally, Lifetime Allowance (LTA) legislation has put many in a perilous situation regarding future UK unrecoverable taxation on their pension plans. Although GBP1m might seem like a lot of money to have saved into a pension plan, the combined effect of cumulative interest growth on investments and an increasing awareness of having to invest as much as possible in one's pension due to reducing state and company pension benefits, has meant that more and more people will be caught in this trap. And, there's no getting out of it!
Fortunately QROPS legislation allows anyone with a UK pension plan to transfer to an authorised EU pension which can be denominated in Euros, thus eliminating currency risk. Such a transfer incurs no additional tax charge for amounts over GBP1m. Various territories outside the EU have created products which apparently solve these and others issues, however Malta has emerged as the favoured destination due to being a member state of the EU. As all EU member states have automatic Dual Taxation Treaties in place, the taxation of pensions will always arise in the country in which a person is tax resident.
Pension transfer to Spain – Five year rule
Full QROPS benefits are achieved after an individual has been out of the UK for 5 full and consecutive UK tax years. This doesn't mean you have to wait for 5 years before transferring to a QROPS if you are a recent emigre to Spain, but does mean that UK tax legislation still applies for the first 5 years; as such, any withdrawals have to be reported to HMRC. Caution has to be applied to your overall financial strategy if you are near to the LTA limit and haven't been out of the UK for the full 5 years, however with careful planning it doesn't have to be an issue. In fact, it can be a great opportunity for those who take a holistic approach to their planning.
Pre-retirement planning
By transferring to a QROPS in advance of retirement the LTA clock stops as the transfer is considered a Benefit Crystallisation event. All this means is no matter how much your QROPS increases in value from that point, and as long as the 5-year rule is observed, you escape the punitive withholding tax of 25% on withdrawals over and above GBP1m. So, no more punishments for making wise investment decisions.
Annuity legislation
On retirement, Spanish retirees can benefit from annuity legislation which separates the whole pension fund into income and capital. Depending on your personal situation, your effective tax rate on retirement can be as little as 4%. In Spain, the concept of an 'annuity' is different from the UK. In the UK an annuity is a regular guaranteed payment provided by a traditional insurance company; it does however come with certain disadvantages. In Spain by contrast, an 'annuity' simply means the payment of a regular income without any restrictions as to where it emanates from. This means the fund can remain invested and always be owned by the retiree and family, rather than reverting to an insurance company on death.
As well as the annuity advantage, funds held within pensions are usually free of inheritance or succession taxes. An integrated financial plan should always be aware of any potential inheritance taxation. QROPS can play a vital role in making sure this element is maximised and covered for future generations.
Get the Free QROPS Guide
Group -None- General QROPS SIPPs QNUPS Offshore Pensions Tax Assurance Vie
Lead Source None PopupAlly OptinMonster StaticForm Employee Referral External Referral Web Research Chat
QROPS Demystified
https://axis-finance.com/wp-content/uploads/2017/12/Qropsdemystified.mp4
Spanish inheritance tax
The Brexit QROPS dilemma
QROPS Spain: Pros and Cons
Tax in Spain
Pension schemes in the UK and Spain compared
Financial advice in Spain
Cost of Living in Spain compared to the UK
Retiring to Tenerife
amet, ipsum facilisis mattis elit. venenatis, diam vel, Curabitur Donec ut eleifend

redpajama_set_name: RedPajamaCommonCrawl


The primary goal of VDJdb is to facilitate access to existing information on T-cell receptor antigen specificities, i.e. the ability to recognize certain epitopes in certain MHC contexts. Our mission is to both aggregate the scarce TCR specificity information available so far and to create a curated repository to store such data. In addition to routine database updates providing the most up-to-date information, we make our best to ensure data consistency and fight irregularities in TCR specificity reporting with a complex database validation scheme.
How to cite this record FAIRsharing.org: VDJdb; VDJdb: a curated database of T-cell receptors with known antigen specificity; DOI: https://doi.org/10.25504/FAIRsharing.nwz68; Last edited: Jan. 8, 2019, 1:25 p.m.; Last accessed: Apr 18 2019 6:05 p.m.
Record added: Aug. 20, 2017, 7:01 p.m.
Record updated: Aug. 21, 2017, 11:54 a.m. by The FAIRsharing Team.


Deep-fried fare and southern rock ruled the weekend at Victorian Square in Sparks at the Nugget's Southern Fare on the Square, Oct. 13 and 14, 2018.
Scenes from the Nugget's Southern Fare on the Square on Sunday, Oct. 14, 2018. Sparks, Nev.


research: What are the challenges faced in animal welfare emergency management?
research: How do pet owners plan for disasters in Latin America?
Three case studies of describing horse rescues are reviewed, and recommendations for successful large animal rescues are discussed.


Instead of playing the game Making Life Wonderful and enjoying the quality of natural giving, everywhere and with everyone, we play the game of Who is Right.
The game of Who is Right is a game in which everybody loses. It involves two of the most devious things human beings have ever come upon: Reward and Punishment.
Anything we do out of fear of punishment if we don't do it – everybody pays for.
Everything we do for a reward – everybody pays for.
Everything we do to make people like us – everybody pays for.
Everything we do out of guilt, shame, duty, obligation – everybody pays for.
Tubularsock loves this idea ……….
Life IS wonderful which goes to show you that Tubularsock is wonderful because he is part of life and those who do not accept this are not accepting the basic truth that Tubularsock is as wonderful as life because they are one and the same!
That being said, Tubularsock IS natural giving and those who disagree are just playing the game of Who Is Right which means that everyone loses.
There is no reward or punishment for the fact that Tubularsock is wonderful because YOU too are wonderful because we are all one.
And all one is just THAT!


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Last updated albums - Last Man Standing - 2010
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There are 3 registered users. The newest registered user is Kaitlin. In total there are 6 visitors online: 0 registered users and 6 guests. Most users ever online: 281 on 04/05/20 at 09:58. Registered users who have been online in the past 10 minutes: .


22 Jan 2018 . Hdk Cv Joint Catalogue 2010 2011 .pdf Checked -- DOWNLOAD.
HDK CV JOINT -2009-2010-HDK-CATALOGUE-Vol-12-.pdf. Uploaded . B18 HY-11 .90 . .00 B12 FU-23 FU-23-BGM 21 50 24 . .00 B05 DW-07 .90 83.
4 May 2018 . Hdk Cv Joint Catalogue 2010 2011 .pdf Checked Spirit Airlines is the leading Ultra Low Cost Carrier in the United.
20 Jan 2018 . Hdk Cv Joint Catalogue 2010 2011 .pdf Checked ******************** You must log in to vote on the helpfulness of this.


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Q: upload a compiled app when i compile an app i see it as single "executable" on the mac.
if i move it to a Windows computer i see it as a folder containing files.
if i browse it from a forum's attachment button i see it as an .app.zip file.
this last file, if downloaded on my mac can be executed directly without having to unzip it.
i need to FTP the file to a Server, but if FTP it i get a folder uploaded like when i see it on Windows. right now to upload it i am doing a totally crazy thing: upload to forum, download .app.zip file on Windows, upload to FTP.
how can i upload the file directly from a mac without doing all this crazy stuff, keeping the "run after download" functionality?
thanks!

A: I've never heard of being able to run a .app.zip file directly. You would have to open it twice; the first time to unzip it, then it would be replaced with the original .app "file" (actually a directory), then open this file as usual.
I had a play around with zipping .app files by various means, and found no way to make the file executable without unzipping first.
In my opinion, the best way to distribute apps is to zip them. Users find unzipping things easy (they just need to double-click them). You can do this in finder (right-click -> compress) or in the terminal with:
zip -r MyApp.app.zip MyApp.app

To distribute a minimal application which needs no resources, you can right-click the app, go to "Show Package Contents", go "Contents -> MacOS", and copy the executable you find in there. This is the core of your app, and if no resources or other fancy things are used, can be run directly. It's not a good user experience, because it keeps a terminal window open, but if you're desperate to distribute you app as a single, unzipped file, this is the way to go.
You might also be interested in this article: http://daringfireball.net/2009/09/how_should_mac_apps_be_distributed

redpajama_set_name: RedPajamaStackExchange


Lets talk about the consumer shift of how people are watching television now and how it affects students. In the past to watch a specific show the consumer would have to be home at the airtime and maybe even have to share the TV with family members. Then shows could be taped or recorded for consumers to watch at a convenient time. But between company websites and sites like Hulu or Netflix consumers can now watch almost any show they want at any time from anywhere.
As part of the generation of instant gratification having what I want at the touch of my fingertip seems like it is essential for me to live. I'm kidding! But I would be lying if I said I haven't come across people who do believe this.
Now being in a dorm and not having the DVR to watch shows on the nights that I have time, I really love having the shows online to watch on my laptop or IPad. I have a habit of catch up on my shows while waiting for my laundry. Being a busy student finding time to eat a real meal can sometimes be a challenge, so this luxury of being able to escape reality in a show when I need to is wonderful.
It's not only an escape but also more cost effective for a student on a budget. With wireless Internet almost anywhere I go I can get the entertainment I want at pretty much no cost. Subscriptions for sites like Hulu and Netflix are relatively low compared to cable. Many students who are upperclassman and don't live on campus have told me that they don't pay for cable, instead they watch shows and movies on the Internet. Plus its better then buying a high priced DVD that you're only going to watch once or twice. Let's be honest!
Do you watch shows in 'real time' or on the Internet??


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XB Today
Xpressbet Named the Preferred US Betting Site of Royal Ascot
by Xpressbet Press Release
June 15, 2017 (Washington, PA) - Xpressbet has been named the 'Preferred US Betting Site of Royal Ascot.' Xpressbet, a subsidiary of The Stronach Group, an industry leader in world-class horse racing, entertainment and pari-mutuel wagering technology, will offer online wagering customers 0% Takeout on Exactas throughout the five days of Royal Ascot, which spans June 20 – 24, 2017.
As one of the world's most prestigious meets, Royal Ascot has been a staple of racing in The United Kingdom since its inception in the 1700's. The five-day meet features 19 graded stakes races and features £6.58 million ($8.5 million USD) in purses. The world's top turf horses routinely target the meeting, with this year's North American contingent expected to include Miss Temple City, La Coronel, Long On Value and several runners from the vaunted Wesley Ward barn.
"It is with great confidence that Royal Ascot has partnered with The Stronach Group and Xpressbet as our Preferred US Betting Site," according to Alastair Warwick, Chief Operating Officer at Royal Ascot. "Their continued growth and investment in technology, as well as their dedication to the sport, made our choice very easy. We're excited to work with them to introduce Royal Ascot to exuberant bettors and fans in the United States."
"The Stronach Group and Xpressbet are honored to partner with Royal Ascot, which is widely regarded as one of the world's most historic, prestigious and important meets," said Belinda Stronach, Chairman and President, The Stronach Group. "The Stronach Group and Royal Ascot share a commitment to revitalizing the sport of thoroughbred horse racing, expanding the fan base and to introducing wagering and exciting new wagering technologies to new, enthusiastic audiences."
Xpressbet's President, Ron Luniewski, added, "The Stronach Group, Xpressbet and Royal Ascot are all deeply committed to growing horse racing on a global scale. We enjoy a special relationship with the UK betting market and its customers. As technology and markets continue to expand, we're excited to team with Royal Ascot to continue showcasing our sport to bettors around the world."
Customers betting Royal Ascot with Xpressbet will have the opportunity to participate in a 0% Takeout Promotion on Exactas. Every customer that places winning Exacta bets throughout the meet will receive a bonus equal to the takeout paid on their wager.
Additionally, Royal Ascot will be broadcast live on the NBC Sports Network from 8:30AM ET – 12:00PM ET throughout the meet. All coverage will also be streamed on NBC Sports Live Extra, the NBC Sports Group's live streaming product for desktops, mobile devices, tablets and connected TVs.
For more information about Xpressbet please visit www.xpressbet.com or keep up with Xpressbet on Facebook, Twitter or Instagram.
For information on Royal Ascot please visit or https://www.ascot.co.uk/Royal-Ascot.


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Child rescued after 2 hours stuck in chimney
A child rescued after getting stuck in a chimney. (Source: NBC12)
By NBC12 Newsroom | July 9, 2019 at 11:32 AM EDT - Updated July 9 at 6:14 PM
DINWIDDIE, Va. (WWBT) - A child became trapped in a chimney Tuesday after climbing out a window.
Officials said the 5-year-old child became stuck at a home in the 11230 block of White Oak Road in Dinwiddie just after 10:30 a.m. It took rescue crews two hours to free the child.
"He's a daredevil," said Dinwiddie County Chief of Fire and EMS Dennis Hale, "We thought maybe he climbed into a fireplace or got into a wood stove, or gotten up on a shelf."
Instead, the boy climbed to the roof and eventually the top of the chimney.
Hale says firefighters could hear the boy hollering for help when they arrived, before finally locating him at the bottom of the chute.
The objective was then to figure out how to free him, which involved getting as close to him as they could and create an opening in the chimney.
"We could see him at about his waist level, through a small hole, and we ended up going below him and increasing the size of that hole, working our way underneath him so that we wouldn't hit him with any of our tools," Hale said.
After a two-hour rescue, first responders finally got the boy out with assistance from an unlikely source: the boy himself.
"He helped us. He could tell us everything, 'I'm standing on dirt, my hands are over my heard, I'm turned this way,'" the chief said.
The scene was cleared by 1 p.m., but Hale believes the ordeal could leave quite an impact on the 5-year-old, saying that "he's got a good story to tell at 1st grade next year."
The child was taken to the hospital for some scrapes, and officials were concerned they possibly breathed in some soot.


A dominant force in their sector, this company is large and highly successful, and can offer significant career progression opportunities for candidates with the right mix of operational experience and leadership capability.
Your new role will lead the execution and delivery of all financial analysis, forecasting and reporting activities within a specified region or division.
The role will be a key member of the team, working closely with the Regional Director, ensuring that commercial / operational and financial targets are achieved in order to deliver the overall Budget and strategic plans. Engaging with and influencing senior managers to achieve strong financial assurance, drive appropriate project financial decisions and challenge overall performance to improve results.
Drive improvements in ROCE by ensuring continued focus on working capital management and the delivery of working capital reduction targets.
Ensure a robust control environment, through compliance with all policies and procedures as set out in the Key Control's Framework.
Work collaboratively with members of the Finance Business Partner community to promote and share business partnering ideas, learnings, experiences and best practice.
In return you will get a desirable salary of £50,000 to £60,000 + other benefits and the chance to further your career with a reputable and growing organisation.


text:
After Softball Ivanka Interview, Margaret Brennan Grills Democratic Chairman Over Lack Of 'Diversity'
CBS host Margaret Brennan, who was criticized over her softball interview with Ivanka Trump, on Sunday grilled the chairman of the Democratic Party for not having candidates with enough "diversity."
Brennan began her interview with Perez by noting that all of the presidential candidates on the debate stage in January will likely be white.
"For this week, though, we saw Julián Castro drop out," Brennan pointed out. "We know with this next debate stage, Cory Booker, Deval Patrick -- they're not going to be on it -- Andrew Yang. They're all campaigning hard."
"Why do you think minority candidates haven't gotten more traction in the way that meets your standards to stand on that debate stage?" Brennan asked.
Perez observed that Sen. Kamala Harris (D-CA) would have qualified for the debate stage had she not dropped out.
"I'm asking about the people who are still in the race," Brennan interrupted.
"I take a backseat to no one in making sure our commitment that our field is diverse," Perez insisted. "We've had so many candidates of color who have been in the race throughout."
"The debate stage is all white," Brennan shot back.
"Well, we don't know yet," Perez replied. "We'll see who makes the debate stage. But for me, the most important thing is, we've created thresholds now... for those who say we have made it harder for candidates of color, I disagree with them."
Brennan wondered if Perez would "revisit" the debate standards to allow "for more diversity."
"The debate threshold is quite low, it's quite fair," Perez said. "Nobody below 5% a month before a caucus or primary has never won a caucus or primary."
Just a week earlier, Brennan was excoriated online after she failed to push back on Ivanka Trump. At one point, Brennan seemed to speak for the president's daughter, suggesting she had strongly opposed the family separations policy.
CBS, Donald Trump, Face the Nation, Ivanka Trump, Margaret Brennan, Tom Perez
Trump Calls Military Intervention In Venezuela An Option
Trump tells CBS' Margaret Brennan that military intervention in Venezuela is "an option" that's on the table.
Ivanka Trump Bizarrely Defends Family Separations: 'Immigration Is Not Part Of My Portfolio'
White House adviser Ivanka Trump declined to criticize her father's administration over its family separation policy for immigrants.
Barry Diller: 'Unfortunately, We Have A Witchdoctor As A President'
Barry Diller, the chairman of IAC and Expedia Group bashes Trump's dangerous lies about the coronavirus.
Roy Blunt Calls Trump's Actions 'Clearly Reckless' But Won't Call On Him To Resign
Missouri Sen. Roy Blunt tells CBS' Margaret Brennan that "the president touched the hot stove on Wednesday and is unlikely to touch it again," as he refuses to say how Trump or his enablers in the Senate should be held [...]
Mike Pence Says He's 'More Than Willing' To Be Interviewed By Mueller -- Even If Trump Won't
Vice President Mike Pence told CBS News over the weekend that he "would be willing" to sit for an interview with agents from special counsel Robert Mueller's investigation.
Rep. Will Hurd: 'Terrible Move' For Trump To Pardon Himself
Rep. Will Hurd (R-Texas) tells CBS Face the Nation host Margaret Brennan it would be a "terrible" political move for President Trump to pardon himself.


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Q: Custom converter for System.Text.Json when working with generics I have a class that contains a generic (object) that could either be populated with a string, int, bool, or another instance of the same class.  Previously, when using Newtonsoft.Json, I had a custom converter that would determine how to deserialize based on whether the JToken.Type was JTokenType.Object (detecting that the value was likely another instance of the same class).
With System.Text.Json and the JsonConverter, I don't see a way to do this.  It appears I have to perform a .Read() which gives the next token (StartObject, EndObject, StartArray, ... String, etc).
I see facilities to reader.GetString() to pull the value, (same with .GetInt32() and others), but no way to read the next object.  i.e. if I determine that the value for a property is another instance of the same class, I want to read that object in its entirety and assign it to that property.
My converter for Newtonsoft.Json is below (note that it recursively calls the deserialization method when it encounters an instance of the same class within either the Left or Right property):
public class ExpressionConverter : JsonConverter
{
    public override bool CanConvert(Type objectType)
    {
        return (objectType == typeof(Expression));
    }

    public override object ReadJson(JsonReader reader, Type objectType, object existingValue, JsonSerializer serializer)
    {
        Expression ret = new Expression();
        JObject jo = JObject.Load(reader);
        if (jo["Left"] != null)
        {
            JToken leftToken = jo["Left"];
            if (leftToken.Type == JTokenType.Object)
            {
                ret.Left = SerializationHelper.DeserializeJson<Expression>(leftToken.ToString());
            }
            else if (leftToken.Type == JTokenType.Array)
            {
                ret.Left = leftToken.ToObject<List<object>>();
            }
            else
            {
                ret.Left = leftToken.ToObject<string>();
            }
        }

        ret.Operator = (OperatorEnum)(Enum.Parse(typeof(OperatorEnum), jo["Operator"].ToString()));

        if (jo["Right"] != null)
        {
            JToken rightToken = jo["Right"];
            if (rightToken.Type == JTokenType.Object)
            {
                ret.Right = SerializationHelper.DeserializeJson<Expression>(rightToken.ToString());
            }
            else if (rightToken.Type == JTokenType.Array)
            {
                ret.Right = rightToken.ToObject<List<object>>();
            }
            else
            {
                ret.Right = rightToken.ToObject<string>();
            }
        }

        return ret;
    }

    public override bool CanWrite
    {
        get { return false; }
    }

    public override void WriteJson(JsonWriter writer, object value, JsonSerializer serializer)
    {
        throw new NotImplementedException();
    }
}

My question is: can I read out the entire object (some series of tokens) to assign to either the Left or Right property?
EDIT: more context.  The Expression class is:
public class Expression
{
  public object Left { get; set; } = null;
  public OperatorEnum Operator { get; set; } = OperatorEnum.Equals;
  public object Right { get; set; } = null;
}

and the input JSON could look like something as easy as:
{
  "Left": "Amount",
  "Operator": "GreaterThan",
  "Right": 100.00
}

or complex/nested like:
{
  "Left": {
    "Left": {
      "Left": "Amount",
      "Operator": "GreaterThan",
      "Right": 100.00
    },
    "Operator": "And",
    "Right": {
      "Left": "NameOnCard",
      "Operator": "Contains",
      "Right": "Smith"
    }
  },
  "Operator": "And",
  "Right": {
    "Left": {
      "Left": "Brand",
      "Operator": "Equals",
      "Right": "Visa"
    },
    "Operator": "Or",
    "Right": {
      "Left": "Brand",
      "Operator": "Equals",
      "Right": "Mastercard"
    }
  }
}

A: Like Newtonsoft.Json, it appears you can recursively call JsonSerializer.Deserialize and pass the ref Utf8JsonReader along with the custom serializer as parameters.
Here is the code from within the custom serializer:
if (reader.TokenType == JsonTokenType.StartObject)
{
    ret.Right = JsonSerializer.Deserialize<Expression>(ref reader, new JsonSerializerOptions
    {
        DefaultIgnoreCondition = JsonIgnoreCondition.WhenWritingNull,
        Converters = { new JsonStringEnumConverter(), new ExpressionConverter() },
    });
}

The deserializer will pick up after where the recursion left off.  Worked like a charm.


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Manishutushu (Ma-an-ish-tu-su) fue un rey del Imperio acadio desde los años 2270 a 2255 aC (Cronología media).

Biografía
Manishutushu fue el tercer rey del Imperio acadio. Era el hijo de Sargón de Acad y la reina Tashlultum, hermano de Enheduanna, Rimush y Shu-Enlil, y fue el padre de Naram-Sin.

Se convirtió en rey en c. 2270 aC después de la muerte de su hermano Rimush. Manishtushu, liberado de las rebeliones del reinado de su hermano, dirigió campañas a tierras lejanas. Según un pasaje de una de sus inscripciones, dirigió una flota por el Golfo Pérsico donde 32 reyes se aliaron para luchar contra él. Manishutushu salió victorioso y consecuentemente saqueó sus ciudades y minas de plata, junto con otras expediciones a reinos a lo largo del Golfo Pérsico. También navegó una flota por el río Tigris que finalmente se negoció con otras 37 naciones, conquistó la ciudad de Shirasum en Elam y reconstruyó el templo destruido de Inanna en Nínive en c. 2260 a. C. En Elam y Pashime, en la zona costera de Irán, Manishutushu tenía gobernadores instalados para el Imperio acadio: Eshpum estaba a cargo de Elam, mientras que Ilshu-rabi estaba a cargo de Pashime.

C ª. 2255 a. C. Manishutushu murió, asesinado por miembros de su propia corte, y fue sucedido por su hijo Naram-Sin. Una estela piramidal erigida por Manishutushu con una larga inscripción cuneiforme en acadio aparece en el Louvre.

Tenía el título de "Rey de Kish" en algunas de sus inscripciones.

Manishutushu pisoteando enemigos
Una probable estatua de Manishutushu descubierta en Susa, Elam, lo muestra pisoteando enemigos vencidos. Hay inscripciones en los cuerpos de los enemigos, identificándolos. La estatua está en el Museo del Louvre (Sb 48).

Referencias

Reyes de Sumeria
Imperio acadio
Monarcas asesinados
Fallecidos en el siglo XXIII a. C.
Reyes del siglo XXIII a. C.
Asia en el siglo XXIII a. C.

redpajama_set_name: RedPajamaWikipedia


This was the fourth year for a literacy project sponsored by the Rotary Club of Fremont, done in partnership with Fremont City Schools (FCS) and the Gannett Foundation. This project was started in 2013 with the support of a Gannett grant and was initiated as a result of a community need. The FCS district has a diverse population with a significant portion of their students living in poverty. Over 20% of incoming kindergarten students are identified as needing intense intervention in basic literacy skills. The project goals are to foster an appreciation of literature, to increase reading comprehension, and to help elementary students meet state reading requirements.
-Implement Research Based Instructional Strategies.
-Continue to follow Curriculum Management Plan for textbooks/instructional materials/library.
-Research, design and implement fluency strategies in grades K-3 literacy instruction.
The above goals are addressed through the purchase of books by the Rotary Club that have been selected by the FCS Curriculum Committee to align with specific curriculum objectives. These books are taken to elementary classrooms and read to the entire class by Rotarians, after which there is discussion about relevant portions of the books, and the books are added to classroom libraries for students to continue learning and enjoy. Each book has a note affixed on the inside cover indicating that it was donated by the Rotary Club of Fremont. The first book of the year is a children's book written by a Rotarian, which incorporates Rotary's guiding principles.
The Literacy project fosters an appreciation for literature and puts into action the guiding principle of Rotary –"service above self". Rotary volunteers serve as role models for the young children. The passion they express through shared reading is a strong influence in developing an appreciation for literature as well as instilling lasting values.


text:
Tom Petty Midi Files
Detailed information about Midi file Tom Petty - American Girl. Autodesk Inventor 2013 Keygen Download 2016 - Free Torrent. mid converted from midi to mp3 using the solmire.com converter.
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Wine is served everywhere from cafes to weddings. Realizing this, the subject of wine can frustrate and confuse you. If you want to learn more, read on below.
A Pinot Grigio is something that pairs very well with a seafood dinner. The wine can really help to bring out the flavor of the food. There are other white wines you could have with seafood. White wine and seafood are really the perfect match.
Do you know your way around your wine shop? You should. Every store is different. Every place will have different prices, overall focus and selections. Particularly if you are a new wine enthusiast, a shop that has a lot of pricey wines may not be your speed. Find a wine shop that fits you well.
It pays to follow your gut instincts as you try new wines. When you don't think a wine is for you, don't go out and buy it. The result will be that you spend money on an item you were aware you might dislike to begin with.
Trust your instincts when you purchase wine. Some experts suggest a certain wine because of the area it came from, but what matters most is your taste. If a cheaper white makes you happy, do not hesitate to get it. After all, the goal is to drink something you enjoy.
Some wine does not age well, so realize this before you store wine away for a long time. You need to find the one that will last the longest. Bordeaux is one wine that ages well.
Pay attention to the experts but do not take them too seriously. One who is truly a wine expert will be able to admit when they have the wrong information. Also, nobody has the exact same tastes. If you like something an expert doesn't, trust your own taste.
If wine is your thing, make sure you make the time to visit wine country. Visiting the vineyards allows you to see the grapes, talk to the wine makers and experience your favorite flavors in a brand new way. Vineyards are an alternative for shorter visits. You can relax with your favorite drink and learn a lot in the process!
Do not drink wines you do not enjoy. Many restaurants and bars promote certain brands, especially if they are celebrity related. However, these brands are usually marked up way above their wholesale value. A higher price does not guarantee the wine will be of high quality. Find out what you enjoy and then stick to that.
Don't overbuy on wines you love today. This a common mistake, but you should try to keep in mind that you will likely develop a taste for different wines rather quickly. You might not enjoy the same wines months from now. This will leave you short on space and heavy on wine you no longer like.
With your new knowledge, you can do anything when it comes to wine. It will be easy to drink wine on your own or serve it to your friends. You are well on your way towards becoming a wine expert.


Firstly an important disclaimer, I have had absolutely zero involvement in the development or execution of anything Pan Am related. These thoughts are purely from the point of view of a casually interested observer.
I took my son to see Beach Volleyball and the event itself was very well executed… engaging, great venue and super fun atmosphere. It was also quite refreshing to get good seats for a reasonable price. I've heard unanimously good things about other venues and events too.
Unfortunately (and admittedly this may have been influenced by word of mouth and not exclusively paid media) there seemed to be more emphasis on 'stay off the roads / out of the city' than 'come join the games'. This prompted a knee jerk negative reaction on the part of many residents. The radio / transit ads directing people to work flexibly or from home were a bit galling – how many of us have total control over our workday? Perhaps a different, targeted outreach to business leaders would have been more effective for that particular message.
The arts and culture festival seems to be a standout activation – a nice way to create added excitement and to broaden the appeal of the games. And such a clever name too!
I'm sure there must have been a rationale for using 3 letter acronyms for the various venues. But for those of us who live here and know the existing venues by their everyday names, it made it very confusing. Rarely did there seem to be an obvious link between the acronym and either the sport that would be featured or the venue's location in the GTA. More than once I drove by venue signs with no idea what sports would be featured there. It seems like a missed opportunity to target nearby residents especially with the venues scattered across the GTA.
What a smart little incentive. Once I figured out that the Beach Volleyball was being hosted in the Exhibition Grounds and not at the actual Beach (long after I purchased the tickets, and this despite my best efforts to cross reference the ticketing website with the venue list open in another window on my iPhone) I was delighted to avoid the HOV lanes and take the Go. And even more delighted not to have to line up for a ticket.
I saw compelling activation from a variety of brands at Pan Am Park. Chevrolet's pedal power race for example was both engaging and relevant. But I heard from spectators at the venues further afield like Swimming and Baseball that they did not see branded activation at those venues and felt it was a missed opportunity.
Overall, I do think the games themselves were well executed and a positive experience for those of us that attended. And the amazing performances of our athletes really did us proud. My hope is that if we see another event of this scale someday we can set up realistic and positive expectations in order to be even more successful in spreading the excitement around.
If you're looking for creative intuition, enthusiasm and clarity of thought, look no further. Sarah mixes the spontaneity of art with the analysis of science at Vivid.


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Monday Jul 27, 2020
Leading Women with Kelly Lockwood Primus
Kelly Lockwood Primus is the president and CEO of the leading organization that is shaping the future of the workplace for women, Leading Women, In this episode you can learn:
What gender dynamics are
Mindsets of leaders (male, female and other) can help or hinder the gender gap
Closing the gender gap starts with conversation
Some of the reasons why only circa 11% of Senior Leaders in Fortune 500 are female
Gender gaps are created by women too!
Plus great hacks and ideas.
Follow us and explore our social media tribe from our Website: https://leadership-hacker.com
Kelly Lockwood Primus
You can learn more from Kelly below
Website https://www.leadingwomen.biz
Kelly on LinkedIn
Leading Women on LinkedIn
Leading Women on Instagram
Full Transcript Below
Our special guest on today's show is Kelly Lockwood Primus. She is the president and CEO of the leading organization that is shaping the future of the workplace for women, Leading Women. But before we get a chance to meet with Kelly, it is Leadership Hacker News.
Steve Rush: Throughout history and in every culture around the world, extraordinary women have pushed society to think bigger, move forward and create. So I thought I would share with you the following women who are glowing examples of that restless curiosity, boundless, courage, and world changing ingenuity. Thanks to each of them, women and girls all over the world are able to live with fewer restraints and have bigger dreams. And all men, women, transgender, or other, have better lives as a result of their work. Here is just a few.
Florence Nightingale also known as the lady with the lamp. Was a pioneer in the field of nursing. She had a massive impact on the 19th and 20th century policies surrounding proper care. Her writings inspired worldwide healthcare reform. She and her team of nurses drastically improved the unsanitary conditions at the British based hospitals during the Crimean war, and saved countless lives and influenced thousands more. When asked, Florence Nightingale said, "I attribute my success to this, I never gave or took any excuse."
Marie Curie was the first woman to win a Nobel Prize. The first person to win it twice and the only person to win a Nobel Prize in two different sciences, both physics and chemistry. Mary Curie was quoted, "in science, we must be interested in things, not people".
Ada Lovelace was a woman who was said to have written the first instructions for the first computer program in the mid 1800's. Unfortunately, her work went undiscovered until the 1950s when it was introduced by B.V. Bowden in "faster than thought," a symposium of digital computing machines. Back in the mid 1800's Ada Lovelace was quoted, "The brain of mine is something more than merely mortal as time will show". And wasn't she right?
Doctor Erna Hoover in 1971 achieved a patent for a telephone switching computer program. That was among one of the first pieces of software patent ever issued. Even more impressive, she worked on her idea while still in hospital, following the birth of her second daughter. She was quoted to have said, "I designed the executive program for handling situations when there are too many calls". Basically it was designed to keep the machine from throwing its hands up and going berserk.
Rosalind Franklin was a British chemist known for her early use of X-Ray. One of her photographs led to major discoveries involving DNA structure. Although other scientists did take credit for it, Rosalind Franklin has been cited as the creator. "Science and everyday life cannot be and should not be separated", said Rosalind.
And finally, Mother Teresa was one of the 20th century, greatest humanitarians. She founded the order of the missionaries of charity, a Roman Catholic congregation of women that helped the poor, and was canonized as Saint Teresa of Calcutta in 2016 and demonstrated leadership at every level of everything she did. And Mother Teresa was famously quoted as "peace begins with a smile". That has been The Leadership Hacker News. If you want to share your information, insights with us and our listeners? Please get in touch.
Steve Rush: Our special guest on today's show is Kelly Lockwood Primus. She is the President and CEO of the leading organization that is shaping the future of the workplace for women, Leading Women. Kelly, welcome to The Leadership Hacker Podcast.
Kelly Lockwood Primus: Steve, thank you so much for having me.
Steve Rush: It is our pleasure. We are going to get into the whole prospect of what Leading Women do and what you're doing at the moment to shape the future workplace for women. But before we do that. It would be useful to give our listeners a little bit of your backstory as to how you ended up doing what you are doing?
Kelly Lockwood Primus: Thank you I appreciate that. So had the good fortune of joining a very interesting organization when I got out of college that got me on the path of working in consumer products, and after sort of moving around a little bit within different departments I ended up in marketing and communications and found that, that was the right place for me. I worked for pretty much every single U.S. Corporation that made a product that had a plug and a cord. If you could move it around and it was portable and it had a plug and a cord, then I worked for them. And over the course of my career, took a few risky moves. Went and worked for some very entrepreneurial men who had revolutionized some of the consumer product industry focus areas, and took a lot of risks. And ended up working in Massachusetts for this company called The Homes Group which was a mashup of two organizations. One very old, a 75-year-old public company that was purchased by this very young entrepreneurial organization that created the homes group and went to help them integrate the two companies together. Joined at right about that time and had a lot of fun doing it, worked really hard, was promoted to vice president.
And then within a couple of years, asked to run one of the business units, and I'll tell you, it was an enormously fun, six years of my career, and then from there I ended up rolling into one or two other organizations again, run by entrepreneurs. And I think the thing that I would say to anyone who doesn't say doesn't find comfort working for very large corporations. If you can find an entrepreneur to work for, the fun part about it is you pretty much have a very flat leadership. It allows you to take some risks and you tend to have the ear of the CEO at a much earlier part in your career than you would for much larger corporations.
Steve Rush: And gather a lot more experience as well as part of that experience. Right?
Kelly Lockwood Primus: Yeah, and the fun part about it was that, you know, when you have organizations that are kind of flat and there aren't a lot of people there when a challenge comes up, you can raise your hand and say, Hey, I can do that. Even if you don't know what you're doing, they'll look to you and say, okay, it's yours. You take it, you run with it. And if you screw it up, oh, well, we'll try it again. And so you get a lot of experience that you wouldn't have elsewise. And it was while I was working for this one corporation that was looking to go public. I had move temporarily to North Carolina to do that. My home was still in Massachusetts, but I was living down there and sort of coming back and forth a couple of times a month. And when I joined the company, the idea was going to be 18 to 24 months before we go public. So as the head of marketing and communications, my job was to really get the brand out there, get the awareness going, make sure our products were in stores, make sure, you know, the industry was talking about us, do all of the things that, you know, bring buzz to the company. And within the first couple of weeks of getting there, the timeline changed and it went from 18 to 24 months to 9.
Steve Rush: Nothing like a bit of pressure to get things moving.
Kelly Lockwood Primus: Exactly, nothing like a bit of pressure and there were several of us who were new to the organization. So there was a lot of crazy long days and a lot of hard work, but what I was finding for me was that, you know, had a lot of spare time on my hands. I was living in an apartment. My husband was still in Massachusetts, so I started mentoring women at Wake Forest University Business School and had a blast with it and long story short, company goes public. Yay. We all go to NASDAQ and celebrate and we have a really great time, and there's a woman that I knew in my career who was leaving the company she was working for to go work for this women's leadership organization in Dallas, Texas. And she's, still a very dear friend of mine and a business development person and she wanted me to come and be the marketing person with her. And so she introduced me to this woman CEO, Frizay Woods who was a very dynamic person and was shaking up things for this, this organization that had been around about 20 years and long story short. I was offered the job, so lock, stock and barrel. We moved to Dallas Texas, and I spend the next couple of years working with this organization to bring more women into leadership. That is the focus of that organization, the women's food service forum.
Steve Rush: And that is how you got your appetite for really driving the agenda, right?
Kelly Lockwood Primus: Yes, absolutely right. So and then, you know, as life would have it. We chose to move back to the Northeast and I reached out to the woman who founded Leading Women. Really just to ask her to connect me with her network. I was not a hundred percent sure, I was going to stay in leadership because I only had a couple of years in it, but she agreed to meet me for breakfast one early Sunday morning and halfway through our breakfast. She asked if I would come and work for her and that was in 2013, and I have been with Leading Women for the last seven years and Susan retired last year. And I stepped into the role of CEO. President and CEO.
Steve Rush: Super Story.
Kelly Lockwood Primus: Yeah.
Steve Rush: So leading women now is really taking the drive to research and get underneath the skin to really help drive gender equality and close that gap that exists still in many organizations, in many companies across the world, so sell us a bit about what you do with Leading Women now?
Kelly Lockwood Primus: Okay. So when founded, Leading Women was based on research again around competencies of leadership and what were the true skills that rising stars needed in order to be seen as future leaders of companies. And what we realized, or what was realized at the time is that the career advice women was getting, didn't include any of these skills. Women were being told to do things that made themselves great and to engage other people, but it never talked about really demonstrating that you understood the business. And so leadership development programs were created and partnered with corporate clients to help teach women how to be leaders and how to learn the skills and demonstrate the skills necessary to become senior leaders of organizations and around about, I want to say 2013. So 10 years in, when I joined the company, we had just started to do research around what we call gender dynamics.
And those are basically the Mindsets that managers have that end up putting barriers in front of women and by Mindsets, I mean, decision points that are made in people's careers. And, you know, you and I talked about this a while back. But when managers are making decisions about who's the next person to lead a project or take a role, or, you know, go somewhere in some other division of the company to get certain skill sets, the Mindsets that those managers have. Tend to make it so that they choose men over women and it is usually because women have family and they see that as a barrier to her wanting to perhaps travel or take an international assignment or, you know, have to commit to significant hours of work. So let's just say, you know, that's just one mind-set there that women are more focused on their family and less on their career, which is in most cases, you know, not true, but without asking her, how do you know?
Steve Rush: There is almost I guess, a preconceived expectation and therefore rather than enter into the debate, honestly, and openly, because often we do that with fear of what we are going to get back and how do we handle it. We then just avoid the conversation, I guess, is that what you are saying?
Kelly Lockwood Primus: Exactly. Right, so, the mindset that the manager has. Does not get explored, they don't have an opportunity and the employee doesn't even have the opportunity. There was a great example of this, that I was just reading the story of these two director level people. One is a woman; one is a man, there is an international assignment coming up. The vice president makes a decision without asking the woman because she just got married. So he makes the assumption that she's going to want to have children, and instead tells the male employee that he's got the job. And he's got to go over to, forget where it was, Germany I think. Yet he did not ask the man what was going on in his life and they were about two weeks away from announcing that his wife was pregnant or that they were pregnant. And so, you know, he takes the role. He goes over to Germany. The woman who did not get the job was the one who wanted the international assignment. She and her husband were both looking to go abroad and work outside of the U.S. The other family, it ended up in a catastrophe because the wife's pregnancy was a very difficult one. The male ended up being terrible at the role because he was so stressed out and they lost both employees. Both two very high performing employees. The women left the organization because they did not give her the opportunity and the man left the organization to come back to the U.S. and took a different job so that his wife and he could be near family.
Steve Rush: It is such a shame, isn't it? That that kind of bias will impact not only on productivity in the wellbeing of people, but fundamentally that makes a massive dent in that organization's plans to go forward as well, doesn't it?
Kelly Lockwood Primus: Exactly, Right and so a simple conversation between that vice president and the two people that reported to him. If he had just asked the question, I think he would have been surprised obviously. Clearly surprised at what could have happened and how much more successful he and his team would have.
Steve Rush: Yeah, absolutely and there's no doubt that the evolution of women taking leadership places across teams and boards has definitely increased over the next five years. There is still a lot of work to do, Isn't there?
Steve Rush: What has been the biggest contributor that you see that has enabled that to happen so far?
Kelly Lockwood Primus: I think it is the data, to be honest with you. I think probably about 10 years ago, when organizations like Catalyst and others. Started publishing including Credit Suisse and financial organizations, when they started publishing research that showed organizations performed better when they had more diversity, gender diversity in their leadership. When they were able to show direct correlation and data to support it, so it was no longer this women's live movement or you know, any kind of women's initiative. When they showed it was good for the business that got everybody's attention, and so I think when I have conversations with CEOs of companies and head of HR. They are like, no, no, this is no longer the right thing to do it. We have to do this; we have to do this because the organization needs to perform better and it is as simple as that. So I think, you know, the past 10 years has shown organizations waking up and leadership waking up to the fact that they need it. Getting there as a whole another story, which is why we are not there yet. In a recent presentation I did, I think we are at just under 11% women in senior leadership roles in the fortune 500.
Steve Rush: That is still a way off pace, isn't it?
Kelly Lockwood Primus: Yeah way off pace.
Steve Rush: What is causing that delay, do you think?
Kelly Lockwood Primus: You know when we talk about manager's mind-sets, people that in the C-Suite are managers of people as well. And I think it's sometimes challenging to be uncomfortable, and it's a lot easier to hire someone or promote someone into a role that looks like you, and that acts like you, and that talks like you. And so until you get comfortable being uncomfortable or you finally have women demonstrating those senior leadership skills, it's easy to be easy. It is easy to pick, you know, the guy that looks like you.
Steve Rush: Right.
Kelly Lockwood Primus: So one of the things that we do, you know, at leading women is, we focus on teaching and sharing our knowledge and research around gender dynamics so that men can get more comfortable working with women and understanding that their leadership style may be different and that's okay. Women tend to be more collaborative. It does not mean we don't drive for results, and we don't aim for goals, but we do it by bringing others with us as opposed to sort of a command and control leadership style.
Kelly Lockwood Primus: And many organizations are finding that is important today to have a more collaborative leadership group, but not all of them have gotten there yet. You know, the finance industry struggles with that. A lot of industries struggle with that, but there becoming more aware, I should say.
Steve Rush: And often folks think of this as a male unconscious bias, but in your research, actually, you also noticed that this bias also can present itself in women as well, right?
Kelly Lockwood Primus: Oh, yeah. Absolutely. Absolutely, I don't want to take the time to tell a story, but I will say when I was a global vice president, I made the same mistake. I made a decision and talked a woman who was going off to maternity leave. I talked her out of her job and into another one in my department because I thought it would be best for her, so she would not have to travel and knowing, you know, first time mom. I thought I was doing her a favour and she came back from maternity leave and took this role and unfortunately, it was not a very autonomous role like she had before she went on maternity leave and she clashed with the manager. And she was very upset with me because I talked her into the job and she ended up leaving the organization. So, you know, it's these mind-sets that we talk about. These gender dynamics that we talk about; there are 10 of them that, we work on globally and try to encourage managers to see from different perspectives. And when I say manager, does not matter if you are a man or a woman. Mindsets are mind-sets, and everybody has them. And you make decisions based on what you think, so we try to help people think differently.
Steve Rush: Part of our work, we teach this whole principle of unconscious bias and how it formulates our belief systems and therefore our mindsets. And we run this simple exercise around lots of different things, but one of them, which is agenda driven, unconscious bias and I would say 99 times out of a 100. Both men and women failed miserably because of the unconscious bias that they carry.
Kelly Lockwood Primus: Yes, You know, there's this test I took once and I can't remember the name of it. It is online, it asks you to associate names and pictures and words with male and female and so forth. And even after 10 years of doing this, going through it, my bias is about 60- 40, so that's not bad, but I'm still associating words like family with a woman, as opposed to a man and you know, so on and so forth. So the reality of it, is every single person has mind-sets that are part of how they grew up. Its part of the work that they do, who they interact with and so forth, and so without bringing those mind-sets up to light and showing how you could. How they could potentially create barriers for others who don't look like you, then you don't have an opportunity. And so one of the things that I will tell you, it's so much fun when we go in to a construction company that has 10 white men on their leadership team, half of whom are saying to you, you know, why are we even here? There is no problems. And after spending a couple of hours with them they turn around and say, wow, that was the most enlightening conversations we had ever had. And I never realized I was treating the women on my team, like I was their dad. You know, that is an amazing statement and it's important for people to recognize that they have mind-sets that help them make decisions that are not necessarily always in favour of the right answer.
Steve Rush: The key here is just having an awareness that we carry this mindset, and it is an unconscious bias. It is in the title, isn't it? We rarely pay attention to it, but having more data and more conscious awareness. We can then be more thoughtful about what we do and how we do things, right?
Kelly Lockwood Primus: Exactly, and it is having the conversations for absolutely.
Steve Rush: For sure. Now I have spent many years leading different teams and different organizations, and I feel really proud that of significant proportion and more than significant proportion, in many cases of my leadership team have been women. And I pride myself in the fact that when I hired those individuals. I hired them to do the type of work, that was the right for them, and the agenda really come into it and I can honestly say that categorically. But was often then subsequently accused of Steve. You are driving the female agenda. There is positive discrimination here. And how do you respond when you hear it?
Kelly Lockwood Primus: Bravo, I think that is lovely. So, you know, I've never heard the term positive discrimination, and I think it's interesting that people call it out. Had you hired 50% women and 50% men, do you think they would have asked you that same question?
Steve Rush: Hmm. That would never happen.
Kelly Lockwood Primus: No, exactly and so why is it by hiring more women? All of a sudden, there is something going on, right? There is something going on. Well, clearly, you know, you are leading some female agenda.
Kelly Lockwood Primus: Positive discrimination, just because you hired more women than men. And that makes no sense, right? You want to hire the best talent. And hopefully for those of us who like yourself, who are smart enough to realize there's so much, we don't know. It is best to hire people who are smarter than you or who know more than you, or who know different things that you, in order to be successful. So, does it really matter if it is a man or a woman? could it just be the best talent? And if it happens to be a woman, does it have to be positive discrimination?
Steve Rush: Wouldn't it be great that we just get to a place where there is a recognition that the person been hired for the right reasons? And it doesn't matter whether they're blue, pink, brown, black, man, woman, you know, wouldn't that be great place to be?
Kelly Lockwood Primus: Or other.
Steve Rush: Or other, yes.
Kelly Lockwood Primus: It would be amazing if we can get there and I think, you know. Here in the States, there has been a lot of stuff going on in society and I think we may actually see a much more rapid change than anyone would have guessed at the beginning of this year and, you know, new decade. And we were really focused on, okay, how can we be as impactful in this next decade as possible for women in leadership?
Steve Rush: There is a huge movement. Isn't there?
Kelly Lockwood Primus: Right and helping organizations recognize that, you know, they may have set goals for themselves, but somehow did not make them in the twenties. You know, from 2000 to 2020, and so what are they going to do differently as an organization? What are you going to do differently? What are you going to commit to, to really reach these diversity goals now that beyond gender and all of these riots and all of this turmoil that is happening in our society? The amazing part about it is, organizations are committing to change more rapidly than ever. And you compare that and add to it, this COVID-19 and forcing people to work remotely, and yet work still gets done and change is happening so much more quickly. It is very exciting, I mean, first half of the year, it has been really exciting.
Steve Rush: It is, definitely so, and also here's the thing, research also suggests, doesn't it? That the more women you hire into your leadership teams and the more executive leaders you have at board level, there's a direct correlation to better communication, improved productivity, but also there's a bottom line income, outcome here too. As well for getting, the right results from hiring women; you also improve your revenue.
Kelly Lockwood Primus: It is exactly, right. Exactly right, and from a conversation I have had with someone in the insurance industry. Risk factors are also mitigated and the cost of doing business goes down because there are not as many risks being taken by organizations. Because they have a more balanced approach to decisions, so financial performance goes up, risk goes down, more people feel engaged. The productivity goes up, people within the organization feel more included and outcomes are amazing. There are so many different statistics out there from Credit Suisse, from Catalyst, from all types of organizations that just show, you know, 15 to 25, I think McKinsey at 25% more productive and innovative when you have gender diversity in your leadership,
Steve Rush: That is amazing stats, isn't it?
Kelly Lockwood Primus: It is amazing and when leading women talks about gender diversity, we really talk about gender balance. We are not saying it has to be perfect. Not every organization is ever going to make it to; you know, a 50-50 leadership team. Let's be real about that because there are certain industries where you're just not going to have as many women employees, but there is a balance that can be achieved throughout the organization. And it doesn't necessarily mean every executive team is going to be 50-50, but throughout the organization, we have one client that hires 33% of their direct out of college hires are women. And we said to them, well, therefore, throughout your organization, there should be 33% women at every level of your company. And when you reach that, you've hit gender balance for your company.
Steve Rush: I love the principle of balance as well, because it takes away notion targets that organizations often give themselves. And actually, if you just have a target of balance, then it's okay to be subjective. It's okay to get right fit, then isn't it? And then you, haven't got worry about a number on a bonus sheet or a target sheet.
Kelly Lockwood Primus: Right, and for those organizations, you know. Who do put that number out there and say, you know, by 2050, we want to have 50% of whatever area of the organization as women. That is great, if it makes sense. If you can hire women into those roles, that is great. But there are some places and some challenges right now, when you have only 23% of the people graduating with certain degrees are women. You are going to struggle to hire 50% of your staff, right? So let's be realistic. And let's focus on bringing balance throughout your organization. So, you know, so many companies start with the recruiting and think that's going to solve everything and it's not for women in leadership. You can recruit as many women as you like, but if you are not creating the opportunities for them or giving them the opportunities and promoting them, you are going to lose them.
Steve Rush: For sure.
Kelly Lockwood Primus: There is a lot of things that need to be done but having more women in your leadership will absolutely help the organization perform better. And the statistics and data show that. That is not me, that's everybody else's data.
Steve Rush: Sure, so if I'm a leader, be that male, female, transgender or other, and I'm just wanting to progress down, start to close my diversity gap within my team. Where will be good place for me to start?
Kelly Lockwood Primus: I think it is important to take a look at who's on your team. And as you are recruiting or hiring in at whatever level. Ask your, you know, the recruiters or whomever is bringing you the slate of candidates. Ask them to give you a balanced slate, make them do their work; tell them that you want to see three men and three women. If you are going to interview six people. Ask them to do the research and find you competent people, both men and women to apply for the jobs or to interview for the roles. That is the first thing you can do. The second would be to make sure you are looking at the career plans that you have for all of the people that report to you
Steve Rush: And I guess by doing so, you are going to be entering into those conversations with a good balance of individuals. Being thoughtful about direction of where your organization's going and balance will start to take care of itself then. Right?
Kelly Lockwood Primus: Right and have the conversation with each person that reports to you. To say, what is it you want to achieve in your career? Where do you want to go? Because not everybody wants to be a leader. Some people just like the job they have, but for those who want to a leader, then you said to them, okay, if this is the role that you are aspiring to. Here are the three things we need to do to help you get there.
Kelly Lockwood Primus: These are the experiences you need to have and if you aren't able to have those sort of honest conversations with the people that you work with, or that work with you. Then how are you ever going to have balance in your promotions? Because if you're only comfortable talking to the white male who works for you, as opposed to the others, then you're never going to get there. So I think it's being honest with yourself that you need to have the conversations with the people that you work with and open the door, ask the question.
Steve Rush: Love it and often starts with ourselves too, doesn't it?
Kelly Lockwood Primus: Yeah, absolutely.
Steve Rush: So Kelly, at this part of the show, we are going to turn the leadership lens on you. Now you have been an experienced leader of others for many years and lots of different scenarios, lots of different experiences. So I'm going to hack into your leadership mind now. First place we want to go to, is to find out what your top three leadership hacks are?
Kelly Lockwood Primus: Great, I love this. I love this part of the podcast. I will be honest and I am hoping what I share is enlightening and a little bit different. So the first one I am going to say is you've got to act as if you own the business. As an employee of any company, whether it is large or small, you need to know how that business runs. You need to know how you make money. You need to understand how decisions are made and you have to act like your impact is going to make the company more successful. You are not just a cog in the wheels, right. You are not just someone in there to push paper around. You need to understand how the business makes decisions and then make sure you are demonstrating that you understand that. Because as a leader, we look for people like you.
Steve Rush: Yeah love it.
Kelly Lockwood Primus: Second and this was a great story. I had a CEO, the one who promoted me up from a director to a vice president and then to a GM. And one of the things that he said to me after a meeting in which I got a lot of people, not happy with me. Cause I was asking a lot of questions. He said to me, don't stop asking questions. It is the only way that you will get the full picture. Make sure you ask all of the questions, whether they are easy or hard, because it is the only way to truly know what is going on. So as a leader, make sure you ask questions, and then listen to the answers, right. You can't just ask questions and then go on your Merry way with your own perspective, ask the question.
Steve Rush: And listen to the answers is sometimes a tougher bit, right?
Kelly Lockwood Primus: Yeah. Sometimes you don't like what you hear for sure, but it will make you better. It will, it will make the organization better. It will make the performance better and it will actually help the people who are being honest with you to know that you are going to hear them and you are going to listen to them. And that's really the third leadership hack is you've got to get perspectives. Groupthink will kill you and your company. If you are not able, to ask the questions and engage people who are different from you and have different perspectives. And sometimes it's as simple as getting the marketing people to talk to the engineers or getting finance, to talk to supply chain, right. Or anyone within the organization. If you can't get the perspectives that you need as a leader, again, groupthink will kill you.
Steve Rush: Definitely, so.
Kelly Lockwood Primus: Yeah, perspectives are critical.
Steve Rush: The next part of the show we are going to kick into is what we affectionately now call Hack to Attack. So this is where maybe something's not worked out well or we've screwed up in our work or our past, but we've actually used that now as a positive in our work in our life. What is your Hack to Attack Kelly?
Kelly Lockwood Primus: Okay, so this story talks about me as a new vice president. I needed to reorganize the department and we were a service. We are a marketing organization and we, you know, we are considered a service within the company. All the business units came to us. We did all of their brand work, all their creative, all of their packaging, you know, all of the materials that they needed in order to go to market with their new products. And I needed to reorganize my department in order to elevate two people up a little bit higher in leadership so that I wasn't having as many people report to me because I had some other things I needed to be doing. And I made the decision to promote this woman who had a really great relationship with her business unit and by promoting her, it meant I was taking her away from the day to day interactions.
And we were going to backfill her role as a business partner to this business unit and I didn't let the business unit leaders know that I was going to do that. And as a result, they were quite upset with me because they felt I wasn't giving them the opportunity to be a part of this transition. And it ended up creating quite a bit of struggle and personality clashes and hard feelings, and that was my fault because I should have let them know and I should have engaged them in the process and the transition. So instead, you know, we internally in our department hired a new person, and then introduced them to the business unit and did not ask for their input.
Steve Rush: Big lesson, right?
Kelly Lockwood Primus: Vey big lesson, very big lesson indeed. Had my department been an external agency, you know. A marketing agency, we probably would have been fired.
Kelly Lockwood Primus: It's important to recognize that when, you know, you have teams that really work well and you are going to make a change to those teams that you best engage all of the partners in that team to make sure that they are coming along with you. As transitions are made, otherwise you may hit a very hard wall.
Steve Rush: Never underestimate that. Can, you?
Kelly Lockwood Primus: No, you can't and I, you know, a young leader at the time that was new and didn't recognize, I didn't know what I didn't know. And let me tell you, when you hit that wall, it is really hard to crawl over it. So definitely collaborate as much as you possibly can.
Steve Rush: The last thing we would like to do with you today is to do a bit of time travel, and I'm going to take you on a metaphorical journey now. You are going to bump into Kelly at 21 and you have an opportunity to give her some advice. What would it be?
Kelly Lockwood Primus: Yeah, so Kelly at 21 had no idea what her career would be. She had planned for many, many years to be a lawyer and realized while I was in school. In college, not law school, thank goodness that it really was not for me. And so what I would say to her is, its okay not to know and use the time to learn. So I had multiple roles, over the course of the first couple of years from I came out of school and I did not know where I was going to be and what would make me happy. And so the reality of it is the journey will make you happy because you will find out so much about yourself and about business and what you like about it and what will be fun about it. And you'll meet a lot of great people, so don't worry so much about where you're going to be and it's okay not to have an answer at 21.
Steve Rush: That is lovely advice. I think many people actually certainly at 21; I cast myself back to that time. Would be so focused on the destination that we will perhaps not give as much attention to what the journey can give us too.
Kelly Lockwood Primus: Exactly, if I could distress myself at 21 to realize how much fun you can have in your career. And the opportunities are endless for anyone and you can end up in a job like this, and frankly, I think my entire career. I've always said, I'd never really want to be the CEO. I would like to be the president so I can keep running the day-to-day business, but I never thought I would really want to be the CEO. And now that I am, gosh, I love it. What a great opportunity it is to meet and talk with people and come up with ideas that maybe someone else has not thought of yet, so the journey is important,
Steve Rush: Super stuff, and it's no surprise Kelly that you've arrived at where you've arrived at. And we've had some fantastic chances to kick into some of your leadership hacks, but the journey doesn't stop there. For folk that wants to get to know a little bit more about you and about the work that you do with Leading Women, how can they connect with you?
Kelly Lockwood Primus: So they can find us on our website, leadingwomen.biz, the biz is intentional for everyone to recognize that we focus on business. You can find our blog at that address as well, and you can find us on LinkedIn. We have a LinkedIn group; we share a lot of information, all the latest research. And we're also on Facebook and Instagram, of course, but the majority of our time and energy is spent on LinkedIn.
Steve Rush: When folks are finish listening to this podcast today, they can head over to the show notes and click straight to your links.
Kelly Lockwood Primus: Thank you. I appreciate that.
Steve Rush: So Kelly, for me, I just wanted to say thanks ever so much for joining us on The Leadership Hacker Podcast. I have had a great time talking with you. Not, just today but in the time that we have before. And I know our listeners will take a lot of insights, thoughts, and inspiration to think about the diversity gap that exists or not as the case may be in their organizations, but thanks for being on our show today.
Kelly Lockwood Primus: Thank you so much. I look forward to listening in on your future podcasts as well.
Kelly Lockwood Primus: Thanks Kelly.
Finally, if you would like me to work with your senior team, your leadership community, keynote an event, or you would like to sponsor an episode. Please connect with us, by our social media. And you can do that by following and liking our pages on Twitter and Facebook our handler their @leadershiphacker. Instagram you can find us there @the_leadership_hacker and at YouTube, we are just Leadership Hacker, so that is me signing off. I am Steve Rush and I have been the leadership hacker


# to simplify the link line.
# a prebuilt simulator library.
# Create a dummy export_includes.
# the final package to be signed with a different key.
# specifying a key for it.
# signed with its release key.
# but the dexpreopt process will not try to re-sign the app.
# Ensure that presigned .apks have been aligned.
# Sign and align non-presigned .apks.
# while the deps should be in the common dir, so we make a copy in the common dir.
# while $(common_classes_jar) is used to link.


(JTA) — A prominent Spanish organization that is dedicated to preserving the country's Jewish heritage awarded a prize to a local politician who had accused Israel of "massacring" Palestinian children.
The Centro Sefarad-Israel, which was created with government funding in 2006 and based in Madrid, awarded its Crown of Esther prize on Thursday to Maite Pagazaurtundua, a Spanish lawmaker serving at the European Parliament, Europa Press reported. She received the award for her "defense of justice and freedom," the report said.
In 2014, Pagazaurtundúa co-signed a letter with several other members of the Alliance of Liberals and Democrats — the parliamentary bloc to which Pagazaurtundúa's Union of Progress and Democracy belongs — condemning Israel's actions against Hamas in Gaza. It was addressed to Martin Schulz, then the president of the European Parliament.
"An immediate ceasefire is needed to put an end to the massacre and the suffering of the civilian population, many of them children," the letter read.
The letter co-signed by Pagazaurtundúa, a Basque politician who is known in Spain for denouncing the terrorist activities of the ETA Basque nationalist militia, did not mention Hamas or Palestinian terrorism.
The Spanish Foreign Ministry and the Madrid municipality set up Centro Sefarad-Israel in the framework of efforts to restore sites connected with the Jewish Sephardi presence in Spain that ended in 1492 with the start of the Spanish Inquisition.
Spain and Portugal, which began implementing its own Inquisition in 1536, passed laws in 2013 granting citizenship to descendants of Sephardic Jews. At least 4,500 people have received Spanish nationality, and hundreds more received the Portuguese one. Leaders from both countries said the laws affording nationality to Sephardim were meant to atone for the persecution.
On Tuesday, the SAPO broadcaster in Portugal reported that the French-Israel media mogul Patrick Drahi, who founded the international Israel-based news channel i24news, received the Portuguese nationality.
Municipalities in Portugal and Spain in recent years began investing in preserving their Jewish heritage sites and relevant treasures.
The town of Covilha in Portugal last year placed in City Hall a 400-year-old Torah scroll that had been discovered during renovations, and may have been concealed by Jews practicing Judaism in secret during the inquisition.
On Tuesday, the municipality said it would keep the scroll there indefinitely following the defeat in court of a claim of ownership of the scroll by a local businessman who said he bought the scroll from one of the construction workers who discovered the object, the Lusa news agency reported.
Separately, dozens of Portuguese historians gathered Monday at the southern Portuguese city of Faro for a symposium marking 530 years since the completion of the first book ever printed in Portugal, a Hebrew Bible. A copy of the Bible, known in Portugal as the Pentateuco, was completed in Faro on July 30, 1487, by the Jewish publisher Samuel Gacon.
The book is on display at an Oxford University library. It is believed to have been captured in battle and brought to England following a skirmish between British and Portuguese troops in 1596.
But a researcher speaking at the seminar, Rui Loureiro of the Manuel Teixeira Gomes Superior Institute, a prestigious university based in the town of Portimão near Faro, disputed this theory, the sul Informacao website reported. Citing a paucity of records of the book's transfer, Loureiro argued the book was "taken by a Jewish person who emigrated" because of the Inquisition.


text:
Q: "Days in column" dots explanation I'm trying to work out the logic behind the Days in Column dots on JIRA boards but can't quite get it right.
It's almost the following:

*

*A grey dot is 1 day

*An orange dot is 2 days

*A red dot is 3 days

*Only show dots for up to 12 days

But those rules don't work for a handful of cases.
Here's my data, taken from a snapshot of one of my boards:
https://docs.google.com/spreadsheets/d/16oGvpQomtJEaS6hmhNfFaDub-4nafmi1jJ32PYMSyvQ/edit?usp=sharing
Does anyone know the logic behind this?

A: See the "Using Days in column" on the online help:

Blank dot → 1 day
  Grey dot → 2 days
  Yellow dot → 3 days
  1 red dot → 5 days
  2 red dots → 8 days
  3 red dots → 12 days
  4 red dots → 20 or more days
Note that if you move an issue back to a column where it's previously been, the indicator gives you the cumulative number of days the issue has stayed in that column.

The logic has also changed recently according to this post stating "the new dots behaviour is available only in Cloud".
There is an outstanding bug where the weekends are counted as days. This might explain why your data doesn't align.


text:
Facebook agrees to delete illegal gun sale posts, Schneiderman says
State Attorney General Eric Schneiderman is touting a new agreement with Facebook to curb illegal gun sales on the...
Facebook agrees to delete illegal gun sale posts, Schneiderman says State Attorney General Eric Schneiderman is touting a new agreement with Facebook to curb illegal gun sales on the... Check out this story on lohud.com: http://lohud.us/1icyVkM
Published 3:20 p.m. ET March 5, 2014
State Attorney General Eric Schneiderman is touting a new agreement with Facebook to curb illegal gun sales on the popular social networking site.
From the Associated Press' Michael Virtanen:
Under pressure from gun control advocates, Facebook agreed Wednesday to delete posts from users selling illegal guns or offering weapons for sale without background checks.A similar policy will be applied to Instagram, the company's photo-sharing network, Facebook said. The measures will be put into effect over the next few weeks and will apply worldwide at Facebook, which claims 1.3 billion active users."We will remove reported posts that explicitly indicate a specific attempt to evade or help others evade the law," the company said in a statement.New York Attorney General Eric Schneiderman has been asking Facebook to adopt such restrictions, as have Mayors Against Illegal Guns, the group backed by former New York Mayor Michael Bloomberg, and Moms Demand Action. Moms Demand Action collected more than 230,000 signatures on petitions calling on Facebook to act."Responsible social media sites know that it is in no one's interest for their sites to become the 21st-century black market in dangerous and illegal goods that place our families and communities at risk," Schneiderman said."I congratulate Facebook and Instagram for taking these simple, common-sense steps to protect the safety and security of their users, and encourage other social media sites to follow their lead."Tom King, president of the New York affiliate of the National Rifle Association, acknowledged that Facebook is allowed to set its own rules but said he regards the new restrictions as "a kind of limit on our First Amendment rights."
(AP file photo/Richard Drew)
Read or Share this story: http://lohud.us/1icyVkM


Listing all potential business connections that might exist in your local area.
Resources and training for marketing your service in your pharmacy store.
General advice on marketing techniques from how to talk to the press to how to use Twitter.
The marketing resources are all free to download, including posters flyers and leaflets. Many of the marketing resources are automatically generated, pulling details from your account such as your pharmacy address, logo and map location. This provides completely bespoke marketing materials completely free of charge.
The PharmaDoctor marketing section was conceived following feedback from our survey sent to pharmacists. The survey revealed their concerns with marketing new clinical services such as PGDs and that they lacked the marketing know-how and skills to make a success of their PGD service. Another survey outcome was the different requirements each individual pharmacy has. For this reason, we created a marketing solution that generates bespoke marketing plans suited to individual pharmacies. Furthermore, the guided plan is broken down into bite size steps that are easily digestible by any pharmacists even those who are not natural marketeers. The full marketing solution is available in the logged in area.


Configure this tab for tasks that create, view, or modify a reverse synchronization new account policy.
Defines the user-visible name of the tab.
Defines the User Search Screen on the tab.
Defines the User List Screen on the tab.
Defines the Group Search Screen on the tab.
Defines the Group List Screen on the tab.
Defines the Admin Role Search Screen on the tab.
Defines the Admin Role List Screen on the tab.
Defines the Admin Task List Screen on the tab.


text:
Q: Dataframe won't return attribute accessed by list I'm having an extremely perplexing problem and haven't been able to find the solution. I'm pasting my console output so that you can hopefully follow the issue, but the basic gist is that when I try to access a data frame attribute with a string, it has no problem, but if I replace that string with what should also be a string returned by a list access, it fails. I check to make sure "AA" and airline_names[1] have the same type, and they do (i and j are simply 1 and 1). It's likely something very basic, but I can't for the life of me figure it out.
> airline_names
[1] "AA" "AS" "B6" "DL" "EV" "F9" "FL" "HA" "MQ" "OO" "UA" "US" "VX" "WN" "YV"
> airline_names[1]
[1] "AA"
> typeof(airline_names[1])
[1] "character"
> typeof("AA")
[1] "character"
> airline_data[i]$"AA"$cancelled[j]
[1] 0
> airline_data[i]$airline_names[1]$cancelled[j]
NULL
> class("AA")
[1] "character"
> class(airline_names[1])
[1] "character"

airline_data is a list of dataframes. airline_names is a list of characters. cancelled is either 0 or 1.


text:
The Most Hopeful Music in the World
In Mind Blown
It's hard to know when to broach the subject of mid-20th century radical modernist composers with your kids. My daughter was sitting quietly at age six when I decided it was time.
"You're performing a piece of music, you know."
She looked up at me with the tired patience of a child of mine. I said a man named John Cage wrote a piece of music that was nothing but four minutes and 33 seconds of silence. She was playing it perfectly.
She thought for a second, then nodded. Then I told her about another piece by Cage — and this one so captured her imagination that she still mentions it ten years later.
As Slow as Possible is a piece for organ. It usually runs 20-70 minutes, depending on how seriously you take the title. But if you take it literally, it raises a real question: how slow IS as slow as possible?
A group of musicians and philosophers discussed that at a conference after his death, deciding in the end that the determining factor would be how long it would take before the instrument it was played on fell apart. The oldest installed pipe organ in Europe at the time was 639 years old and about to give up the ghost.
"So they decided to play it really slow — so slow that it would last for 639 years," I said. "They found an empty church in Germany and built a little organ. It started playing on September 5th, 2001. But the music starts with a rest – a silence – so the first thing they heard was nothing. For seventeen months!"
The opening of As Slow as Possible. Each vertical line is a month.
"Haha!" she said. "That's weird."
"And right in the middle of that silence—you were born."
She thought about it, then whispered: "Awesome."
"Then one day, when you were one year old, the first note started to play. Hundreds of people came to the church to hear it. Most of the time it's playing with no one there. Little weights hold down the keys. Then every couple of years, it's time for the note to change, and people come from around the world to hear that."
"And it's playing now?"
"Yeah, it's playing right now. And here's the thing: It'll be playing on the moment you graduate from high school. It'll be playing when you get your first job, when you get married, and when your kids are born. The music that started the year you were born will still be playing at the end of your life. It will be playing when your grandchildren are born and when they die, and their grandchildren, and on and on for 639 years."
This project will strike some people as silly. There was a time it would have hit me that way. But the more I think about the longest piece of music, the more it moves me.
The organ in Halberstadt currently playing ASLSP by John Cage.
Suppose someone had started playing a piece of music in Halberstadt 639 years ago, in 1379. Only a generation had passed since the Black Death slew a third of Europe. The music would have ushered in the Renaissance, the voyages of the New World explorers, and the Scientific Revolution.
The religious wars of the 16th and 17th centuries would have raged around it. It would have been playing as Halberstadt changed hands from Prussia to Napoleon's Westphalia and back to Prussia before becoming part of Saxony, then Germany, playing as Allied bombs fell in 1945, as the town was closed into communist East Germany and as it was returned to the heart of a reunified Germany.
Would that piece have reached the last note?
Starting a piece of music implies an intention to finish it, so starting a 639-year long piece is an extraordinary act of optimism. It implies that we might still be here in 639 years, and that the intervening generations, with all of their own concerns and values and ordeals, will pick up the baton and run with the project we had begun, marking their calendars to visit the church and shift the weights when the time arrives.
I don't care what the music sounds like, by the way. It's the idea that moves me, makes me think. To hear the notes currently being played is to connect yourself to the recent past and the distant future.
So long as we can keep from killing each other, cooking the planet, or blowing up Halberstadt with technologies still undreamt, then maybe our optimism will have been justified. The hopeful music will finish.
Meanwhile, every few years for the rest of my life, she and I will both think about this little organ playing in a church in Germany.
The current chord:
The Cage interview
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Dale McGowan – Author


Serve these pleasantly sweet fritters alongside saucy dishes like chili and curry, or with roasted pork, beef, or turkey—even our Cajun Catfish.
Preheat oven to 425ºF. Line a baking sheet with foil. Pierce the potatoes in several places with a fork and place on the baking sheet. Bake until a knife can pierce them easily, 40 minutes. When cool enough to handle, peel off and discard the skins.
Rice or mash the potatoes, using a potato ricer or potato masher, in a medium bowl. Whisk in the milk, egg yolk, sugar, ginger, salt, and cinnamon. Combine the flour and baking powder in a cup or small bowl.
With an electric mixer on medium speed, beat the egg white to soft peaks in a medium bowl. Gently fold into the potato mixture. Sprinkle the flour mixture over the top and fold in until smooth.
Spray a large nonstick skillet with nonstick spray; heat over medium heat. Drop the batter into the skillet by slightly rounded tablespoonfuls, flattening them slightly to form 6 (2-inch) patties. Cook until golden and set, about 1 1⁄2 minutes per side. Transfer to a warmed plate, cover loosely with foil, and continue with the remaining potato mixture to make 24 fritters. Serve immediately. Yields 6 fritters per serving.
Using the (very) Petite Potato Pancakes in the 1972 Weight Watchers Program Cookbook as a starting point, we've updated the recipe with sweet potatoes, global flavors, and best of all, a satisfying portion size.


The UCLA Bruins and the UNLV Rebels have scheduled a home-and-home football series for 2024 and 2025, both schools announced on Wednesday.
In the first game of the series, UCLA will host UNLV at the Rose Bowl in Pasadena on Sept. 7, 2024. The Bruins will then travel to face the Rebels in Las Vegas on Sept. 6, 2025.
UCLA and UNLV have met twice on the gridiron. The Bruins lead the series 2-0 following wins in 2015 in Las Vegas, 37-3, and in 2016 in Pasadena, 42-21.
The addition of games against UNLV completes the non-conference schedule for UCLA for both the 2024 and 2025 seasons. UCLA is slated to open the 2024 season at LSU on Aug. 31 and later hosts Fresno State on Sept. 14.
The Bruins are set to open the 2025 season against Georgia at the Rose Bowl on Aug. 30. After the trip to UNLV, UCLA hosts New Mexico on Sept. 13.
UCLA is the first scheduled non-conference opponent for UNLV in 2024 and second in 2025. The Rebels are scheduled to open the 2025 season at Cal on Aug. 30.