219SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Joy Smith-Durant Joy Smith-Durant is a Chief Lending Officer for Eagle Federal Credit Union in Baton Rouge, LA. Joy earned her Doctor of Business Administration degree, with a concentration in Leadership, from … Web: https://eaglefederal.org Details Have you ever felt like your workdays were full of completing mundane tasks with no clear understanding of the leader’s expectations? Well, you are not alone. Gallup research reveals that less than half of employees know what leaders and managers expect of them. Another thought-provoking finding from Gallup research is that there are even some managers who are unclear about their expectations. If managers are uncertain, how can the information be disseminated to employees?Leaders are ultimately responsible for setting expectations, effectively communicating those expectations, and developing accountability standards. Not only are leaders responsible for setting clear expectations, but those expectations must be realistic. Metaphorically speaking, unrealistic expectations are equivalent to running on a hamster’s wheel, going nowhere fast. This parallel is valid for workplaces, where employees with no expectations and accountability are completing repetitive and unfulfilling tasks that produce zero to minimal growth. This type of behavior leads to disengagement and is toxic to any organization.Changing Priorities One of the first steps to getting off the hamster wheel is for leaders to commit to rearranging priorities and leaving the day-to-day operation to department managers or supervisors. Some leaders are so entangled in fighting the daily battles that they lose sight of the organization’s strategic vision. Executing strategic initiatives no longer is a priority, but stressing over minor issues takes precedence over the organization’s growth. Yes, there are times when leaders must step in, but there should be a level of trust that the managers and supervisors hired to fight those battles can do their assigned jobs. Theodore Roosevelt gave a powerful lesson in leadership when he said, “The best executive is the one who has sense enough to pick good men to do what he wants, and self-restraint enough to keep from meddling with them while they do it.”When leaders take their hands off the daily operations, their focus can shift to getting their entire team back on track by setting realistic expectations. Once expectations are defined, then the culture of accountability must be shaped. A culture of accountability influences behaviors, but if not clearly defined, employees are all working but to the beat of their drum. Accountability is the first step that helps employees evolve and align their behaviors with the organization’s values and expectations. For employees’ actions to change positively, leaders must proactively set accountability standards instead of reactively setting standards after a total meltdown within the organization. As employees embrace accountability, engagement will follow.So, how can a culture of clear expectations and accountability be cultivated? It all begins with leadership, those in authority within the organization. If leaders are not sure of the organization’s expectations, culture, and vision, they cannot expect their employees to exert the effort to meet expectations. Leaders must strategically develop expectations for each job level and then communicate, model, and build commitment around their vision of how employees will meet those expectations.But what hinders leaders from making changes to cultivate a culture of expectations and accountability? Fear of failure can prevent leaders from making changes in the organization that promotes growth. Fear of failure is a normal response for anyone taking on new challenges, and can be debilitating, which can cause more harm than good. Some leaders have been in their positions for so long and know every regulation, policy, and procedure, but have forgotten what it means to set expectations and engage with employees. Is this a bad thing? I would say no, only if those leaders are willing to put forth the effort to change and undergo formal training and continuous coaching to effectively fulfill these steps.The Beginning of Buy-InAs leaders create an environment that fosters realistic and clear performance goals, positive performance outcomes, and valuable outcomes, the buy-in process begins. Employees will start to buy into changes within the organization when they feel the expectations are clear, accountability is measurable, and feedback is a priority. Leaders should not expect these changes to occur overnight. However, consistently integrating a culture of expectation and accountability in every new product launch, service to members, strategic planning session, team meeting, coaching session, and daily interaction, leaders are bound to see a positive shift in employee behaviors. There is a trickle-down effect that becomes contagious. Every employee who is vying for positive change within the organization will begin to shift from the “we have done it like this for so long” mentality to proactively engaging in expanding their mindset to growth possibilities.Communication Cultivates ChangeCommunication is also vital in cultivating the desired culture. A continuous dialog of employee expectations encourages an engaged workforce, which brings about a sense of belonging to the organization. Transparent communication between leaders and employees that aligns with the goals and expectations brings about trust. When employees trust their leaders, the cultivation of the desired culture begins, which increases engagement and productivity.Accountability and communication go hand in hand because if expectations are unclear, leaders cannot hold employees accountable. Not only is communicating expectations important, but verbalizing the consequences of poor behavior and reinforcement of positive actions emphasizes the accountability standards in place. Establishing and effectively using the proper communication channels helps clear up communication gaps that may hinder progress.Providing employees with several communication channels to hear from leaders and voice opinions benefits all involved. Upward, downward, diagonal, and horizontal communication creates an open dialog between leaders and employees and across and among departments. During downward communication, leaders are disseminating ideas, goals, feedback, and strategies and explaining the why behind decisions made. Employees can then take the information and engage in upward communication, which allows them to communicate to managers about how they feel about the required expectations. Peer to peer communication happens during horizontal communication, which promotes a sense of camaraderie among employees in the same department. Diagonal communication gives employees, in different departments, an avenue to encourage informal conversations between different parts of the organization. Open communication, when adequately disseminated, despite the channel, empowers employees to present ideas without the fear of repercussion and leaves no room for excuses.Coach Employees to be AccountableWith expectations and accountability standards communicated, leaders must now coach employees to be accountable. Coaching empowers and helps transform the mindset and shifts employees’ attitudes to encourage behaviors that align with the new culture of the organization. During this process, coaches guide employees and give them the tools necessary to enhance skills, competency, and performance. However, coaching is not always easy, especially when some employees are not willing to change and do not accept feedback. Leaders should be prepared to address those behaviors by communicating the need for change, genuinely attempting to understanding what motivates those employees, introducing changes gradually, and determining whether the job fits the employee’s skill set. When coaching commences, and workplace standards are defined, leaders gain commitment. To maintain commitment, one key point to remember is that coaching must be ongoing and integrated into every aspect of the organization to prevent leaders and employees from slipping back into old habits.Equipped and EmpoweredAfter following these steps, leaders must hold themselves accountable, not only in words but in action, and continue to equip, empower, energize, and expect employees to meet and exceed expectations. Equipping and empowering gives employees the authority to do everything in their power to accomplish goals. Ongoing coaching helps to energize employees and gives them the necessary boost to forge ahead. And finally, because leaders have given employees the tools to be successful, the expectation is for employees to strive for excellence.Maya Angelou once said, “I did then what I knew how to do. Now that I know better, I do better.”
Sign up for our COVID-19 newsletter to stay up-to-date on the latest coronavirus news throughout New York A 52-year-old North Bellport man was shot to death early Thursday morning, Suffolk County police said.Officers responded to a ShotSpotter alert on Bellport Avenue and upon arrival, they found Robert Burks lying dead in front of a Bellport Avenue home just north of Montauk Highway at 12:54 a.m., police said.Investigators have not identified a suspect.Homicide Squad detectives are continuing the investigation and ask anyone with information about this incident to call them at 631-852-6392 or Crime Stoppers at 1-800-220-TIPS (8477). All calls will be kept confidential.
Sign up for our COVID-19 newsletter to stay up-to-date on the latest coronavirus news throughout New York A 29-year-old Central Islip man was found dead of an apparent head wound in a wooded area of Brentwood on Tuesday, Suffolk County police said.Two men were walking in the woods east of Springfield Road between Suffolk Avenue and Second Avenue, when they found the body of Michael Johnson at 12 p.m., police said.The body was taken to the Suffolk County Medical Examiner’s office, where an autopsy will be performed to determine his cause of death.Homicide Squad detectives are continuing the investigation and ask anyone with information on this incident to call them at 631-852-6392 or call anonymously to Crime Stoppers at 1-800-220-TIPS.
Sign up for our COVID-19 newsletter to stay up-to-date on the latest coronavirus news throughout New York By John DundonSuffolk County authorities are stepping up inspections of bars, restaurants and nightclubs on Eastern Long Island this summer to ensure local establishments’ compliance with occupancy limits and emergency exit plans.Inspired by the Pulse Night Club massacre in Orlando, the goal of the initiative is to prevent casualties in the event of a mass shooting, fire or other emergency, police announced last week. The inspections are in conjunction with the five western Suffolk towns—Huntington, Babylon, Islip, Smithtown and Brookhaven.“Overcrowding and limited exit access may lead to be a contributing factor to injury or death of patrons,” Suffolk Police Commissioner Timothy Sini told reporters Friday during a news conference at police headquarters in Yaphank. “There have been instances historically…where casualties may have been reduced if the exits were clearly marked. That’s a real tragedy.”Sini cautioned that there is no imminent threat of a mass shooting on LI. The inspections are a proactive measure that will be taking place during operating hours. Exits and occupancy will be the focal points.Mario Saccenti, vice president of the Long Island chapter of the New York Restaurant Association, supported the plan.“Whatever procedures are handed down to us by the county, we will follow diligently.” he said. “Any sort of effort to keep our patrons safe is something we can get behind.”Meghan Watz, a bartender at The Signal 8 Saloon in Copiague, echoed the sentiment.“Keeping customers safe should be the first priority,” Watz said. “We trust the police department to do that. The police think this will save lives… we need to trust their judgement.”Watz, who noted that her bar was up to code with all proposed measures, added that inspections should be done during operating hours.“It shows you what these places are like when it matters,” she said. “Not when they’ve had a week to prepare for an inspection.”
– Advertisement – (This story is for CNBC PRO subscribers only.)While investor anxiety remains high, Wall Street analysts say there are a myriad of stocks to buy no matter what happens with the presidential election. Analysts urged clients this week to remain calm and take advantage of the rare opportunity to acquire quality stocks.CNBC Pro combed through recent Wall Street research to find the best companies to buy amid the election uncertainty. – Advertisement – – Advertisement – Brian Moynihan, CEO, Bank of AmericaScott Mlyn | CNBC
The State-Owned Enterprises (SOE) Ministry plans to transform existing buildings in a number of regions into hospitals for treating COVID-19 patients – following the recent transformation of the athletes village in Jakarta.”What we did in Jakarta is going to be duplicated in some other provinces,” Arya Sinulingga, an aide to SOE Minister Erick Thohir, said on Tuesday.He added that among the regions were Bandung in West Java, Semarang in Central Java and Surabaya in East Java. The ministry was also likely to cooperate with the Religious Affairs Ministry to transform some haj dormitories in some regions into COVID-19 hospitals, he said.Read also: COVID-19: Inadequate medical supplies take toll on lives of Indonesian medical workersThe SOE Ministry, with the help of the Public Works and Housing Ministry, managed to convert four apartment towers of Wisma Atlet Kemayoran in Central Jakarta into a hospital to meet the potentially increasing demand for wards in the coming days.The facility, previously used to house athletes during the 2018 Asian Games, will be able to accommodate up to 22,000 COVID-19 patients.Scientists have warned that Indonesia could have tens of thousands of cases by April if the authorities fail to take drastic measures to slow down the spread of the coronavirus. Based on their calculations, Indonesia could be grappling with up to 71,000 COVID-19 cases by the end of April.The number of COVID-19 cases in Indonesia tripled within a week, jumping from 172 positive diagnoses on March 17 to 686 on Tuesday. The number of deaths stood at 55, as the disease had apparently spread to at least 22 of the country’s 34 provinces. Topics :
Research4 director Colin Keane, who will address the UDIA Lay of The Land conference in Brisbane today (Nov 20), said southeast Queensland was the top performers in terms of land sales. RELATED: Where you can build new for $200k under median MORE: Australia’s longest rooftop pool ready to dive into Perfect place for downsizers and young professionals Stage nine of Stockland’s Foreshore Coomera development was recently fast-tracked to meet demand.“Logan is demonstrating that it’s very attractive to buyers, because it’s not as far out as Springfield and it’s a bit cheaper than the Gold Coast,” he said. “Moreton Bay remains a favourite, even though land supply is tight around there.“Allure and Harmony have put the Sunshine Coast on the map. The Sunshine Coast is now has a very stable supply of land.” Mr Keane is one of Australia’s leading experts in the residential greenfield market, and his company audits and surveys land estates to provide insight into land supply across the nation. “Gold Coast, Sunshine Coast, Ipswich, Logan, Moreton Bay, all represent roughly 20 per cent of the total of the new marketeach,” he said. Mr Keane said Springfield/Ipswich remained the more affordable sub-market and Logan was on the rise. Stockland’s $590 Newport community is just one of the new land estates driving the southeast Queensland market to be among the best in the country.More from newsParks and wildlife the new lust-haves post coronavirus15 hours agoNoosa’s best beachfront penthouse is about to hit the market15 hours ago“Southeast Queensland is one of the more stable, well considered markets … whether by planning or whether by luck.“For the past five years now … (the) southeast Queensland market has been selling, … close to 900 to 1000 blocks per month. “Normally markets go up and down like a yoyo.” >>FOLLOW EMILY BLACK ON FACEBOOK<< Australia’s residential greenfield market expert Colin Keane will present the UDIA’s National State of the Land report.He said the region was second only to Melbourne, but unlike Sydney and Melbourne, where those cities have seen huge spikesin demand, the southeast corners growth had been “measured”. “Queensland sold … in the September quarter, 900 new blocks of land per month.“Melbourne … sold 1500,” he said. Waterlea at Walloon, Ipswich, is contributing to the high new land sales volumes.Southeast Queensland is outperforming, and outselling, almost all of the country’s capital city land markets. Stable pricing over the past five years was another contributing factor to the success in the southeast, with the median landprice at $272,000 for the region. That is $70,000 cheaper than Melbourne and $155,000 cheaper than Sydney, Mr Keane said.
Image courtesy of Dominion Energy/Matthew RakolaU.S. LNG operator Dominion Energy has loaded its 100th commercial liquefied natural gas (LNG) ship from its Cove Point LNG terminal.Dominion said that the 100th cargo was loaded on November 11, nineteen months after the facility entered commercial service for natural gas liquefaction and export.Located in Lusby, Maryland, the Cove Point LNG Terminal became the second-largest LNG export facility in the continental U.S. – and the first on the East Coast – when it entered commercial operation on April 9, 2018.Cove Point produces LNG under 20-year contracts for ST Cove Point, a joint venture of Sumitomo Corporation and Tokyo Gas, and for Gail Global USA LNG, the U.S. affiliate of GAIL India.The Cove Point facility is unique among U.S. LNG terminals for its operational flexibility and demonstrated the ability to perform all the functions of an LNG facility, including import, export, vaporization, and send out, and liquefaction. To date, the facility has produced more than 4 billion gallons of LNG, with export ships reaching more than 20 countries across the globe.It is worth reminding that Dominion Energy sold a 25 percent non-controlling equity interest in Cove Point to Brookfield Super-Core Infrastructure Partners for just over $2 billion in late October.
Former Japan striker Kazuyoshi Miura, who turns 53 next month, has renewed his contract with Yokohama FC to extend his record as the world’s oldest professional footballer.Advertisement Loading… Promoted ContentPlaying Games For Hours Can Do This To Your Body7 Universities In The World With The Highest Market ValueWhich Country Is The Most Romantic In The World?8 Amazing Facts About Ancient EgyptFantastic-Looking (and Probably Delicious) Bread ArtWhat Are The Most Delicious Foods Out There?Best & Worst Celebrity Endorsed Games Ever MadeBirds Enjoy Living In A Gallery Space Created For ThemCouples Who Celebrated Their Union In A Unique, Unforgettable WayMysterious Underwater Objects Most People Don’t Know About7 Black Hole Facts That Will Change Your View Of The Universe18 Cities With Neverending Tourist-Flow The veteran player, admiringly nicknamed “King Kazu” for his spirited onfield style, will kick off his 35th career season this year, the club announced over the weekend.Miura, who has played for Yokohama FC since 2005, has said he won’t hang up his boots until he turns 60.He played for the club three times last season but did not find the net.In a short statement, he said he was concentrating on enjoying his football and keeping the club in the top league. “I’ll do my best to contribute to the team winning,” he said.In 2017, Miura surpassed football’s previous professional longevity record and became the oldest player to score a competitive goal in a professional match. Both records were previously held by English legend Stanley Matthews.Miura left Japan for Brazil in 1982 and signed a contract with Santos FC in 1986 to make his professional debut. Read Also:West Ham goalie out for 14 daysHe made his Japan debut in 1990 and pushed for the country’s first ever World Cup appearance in 1998 but failed to make the final squad for France, despite scoring 55 goals in 89 games for the national side.He was one of the stars of the professional J-League at its 1993 launch before joining Italy’s Genoa on loan the following year.Yokohama came second in the J-2 league last season, winning promotion to the top tier.FacebookTwitterWhatsAppEmail分享
The curtain came down on Saturday evening on the 2017 Toucan Distributors Junior Skill level tournament organised by the Guyana Squash Association.Eight champions were crowned in the respective categories with Mohyryan Baksh and Abosaide Cadogan being named most outstanding players of the tournament.In category A,Shomari Wiltshire matched up against Taylor Fernandes. The previous night Shomari had defeated Alex Cheeks in straight games while Taylor was looking for an upset win against Shomari;having also lost earlier to Alex Cheeks.In the opening game Taylor played a couple of good points but from midway in the game it became noticeable that she was favouring her leg.Shomari eventually won the first game 11 – 5 and after initially asking for an injury time-out,Taylor decided to forfeit the rest of the match,thereby handing the victory to Shomari.In category B,Makeda Harding played Rebecca Low. The previous night Makeda had defeated Samuel Ince-Carvalhal while Rebecca lost to Samuel earlier in the tournament.However,Rebecca would play the best squash that she has played in a long while, winning the first game 11 – 8.She then increased her lead,winning the second game 11 – 5 and then the third game 11 – 7 with clinical performances.The fourth game was close throughout but from 7-7, Makeda would win three of the next four points to force a deciding fifth game.Makeda won the first three points but then Rebecca won the next five to go up 5 – 3. Rebecca would then serve out and the whole momentum of the match shifted as she was definitely tired. Makeda would eventually win the match 11 – 8 and win this category.Also in category B,Samuel Ince-Carvalhal finished off a successful tournament with an 11 – 1, 11 – 7, 11 – 4 victory over Sarah Lewis while Gianni Carpenter proved to be too good for Maya Collins,winning in straight games 11 – 6, 11 – 9, 11 – 6.In category C,Madison Fernandes had an epic battle against Kirsten Gomes. Madison won the crucial first game 13 – 11 and then easily took the second game 11 – 2. Kirsten however bounced back to win the third game 11 – 8 and the fourth 11 – 9. The fifth game went back and forth with the scores being tied at 5 all, 6 all, 7 all, 8 all, 9 all and then 10 all before Madison won the next two points to secure a hard-fought 12 – 10 victory.Also in category C, Abosaide Cadogan secured victory when she beat Jason Gomes 11 – 9, 11 – 4, 11 – 7,and Aliyah Persaud showed how much she has improved with a 12 – 10, 11 – 5, 11 – 5 win against Dominic Collins.In category D,Mohyryan Baksh showed his class with an 11 – 4, 11 – 0, 11 – 1 win against Louis Da Silva to dominate this category.The prizes were distributed by Robin Low, president of the Guyana Squash Association on behalf of the sponsors Toucan Distributors.