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23 июля, 00:39

Euro 2017: Mark Sampson warns England players of Spain’s ‘dark arts’

• Teams meet in crucial European Championship Group D match• England Coach Sampson says Spain are ‘hard to fall in love with’Mark Sampson has warned his England players to beware the “dark arts” practised by a Spain side that he believes “people find it hard to fall in love with” when the Euro 2017 rivals meet in Breda on Sunday night. The game not only promises to determine which team finishes top of Group D but should also prove to be a useful litmus test of the Lionesses’ status as contenders.“Spain are one of those teams that, on one hand, are the purist’s dream yet, on the other, are incredibly frustrating,” said Sampson, whose players thrashed Scotland 6-0 in their opening Group D match last Wednesday. “No one would argue that Spain’s tippy-tappy football, their possession-based style, isn’t pleasing on the eye. Continue reading...

23 июля, 00:24

NBA Free Agency: How Every Team Could Make a Run at Russell Westbrook

Let’s assume, for a minute, that Russell Westbrook was truly interested in signing with any team that wanted him wearing their jersey in 2018–19.

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22 июля, 19:59

Why You Need Three Coaches At Work

We often lie to ourselves. That's why we need truth-tellers around us. Pick three coaches at work that will help you to grow as a leader. Here is a step-by-step way to do that.

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22 июля, 00:00

Michael McIlorum leads way as Wigan show inexperienced Leeds no mercy

• Wigan 34-0 Leeds• Oliver Gildart also runs in two tries as Wigan score seven without reply“It was a no-win situation,” said the Wigan coach, Shaun Wane, of the scenario his side were presented with during this convincing victory: and while he may well be correct, it will not be entirely until a week’s time whether both sides’ preparation for a peculiar evening pays off with a trip to Wembley in August.For Wigan this was a much-needed victory to build some confidence and form before their Challenge Cup semi-final with Salford next weekend. A side close to Wane’s strongest possible line-up proved too good for Leeds and, in what has been a chastening season for the reigning Super League champions, there will at least be some satisfaction they won with such ease. Continue reading...

21 июля, 17:45

The price of Olympic Gold: Why some Soviet athletes sold their medals?

Nikolay Kruglov: To help his son become a professional athlete At the 1976 Winter Olympics in Innsbruck there were only two biathlon events where the Soviets won Olympic gold. Nikolay Kruglov won the 20k individual race, and added a second gold medal in the men’s relay. After retiring, Kruglov spent much time training his son. At the age of 2, Nikolay Kruglov Jr. learnt how to Nordic ski and soon developed quickly. Yet the future career of Kruglov Jr. was questionable because the family didn't have enough money for training and equipment. In order for Nikolay Jr. to continue his professional sports career and get some money, his dad sold his Olympic medals for $5,000, (although the price for Olympic medals is usually much higher, according to collectors). The prominent biathlete Nikolay Kruglov / Yuriy Somov/RIA Novosti Nikolay Kruglov Jr., won a silver medal in the men’s relay at the 2006 Winter Olympics in Turin. He knew where to spend his prize money, and he bought back his father’s medals for $50,000. “Now, when I'm here because of my dad, I have to get back our family relics,” said Nikolay. Yevgeny Grishin: To survive Yevgeny Grishin, Olympic champion in speed skating (1956 and 1960) in 500m and 1500m race. / Iosif Budnevich/RIA Novosti Yevgeny Grishin was a Soviet speed skater and four-time Olympic champion. He was the most successful athlete at the 1960 Winter Olympics in Squaw Valley, California. Grishin set 7 world records and became a legendary speed skater, and famous coach. After retiring from professional sport, however, Yevgeny became an alcoholic. He drank to escape the harsh realities of life outside the oval skating rink. This was the moment when Grishin sold his Olympic medals. Later, he admitted: “I sold my Olympic medals to survive and was ashamed of it for the rest of my life.” Yevgeny Grishin died on July 9, 2005 due to a blood clot. Viktor Shuvalov: to endure the hardships of the 1990s Olympic hockey champion Viktor Shuvalov (С) and young hockey players. / A. Solomonov/RIA Novosti Viktor Shuvalov is the first Soviet hockey player that became a world and Olympic champion, and he is the only member of the legendary 1954 Soviet hockey team still alive. In the harsh 1990s it was very hard for older generations to adapt to the new conditions and they had to fight to survive on meager pensions and facing financial problems. In a most desperate moment, the legendary hockey player decided to sell his 1956 Olympic gold in order to survive. The medal was sold for a very small amount of money. On May 28, 2014 Russian president Vladimir Putin returned the medal to Shuvalov. "Unfortunately, it so happened that in the troubled 1990s Mr. Shuvalov lost his Olympic medal – he had to face many problems and hardships. Eventually it made its way to the United States, where some of you are currently working. We found it and some sponsors helped to buy it, and now I would like to return it to Mr Shuvalov,” said Putin at the 2014 award ceremony for the members of the Russian national ice hockey team.  Ivan Bohdan: to keep his apartment Ivan Bohdan is a famous Soviet wrestler who won an Olympic gold medal in Greco-Roman wrestling in the 1960 Summer Olympics. Ivan sold his only Olympic medal during the years of Perestroika in order to hold onto his family’s the apartment. His daughter was getting divorced and, according to the law, her partner had a claim to that apartment. The early 1990s was a hard time for everyone and Bohdan decided to sell his medal for $3,500 to pay off his daughter’s ex-husband. He also sold the “Olympic torch” that he carried during the Moscow 1980 Olympics. Overall, he received $4,000. Ivan later said that he did not regret selling his Olympic momentoes. “Anyway, eventually, I'd have given my medal to a museum or it'd have been at home with no purpose… If I had a chance to get it back - I would not. Today, Olympic champions are not respected,” said Ivan in one of his interviews to the Ukrainian newspaper, Fakty.  Olga Korbut: To help overcome financial struggles Olympic gold medal gymnast Olga Korbut, of Russia, poses in in Scottsdale, Ariz. At at 61, Korbut is at ease with her place in history as she enjoys the quiet life in Arizona, 2017. / AP Former Soviet gymnast and four-time Olympic champion Olga Korbut sold her Olympic medals and other memorabilia in early 2017. The 32 lots, including two gold medals and a silver from the 1972 Summer Olympics in Munich, earned a total of $333,500. Unique and forbidden now trick - Korbun flip This was reportedly done to save her from hunger, though Korbut herself has strongly denied this claim. She now lives in Scottsdale, Arizona. Read more: 6 Russian dynasties who know nothing but gold

21 июля, 17:07

Beijing's Backdoor and Iraq's Christians: The Week in Global-Affairs Writing

The highlights from seven days of reading about the world

21 июля, 12:45

Tammy Beaumont: ‘I genuinely doubted whether I was good enough’

The England opener talks about how coaches revived her confidence from rock bottom and helped her become a spearhead of the team’s World Cup challengeThe 2014 World T20 was a dark time for Tammy Beaumont. Having turned 23 on the eve of the tournament, she travelled to Bangladesh as a member of an experienced England side and was seen as the player to give the batting some lower-order punch. For once it was a set role, something she has craved since making her international debut keeping wicket and batting at No10 against West Indies in 2009.England made the final, falling to Australia, but Beaumont failed miserably in the tournament. Four innings returned 10 runs. All in, she faced 28 balls. “I genuinely came home having doubts about whether I was good enough to be an international batter,” she says. “Was I wasting my time?” Continue reading...

21 июля, 12:09

Steve Bannon’s disappearing act

Once dubbed 'The Great Manipulator,' Trump’s senior adviser steps back in bid to save his job.

21 июля, 10:00

On this day: The first Russian Tsar of the house of Romanov was crowned

Michael Romanov was the Tsar of Russia from 1613 to 1645 and founder of the Romanov dynasty, which ruled Russia until 1917. He was crowned on July 21, 1613 in Dormition Cathedral. Alexei Tolstoy described the country inherited by Tsar Michael: "Russia was ravaged and ruined. The Crimean Tatars stopped their incursions across the wild steppes, for there was nothing left to steal. For the past 10 years, pretenders, thieves, and Polish horsemen had passed this way with sable and fire, from one end of Russia to the other. There was famine and plague; people ate horse manure and human salt-meat. Those who survived made their way north, towards the White Sea, the Urals, and Siberia. During these difficult days, a boy was brought on a sledge across the dirty March roads to the charred walls of Moscow - a plundered and ravaged heap of ashes, only freed at great cost from the Polish occupants. A frightened boy elected tsar of Moscow, at the advice of the patriarch, by impoverished boyars, empty-handed merchants and hard men from the north and the Volga. The boy prayed and wept, looking out of the window of his coach in fear and dejection at the ragged, frenzied crowds who had come to greet him at the gates of Moscow. The Russian people had little faith in the new tsar, but life had to go on... "  Michael Romanov's accession marked the end of the Time of Troubles from 1598-1613. Read more: From Byzantium to present-day Russia, the double-headed eagle still soars

20 июля, 23:27

Harmanpreet Kaur’s power-hitting takes India past Australia into final

• Women’s World Cup semi-final: India 281-4, Australia 245• India win by 36 runs and face England in Sunday’s finalIn one of the most spectacular innings in limited-overs cricket Harmanpreet Kaur sent India into the World Cup final with an unbeaten 171 from 115 balls, ousting Australia, the favourites and champions.India will meet England at Lord’s on Sunday in their first 50-over final since 2005, looking to secure their first women’s ICC trophy. The manner of their 36-run victory, along with Kaur’s unrelenting assault, leaves England with much to think about. Remember that India inflicted defeat on England in the opening match of this competition. Continue reading...

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20 июля, 15:00

How Adobe Structures Feedback Conversations

Providing employees feedback on their performance and opportunities to develop is one of a manager’s most important tasks. As important as it is, however, it can often get pushed down pretty far on the to-do list. Many leaders face a swarm of pressing deadlines; moreover, feedback conversations can be awkward. Even the preparation for such conversations can make managers feel stressed. It’s easy to fall back on the annual performance review to make sure at least one conversation happens. It’s no wonder many employees report getting no other feedback throughout the year. But giving regular feedback on performance doesn’t have to be difficult. In fact, there are a few relatively simple formats or templates to help guide the conversation and ensure the discussion is meaningful (and hopefully more frequent than once a year). One of the best examples I’ve noticed is at Adobe, a company that became notable recently  for ditching their performance appraisals and replacing them with informal “check-in” conversations. But, as we’ll see, their framework for a check-in conversation works well for any situation where relevant and valuable feedback is the goal. For Adobe, a good check-in centers around three elements of discussion: expectations, feedback, and growth and development. When each of these areas have been discussed, then managers and subordinates know they’ve had a meaningful conversation. Expectations refer to the setting, tracking, and reviewing of clear objectives. In addition, expectations also mean that both parties agree on roles and responsibilities for the objective, and also are aligned in how success will be defined. For Adobe, employees were expected to begin the year with a simple, one-page document outlining the year’s objectives in writing. Regular check-ins became opportunities to monitor progress toward those goals and well as review how relevant they might still be in light of recent events. Regardless of what your own team may start the year understanding, taking the time to regularly review what the goals are, how close individuals are to achieving them, and whether or not those goals need to be changed is a vital step in making sure you arrive at the end of the year (or whatever cycle goals are measured by) with everyone in agreement about how successful a period it has been. Feedback refers to ongoing, reciprocal coaching on a regular basis. Feedback is the logical next step from a discussion about expectations. Once the goals are clear, and how close to meeting them is established, feedback is how employees learn to improve performance and more quickly achieve their goals. For Adobe, it was important to emphasis the reciprocal nature of feedback. Managers were providing performance feedback but also needed to be open to receiving feedback themselves. Specifically, feedback conversations provided answers to two questions: 1) “What does this person do well that makes them effective?” and 2) “What is one thing, looking forward, they could change or do more of that would make them more effective?” Growth and Development, the final element, refers to the growth in knowledge, skills, and abilities that would help employees perform better in their current role, but also to making sure that managers understood each of their employees’ long-term goals or career growth and worked to align those goals with current objectives and opportunities. Instead of a simple “year in review” approach, inclusion of growth and development as one element of a “Check-In” ensures that the conversation is centered on future development of employees … not just arriving at a score for the previous period. A vital part of making check-ins successful was not just the forward-looking nature, but also the frequency. If you’re checking-in regularly than it’s much easier for both managers and employees so see progress. And that final piece might be the key to why check-ins work so well. Researchers Teresa Amabile of Harvard Business School and Steve Kramer conducted a multi-year tracking study in which hundreds of knowledge workers were asked to keep a daily diary of activities, emotions, and motivation levels. When they analyzed the results, the pair found that progress was the most important motivator across the board. “On days when workers have the sense they’re making headway in their jobs, or when they receive support that helps them overcome obstacles, their emotions are most positive and their drive to succeed is at its peak,” they wrote of their findings. “On days when they feel they are spinning their wheels or encountering roadblocks to meaningful accomplishment, their moods and motivation are lowest.” Surprisingly, however, in a separate study of 600 managers, Amabile and Kramer found that managers tended to assume progress was the least potent motivator — citing things like recognition and incentives as stronger motivators. Looking at the three-elements of a meaningful check-in, it’s easy to see why the system would be more motivating and performance enhancing than the norm. While most performance appraisal systems are backward looking, assigning what is essentially a grade to past performance and spending only minimal time focused on the future, this format centers around highlighting the progress made and the skills and abilities needed to make further progress. Both are mechanisms to provide feedback, but one appears far more motivating. Perhaps most importantly, the beauty of a check-in conversation is that it doesn’t automatically mean abandoning all of the other mechanisms required by your organization. Well-intentioned managers can start holding check-ins with or without an overhaul to the performance management system being used. At its core, it’s a helpful tool for having a more meaningful conversation… and using it regularly might even make the annual performance review discussion more meaningful as well. If you’re looking for a way to provide more meaningful feedback and better develop the people on your team, talking about these three things (expectations, feedback, growth and development) is a great start.

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20 июля, 14:35

Why Your LGBTQ Business May Need An LGBTQ Business Coach

Even the most successful athletes, CEOs and entrepreneurs have coaches. Because of a history of being marginalized, many LGBTQ entrepreneurs feel they must go it alone. We don't and here's why and how one LGBTQ business is changing that.

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20 июля, 13:12

Bob Higgins, former Southampton youth coach, denies child sexual abuse charges

Higgins faces 65 counts of non-recent sexual abuse against 23 boys Case to be tried at Winchester crown courtThe former Southampton youth coach Bob Higgins has appeared before magistrates charged with 65 sexual offences against boys as young as 12.Higgins, 64, was accused of 63 indecent assaults and two attempted indecent assaults between 1970 and 1996. The court was told the alleged offences relate to 23 boys. Continue reading...

20 июля, 12:05

When to Solve Your Team’s Problems, and When to Let Them Sort It Out

After careful review of her harried work life, Charla, an IT manager, discovered that 20% of her time over the previous two months was spent managing escalations. It seemed that each interaction with her team ended with her feeling a need to exercise her authority to rescue them from a crisis. For example: Sarah complains that Ken — a peer — repeatedly fails to include her on group emails. Geri can’t get the data he needs from another department. An internal customer is two months late with requirements but is pressing Pat not to push back his delivery date. A VP is bypassing the approval process and directly cajoling Brittney to add functionality. Sunil is distracted from his commitments by another team’s periodic informal requests for his help. Charla routinely ended her day having accomplished almost none of what she intended to do in her attempt to be responsive to her team’s demands for rescue. As she inspected her calendar, she concluded her team’s motto had become, “When in doubt, escalate.” Managers are more likely to get in a situation like Charla’s, where they allow their team to abdicate responsibility for solving their own problems, when they fail to understand their true role as managers. Prior to taking a management role, you can measure your contribution to the organization by counting the number of important problems you solve. But the day you become a manager, the arithmetic changes. Your success is no longer measured by how many problems you solve. Instead, your role is to build a team that solves problems. Anytime you become the hero by solving the problem, you risk teaching your team that without you, the situation is helpless. Over time, and with repetition, you collude with your team in creating a situation that isn’t good for any of you. You surrender your bandwidth to low priority tasks and you reinforce weakness in your team. If you’re an effective manager, escalations should be aberrations that you accept rarely and thoughtfully. Here are some questions to ask yourself and principles to follow to make sure you’re not stepping in when you shouldn’t. Who should own this problem? When you transition from professional to manager, change the way you approach problems presented to you. Before asking, “How do we solve the problem?” pause and consider, “Who should own this problem?” Balance the need to solve the present issue with consideration for how the way it is solved will influence future behavior. For example, if a team member is getting inappropriate pressure from a powerful internal customer, it’s tempting to conclude that your authority is needed to solve the problem. Notice, however, that by stepping in and confronting the customer, you are teaching your team that they are incapable of holding boundaries without you. Do it now or do it right? At times, it’s appropriate to allow a direct report to escalate a problem if urgency trumps process. For example, if customer requirements must be complete in order for a strategic product launch to come in on time, you might need to use your pulpit to get action. But even under these circumstances, you should engage those in your team in the process as much as you can so you are more a partner and less the hero. What is the least I can do? In your desire to be useful and responsive, you might be tempted to do more than you should. If others are struggling to solve problems they should rightfully own, always ask, “What is the least I can do?” Find the lowest level of initiative for yourself while requiring your team member to act at the highest level they are capable of. Then, use it as a teaching moment to help your team learn to do it without you the next time. For example, if a boundary needs to be set with a senior manager in another division, you might ask your employee to craft and send the email and cc you. Coach her on how to write the email in a tactful but clear way. Once she sends it, you can reply and show your support for the employee. Over time, the goal should be to drop you from the cc line and build confidence in your employee that she can hold boundaries. Content, pattern, or relationship? Think of the problems presented to you at three different levels: content, pattern, and relationship.  Content problems are those where the issue is the immediate concern. For example, if a nurse is supposed to fill out patient reports before the end of his shift, and failed to do so, you have a content problem. The problem is the missing report. Pattern problems exist when the problem isn’t the single issue itself, but when the issue is a recurring one. For example, patient reports are routinely left incomplete. Relationship problems happen when the issue has to do with fundamental concerns about competence, trust, or respect. Relationship problems generally call for a change in relationship, structure, or policy. In general, employees should solve most content and pattern problems on their own. This should certainly be the case for problems within the team. For example, if a peer nurse isn’t getting reports done in a way that affects another peer, the accountability conversation should happen at the level where the consequence is most acutely felt. In healthy organizations, and with strong teams, content and pattern problems outside of the team should also be generally solved by whomever experiences them. They should not be escalated. For example, if colleagues in other departments bypass a prioritization process, those who experience the bypass are in the best position to both see and confront it. If others seem repentant, but then repeat the infraction, they should similarly hold the pattern conversation. You and Your Team Series Conflict How to Have Difficult Conversations When You Don’t Like Conflict Joel Garfinkle How Self-Managed Teams Can Resolve Conflict Amit Maimon Even Experienced Executives Avoid Conflict Ron Ashkenas However, if they have candidly addressed the problem at those two levels and do not see appropriate change, then escalation is appropriate. Ideally, those escalating to you would stay involved. They should also notify the other person when they have the pattern conversation that if the solution does not work, they will need to escalate to find some other answer. That lets the other party understand all of the consequences of noncompliance — hopefully adding motivation to follow through — and avoids the accusation that they are simply pulling a power play when they later escalate the problem to you. Going back to our nursing example: After addressing the first instance (content), and then the emerging pattern, the affected nurse could end the pattern conversation with, “Great, it sounds like I have your commitment to be 100% consistent with the patient records. If there are further problems, I’ll have exhausted my available options and recommend we talk about this with our managers.” It takes two to escalate. Client and long-time IT veteran Tom O’Dea has a policy he calls “mutually agreed escalation.” A former executive at AT&T and Sprint, Tom is always willing to get involved, but only when all parties agree they need his help to solve the problem. This extra requirement encourages team members to make going to him a last rather than a first resort. He makes exceptions when there is a power differential between his employee and their counterpart. But with peer-level disputes he has learned that the cooperative escalation requirement discourages his people from using him as a cudgel to threaten others or a cop-out to avoid uncomfortable conflict. Instead, they feel more responsible to maintain a respectful dialogue and surface concerns honestly so that if they reach loggerheads they can agree to involve him. As a manager, your primary contribution is creating a high-performance team and the primary driver of high performance in teams and organizations is a culture of peer accountability. Escalations are sometimes appropriate, but if handled incorrectly, they eat away at this crucial norm. These five principles can help you judge if and how to allow escalations in a way that builds rather than weakens your team.

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20 июля, 09:53

All Black Sonny Bill Williams available for Championship opener

Sonny Bill Williams will have served his red-card ban by next month and be eligible for New Zealand's Rugby Championship opener against Australia, All Blacks coach Steve Hansen…

20 июля, 07:01

Top Instructor Is Making Golf’s Stars Shine Brighter

The coach Pete Cowen has an overflowing stable of pros who have won six majors, including Henrik Stenson, the reigning British Open champion.

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19 июля, 17:29

Forbes Coaches Council Members Help Make Uber More Diverse, Appear On The Steve Harvey Show And More

Forbes Coaches Council members celebrate recent achievements.

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19 июля, 07:42

Japan's first Mongolian sumo stable master gains acceptance

Japan welcomes its first Mongolian sumo stable master, coaching sumo wrestlers ahead of the Nagoya Grand Sumo Tournament. No reporter narration. Subscribe: http://smarturl.it/reuterssubscribe More updates and breaking news: http://smarturl.it/BreakingNews Reuters tells the world's stories like no one else. As the largest international multimedia news provider, Reuters provides coverage around the globe and across topics including business, financial, national, and international news. For over 160 years, Reuters has maintained its reputation for speed, accuracy, and impact while providing exclusives, incisive commentary and forward-looking analysis. http://reuters.com/ https://www.facebook.com/Reuters https://plus.google.com/u/0/s/reuters https://twitter.com/Reuters

19 июля, 00:59

Thor's Motor Coach Unit to Expand Motorhome Sites in Indiana

Plans to expand RV production facility in Indiana, presence of Class A and C models in product-portfolio and a new workforce may boost Thor Industries' (THO) business this summer.

19 июля, 00:58

The Worst Coaching Decisions in Sports History

When the coach or manager makes a bad call, it infuriates fans for decades -- even lifetimes. Here are the 7 worst coaching decisions in sports history.