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31 октября, 23:01

Barbarians’ Deans defiant after criticism over no home nations players in squad

• Coach does not feel lack of northern hemisphere Baa-Baas devalues fixture• New Zealand’s Ian Foster: it would have been nice to face more UK playersThe Barbarians coach, Robbie Deans, has brushed off suggestions that an absence of players from the northern hemisphere tarnishes their fixture against New Zealand on Saturday after the All Blacks expressed their disappointment.The Baa-Baas have named a 26-man squad, including six current or former All Blacks but no players from the home nations and only two from the Premiership. A deal had been struck with Premiership Rugby Limited for access to players but with a recent glut of injuries most clubs have been reluctant to release anyone. Continue reading...

31 октября, 22:43

Adam Sandler Movies That Actually Made Money

His recent films have tanked at the box office, but Sandler has made some major hits in the past. Check out 5 Adam Sandler movies that made big money.

31 октября, 21:43

This Horror Story Will Make You Think Twice About Weight Watchers

Weight Watchers is known for its incredible weight loss results. Unfortunately, not everyone's experience is positive.

31 октября, 19:49

Warren Gatland excited to be back and says Wales can win 2019 World Cup

• Coach returns from Lions duty in bullish mood for autumn internationals• Wales and England forwards will train together in Bristol on MondayWarren Gatland believes he can round off his time with Wales by watching his squad lift the Rugby World Cup for the first time at Japan 2019.Gatland is in the final two years of his spell having arrived at the end of 2007 and is confident that the squad he will put together for the 2019 World Cup will peak at the right time. Continue reading...

31 октября, 17:29

Chris Silverwood accepts role as England’s fast-bowling coach

• 42-year-old leaves county champions Essex to take up permanent role • Former England seamer to start in January, after Ashes TestsChris Silverwood, the mastermind behind Essex winning the county championship this year, has accepted the role as England’s fast bowling coach.The former Yorkshire, Middlesex and England seamer will become the full-time replacement for Ottis Gibson, who left his second spell in charge of the Test and one-day attack at the end of the summer in order to become the head coach of South Africa. Continue reading...

31 октября, 16:41

Para-athletes Cockroft and Hahn deny 'baseless' classification claims

Para-athletes react with fury to claims they misrepresented disabilitiesCampaigner Michael Breen made allegations to select committeeBritain’s leading female Paralympians have been forced to defend themselves against suggestions they are competing unfairly against athletes who are significantly more disabled than themselves as the integrity of the entire disability sport movement was called into question.In a scandal Tanni Grey-Thompson claimed was similar to doping in Olympic sport, a parliamentary hearing was told some Paralympic athletes had their disabilities misrepresented as a thirst for medals took hold around London 2012. Continue reading...

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31 октября, 16:00

Get the Actionable Feedback You Need to Get Promoted

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Andrew Hays/EyeEm/Getty Images Tamara joined her company as a group manager. Her deep technical skills, competence in managing people, and ability to deliver results helped her get rapidly promoted to vice president. Tamara was well-regarded by the executive team at her company, many of whom continued to encourage her professional advancement. In her organization, several of her peers had been promoted to the next level within three years. After her third year as VP, Tamara asked her manager what it would take for her to get promoted again. Her manager said, “You need to be more strategic.” When Tamara pushed for more specifics, he said, “I’ll point it out next time I notice it.” After a couple of months with no feedback, Tamara asked her manager for direct feedback as she walked with him after a meeting where she had presented. Her manager said, “You were not speaking at the right altitude.” Frustrated with the lack of actionable feedback, Tamara came to our next coaching session feeling stuck about how to get more-specific feedback from her manager. Tamara is not alone. When you go up the executive ranks, one of the commodities in scarce supply is actionable feedback from those you report to. An occasional fat bonus or raise fills in the blanks for positive feedback, while being assigned to “special” projects — projects that go nowhere — might signal it’s time to move on. What you need to grow as a leader is the ability to correct course on the fly. You need consistent, actionable feedback. Useful feedback is hard to come by because managers aren’t clear what feedback is actionable or think that, as an executive, you have the seniority to translate their high-level edict into behavioral changes. In other instances, they may simply be too preoccupied with other priorities or projects that are on fire, rather than something you’re working on. How do you make sure you get feedback that you can use to become a better leader? Here are five ways to solicit concrete, actionable steps that can result in being promoted faster: Be proactive. Ensure you get the feedback you need by asking for it and scheduling a time to receive it. Most people will say yes when asked if they’d be willing to provide feedback, but despite their best intentions, very few follow up. Set a specific time and place to initiate the conversation. For example, carve out time during a monthly meeting. This frees your manager from the burden of having to remember to follow up and allows them focus on what’s most important: their comments. And by initiating the conversation at the appointed time, you’re giving them a cue that you’re serious about getting their input and improving yourself. Ask questions that require specific answers. During the conversation, ask for feedback that elicits specific information to avoid generic assurances. Instead of saying “Do you have feedback for me?” try something like, “What did you notice at our meeting yesterday when I was framing the topic? What’s one thing I did well? What’s one thing I should do more of or change?” Avoid questions that can easily yield a yes-or-no response. Give your boss lots of room to choose how they answer and something concrete to respond to. You can end with a question such as “Is there anything else?” By ending with this type of question rather than starting with a general inquiry, you have already warmed up the feedback provider and may receive more-valuable insights. Guide your manager to an actionable response. Have you ever asked for and received feedback, only to feel frustrated when you don’t know how to implement it? For instance, your manager might tell you, “The one thing I liked the most in our last meeting was that you framed the topic strategically.” It’s helpful to know that you were viewed as strategic, but as we saw in Tamara’s example above, it’s harder to understand what you need to replicate to be viewed as strategic again by that feedback alone. Probe for specific behaviors to better understand what your manager means: “What did I say or do that made my framing strategic?” Now they might say, “You started by making a comparison between the competitive landscape and the customer’s problem. Then you tied those takeaways to the corporate strategic pillars. I notice that made the SVP sit forward in her seat. Then you revealed a specific challenge we face. The combination of all these elements made you appear strategic.” Now you know the steps to replicate next time. Getting down to the behavioral level also enables you to adjust actions that aren’t working, so you can avoid cementing bad habits. Dig into compliments. Your biggest learning from feedback is likely to come from an unexpected area: your strengths. Instead of what you did poorly and need to improve, useful feedback is likely to be based on what you already do well. How can you make your strength a superpower? For example, a leadership class participant once told me that he found me to be a passionate speaker. I asked, “What do I do or say that conveys passion, and what’s the impact on you?” to which he replied, “You speak with your hands a lot and have large gestures. You also vary the tone of your voice quite a bit. The combination keeps me awake and inspires me to pay closer attention.” Buoyed by his compliment, I was inspired to further study hand gestures, and started using them more deliberately to land key points when speaking. Listen to criticism — and be gracious. If your manager does provide you with critical feedback, thank them. If the feedback was confusing, paraphrase what you heard and verify that you understood it correctly. Ask short clarifying questions if necessary: “Would you please tell me more about point X?” “At which meeting did you notice this?” “How often have you seen me do this?” “Do you have an example?” Never explain away the feedback. Whether or not you agree with it, this is their perception of how you came across. You don’t have to act on all the feedback you receive (in some cases, you might want to look into their feedback further before changing your behavior entirely), but if you want to keep receiving feedback, you have to act in a way that makes others want to give feedback to you. After taking these steps, Tamara was finally able to get concrete feedback from her manager. By better understanding her manager’s perception, she was able to operate at a more strategic level. She began developing her skills further, and pointed out these changes to her boss — and she was promoted in the next performance review cycle. To help you move up the promotion ladder, shed light on your blind spots and shine up your strengths. Take charge of the feedback process, and free up the feedback provider to do only one job: provide you with the input you need to become an outstanding executive.

31 октября, 16:00

Huddle Up, Team -- The Coach Has Something To Say

Truly great coaches live outside their comfort zones and show their teams who they really are in order to solidify strong relationships and inspire loyalty.

31 октября, 15:26

In the Workplace of the NFL, the Players Hold the Upper Hand

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John Leyba/Getty Images “We can’t have the inmates running the prison.” With those emphatic words at an NFL owners meeting in New York on October 18, 2017, Houston Texans owner Robert C. McNair set off a firestorm. His all-pro receiver DeAndre Hopkins skipped practice in protest, and the entire team threatened a walkout that was averted only by a 90-minute team meeting in which head coach Bill O’Brien managed to settle them down. Texans players described McNair’s comments as sickening and horrible. McNair, the 80-year-old billionaire energy magnate — he’s ranked 186th on the Forbes 400 list, with a net worth of $3.8 billion — is not used to apologizing, but he had to do so on October 27, when ESPN Magazine broke the story. In his “apology,” he asserted that when he said “We can’t have the inmates running the prison,” he hadn’t meant “We can’t have the inmates running the prison.” Unsurprisingly, that didn’t work so well. So he offered up another, even sillier apology the next day — asserting that he actually wasn’t referring to the players, even though it couldn’t be more obvious that he was. The owners meeting and his comments were a reaction to the anthem protests — players kneeling or raising their fists during the national anthem in protest against police shootings of black men — that have been increasing in intensity during the 2017–2018 NFL season. Provocateur-in-chief Donald Trump brought even more attention to the protests on September 28, when he asserted about the NFL owners, “I think they’re afraid of their players, if you want to know the truth, and I think it’s disgraceful.” The political frenzy heightened even further a week later, when Vice President Mike Pence walked out of an NFL game in a protest of the protest. And fans have shown up at games waving signs aimed at the players (“Protest on your own time, not on my dime“) and the NFL commissioner, Roger Goodell (“Goodell stand up for the anthem”). Politicians, team owners, and fans alike seem baffled and perplexed by what the players are doing. I am not. While the heart of the issue is the complicated topic of race and American policing, that core issue has gotten all tangled up with another one: NFL players as “workers” who are “employed” by owners and fans. I predicted there would be increasing intensity around the rights of certain employees in my 2003 HBR article with Mihnea C. Moldoveanu: “Capital Versus Talent: The Battle That’s Reshaping Business.” During most of the 20th century, capital and labor battled for the upper hand in the economic battle for the spoils of their joint effort, with labor having the upper hand between the 1935 passage of the National Labor Relations Act and 1960, the peak of unionization in America. Between 1960 and 1980, capital battled back by moving to right-to-work states, mechanizing, computerizing, and starting to outsource globally. Republican president Ronald Reagan drove the definitive stake into the heart of organized labor when he fired the air traffic controllers (the defunct PATCO union) in 1981, and the system functioned flawlessly without them despite their dire warnings to the contrary. While capital had won decisively over labor by the time of the PATCO action, it failed to notice that a new challenger had arisen to take labor’s place as its primary competitor. This force was the uniquely talented individual, without whom business could not operate. The difference between labor and talent is that labor has skills that are largely interchangeable, while talent has unique training and experience and is indispensable. Beginning in the mid-1970s, talent asserted its rights to both a bigger slice of the economic pie and more control over its joint activities. Whether CEOs, investment managers, actors, musicians, artists, or athletes, talent no longer treated capital with the utmost deference and respect — but rather increasingly went toe to toe with capital with tactics such as strikes and aggressive gain-sharing structures. Old-fashioned labor organizers might find irony in the Houston Texans players, who have an average annual salary of $3 million, threatening to walk out of their workplace. But that is the new world of talent management. Owners are going to have to get used to talent, not capital, being on top of the heap. The smarter owners, understanding just how weak their hands are, are wisely employing the strategy of murmuring warmly that they feel the players’ pain and trying to avoid any confrontation. But many owners, like McNair or the Dallas Cowboys’ Jerry Jones, came of age while capital reigned supreme, and are rattling their sabers with righteous indignation. They will feel their own pain, because in the modern economy capital needs talent more than talent needs capital. In football, the owners need the players more than the players need the owners. And indeed, despite admonitions, threats, discussions, and pleadings, a full 80% of the Houston Texans took a knee during the national anthem in the first game after McNair’s comments. I am looking forward to seeing Goodell navigate this crisis. His job as NFL commissioner is to work on behalf of his 32 capitalist owners to keep the player talent in line. But he has much more in common with the players than he does with the owners: He is an extremely highly paid member of the talent class, having reportedly earned $212 million in salary since 2006. As with all modern managerial talent, he gets paid by capital to suppress talent (and labor while he is at it). I wonder if he understands the irony, and how he will navigate the tricky battle lines between his capitalist bosses and his fellow travelers in the talent class.

31 октября, 12:39

7 Signs You’re Going to Get Fired Sooner Rather Than Later

Sometimes, firings really do come out of nowhere. But often there are signs that your job is in jeopardy long before you’re officially told you’re being terminated.

31 октября, 12:08

20 Current NFL Players Who Are Locks for the Hall of Fame

With the 2016 NFL postseason upon us, here is a look at 20 current players who are already locks for the Pro Football Hall of Fame.

31 октября, 12:05

To Sound Like a Leader, Think About What You Say, and How and When You Say It

Steven Moore for HBR Nancy started her day feeling prepared to brief her executive team on a high-stakes project she had been working on for the past two months. She had rehearsed her slide deck repeatedly, to the point where she had every level of content practically memorized. She arrived at the meeting early and waited patiently, yet anxiously, for her part of the agenda. The meeting began, and within a few minutes Jack, one of the cochairs, asked her to brief the executives on her project and recommendations. Nancy enthusiastically launched into her presentation, hitting every talking point that she had meticulously rehearsed. With a solid command of the material, she felt at the top of her game and was relieved that she’d spent so much time practicing and preparing for this meeting. But just as she was about to move into her recommendations, Jack interrupted and said, “Nancy, I appreciate your hard work on this project, but it is not relevant to our agenda, and it doesn’t have merit for the business objectives we’re covering today.” Mortified, Nancy retreated to her chair and sat in silence for the rest of the meeting. She couldn’t wait to bolt from the room the moment the meeting ended to reflect on how this moment — which she expected would be a positive turning point in her career — had turned into a disaster. What just happened here? While Nancy was prepared to participate in the meeting, she failed to think strategically. This is a common problem that trips up many capable managers, executives, and leaders when it comes to determining their role in communications, meetings, and other forums. Learning how to develop and convey a more strategic executive voice — in part by understanding context — can help leaders avoid finding themselves, as Nancy did, in a potentially career-damaging situation. Why You Need an Executive Voice Whether you are an associate manager or a senior executive, what you say, how you say it, when you say it, to whom you say it, and whether you say it in the proper context are critical components for tapping into your full strategic leadership potential. If you want to establish credibility and influence people, particularly when interacting with other executives or senior leadership, it’s important to be concise and let individuals know clearly what role you want them to play in the conversation. It’s also important to demystify the content of any message you deliver by avoiding jargon and being a person of few — but effective — words. Insight Center The Gap Between Strategy and Execution Sponsored by the Brightline Initiative Aligning the big picture with the day-to-day. All of these factors relate to developing a strategic executive voice. Your executive voice is less about your performance; it relates more to your strategic instincts, understanding of context, and awareness of the signals you send in your daily interactions and communications. Like its sister attribute, executive presence, executive voice can seem somewhat intangible and thus difficult to define. But the fact is, we all have a preferred way to communicate with others, and doing this with strategic intent and a solid grasp of context can mean the difference between success and failure in your communication and leadership style. One of the most important aspects of having an executive voice relates to being a strategic leader. I frequently hear from top executives that they would like to promote one of their high-potential leaders but feel the person is not strategic enough to advance. When I hear managers say this, I try to gently push back and suggest that maybe the problem isn’t the candidate’s lack of strategic leadership potential; perhaps they are failing to tap into their abilities as a strategic leader. Whether you have someone on your team who you think lacks strategic readiness or you’re worried that you might be a leader with untapped strategic potential due to an undeveloped executive voice, read on. Below are some coaching strategies that I use frequently with both male and female executives to help them add a more strategic executive voice to their leadership tool kit. Understand the context. How often do you find yourself throwing out an unformed idea in a meeting, not speaking up when people are looking for your ideas, or saying something that doesn’t quite fit the agenda and suddenly getting that “deer in the headlights” feeling? If these situations sound familiar, what is it that went wrong? In short, these types of tactical errors come down to failing to understand the context of the call, meeting, or discussion that you are in. For example, if you are the primary authority on a topic, then it’s likely that the context would require you to lead the meeting and make any final decisions. But if you are one of several executives who might have input, then sharing your view and connecting the dots with others (rather than stealing the spotlight with your great ideas) would be your role. If you are in learning mode and are not asked to present at a meeting, then your role when it comes to communication would be to observe and listen. Knowing or finding out in advance what your expected role is in a group forum or event can guide you in determining the kind of voice you need for that particular venue and can help ensure that you understand the context before you speak up. Be a visionary. Sometimes we fail to tap into an executive voice because we focus too much on our own function or role. Strategic leaders are more visionary than that, taking an enterprise view that focuses less on themselves and more on the wider organization. Another part of being visionary is developing the ability to articulate aspirations for the future and a rationale for transformation. This type of executive vision helps guide decisions around individual and corporate action. You should work toward connecting the dots with your recommendations to show how your decisions affect others around the table, including your staff and the organization as a whole. Cultivate strategic relationships. One of the best ways to build your strategic thinking is by leveraging relationships more intentionally, with specific business goals in mind. This calls for having senior leaders and executives who bring a strategic perspective of the organization’s goals, changes, and top priorities that we may normally not have access to. When you cultivate and invest in broad strategic relationships, it helps you avoid getting caught up in day-to-day minutiae. It’s easy to lose sight of the significance of cultivating new and diverse relationships when you already have a full plate — but part of being able to access a strong executive voice is expanding your knowledge beyond your specific position, department, or area of expertise. To develop your executive voice, take time to reach out to at least one person each week outside of your immediate team or functional area. Try to learn: how they fit into the business as a whole their goals and challenges ways you might support them as a strategic business partner Bring solutions, not just problems. While coaching a wide range of executives, I’ve seen firsthand that most feel frustrated when people point out challenges but don’t offer any resolutions. Leading strategically with a strong executive voice involves problem solving, not just finger-pointing at difficult issues. You can show up more strategically by doing your homework and taking the lead in analyzing situations. Brainstorm fresh ideas that go beyond the obvious. Even if you don’t have the perfect answer, you can demonstrate your ability to come up with clever solutions. Stay calm in the pressure cooker. People with an effective executive voice aren’t easily rattled. Can you provide levelheaded leadership even when — in fact, particularly when — everyone around you is losing their composure? When you can stick with facts instead of getting swept into an emotional tailspin no matter how stressed you feel, you’ll be able to lead with a more powerful executive voice. It can be uncomfortable to recognize and admit personal challenges regarding your executive voice, and at first you may get pushback when making suggestions to improve the executive voice of those on your team. But once you overcome this initial resistance, whether in yourself or others, you’ll find it’s worth the up-front effort to investigate how to contribute most effectively to important meetings and other communications. By making the necessary adjustments to your approach to participation, you can avoid flying blind and start showing up more strategically in every setting.

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31 октября, 12:00

Six Day London cycling event - in pictures

With the Six Day of London cycling event returning to capital for the third consecutive year since it was revived in 2015, it was an ideal chance for freelance photographer and track cycling rider/coach Sam Holden to combine his two passions with a visit to the velodrome at the Lee Valley VeloPark Continue reading...

31 октября, 08:36

The Most Unforgettable Los Angeles Dodgers of the Modern Era

From Brooklyn to LA, there have been many great players to put on a Los Angeles Dodgers uniform. Here are the 30 greatest from the modern era of baseball.

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31 октября, 07:29

World-first cards for coaches to be trialled in A-League and W-League

Aim is to improve behaviour of team officials towards match officialsConsequences for accumulating cards include missing gamesThe A-League and W-League will this round become the first top-tier domestic competitions in the world to trial yellow and red cards for coaches and other team officials. The aim of the experimental system is to improve the behaviour of team officials towards match officials. Continue reading...

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31 октября, 03:26

Mo Farah splits with controversial coach Alberto Salazar and returns to UK

• Farah denies move linked to US anti-doping investigation into Salazar• ‘I’m leaving simply because we want the kids to grow up in the UK’Mo Farah has parted ways with his controversial coach Alberto Salazar but denied the split was because of a US anti-doping investigation into the Nike Oregon Project leader.The four-time Olympic champion will relocate to London with his wife Tania and their four children and begin training under the guidance of Gary Lough, husband and coach of Paula Radcliffe. Continue reading...

31 октября, 00:28

Tom Hanks and 24 Other Actors Hollywood Can’t Get Enough Of

Some stars only have their 15 minutes while others last for generations.

30 октября, 19:54

10 Reasons Why Your Grocery Bills Are So High

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Are you guilty of any of these expensive grocery shopping behaviors? Here are 10 reasons why your grocery bills are so high.

30 октября, 18:53

How Does Ben Roethlisberger Stack Up Against the All-Time NFL Greats?

While Pittsburgh's Ben Roethlisberger is currently one of the top quarterbacks in the NFL, his place among the game's all-time great QBs can be debated.

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30 октября, 17:45

Girona offer Catalans pride after La Liga downing of powerhouse Madrid | Sid Lowe

As the crisis in Catalonia reached fever pitch outside the ground, the minnows of Girona beat Real Madrid in a symbolic but richly-deserved winPablo Machín stood by the table football in the middle of the Montilivi dressing room where two teams lined up rigidly in 3-3-4, one in blue, the other in white, and told his players – the real ones in red – they should be proud. He didn’t speak for long, just a few seconds standing there among the socks, bandages and bottles on the floor, and when he finished there was applause from everyone and for everyone. There was no cava, Girona’s coach said, but there was a celebration and, he admitted, euphoria. “Maybe it’s the coach’s job to calm things down, but I want them to enjoy this,” he explained. This was big, after all, and they had earned it. So they did enjoy it, hugging and cheering.“The manager told us it would be a party,” midfielder Álex Granell said. “I think he meant for the fans, but in the end it was for us too.” Outside, supporters sang the club anthem as they headed towards the Catalan town. “If they’d told me three years ago that I’d see that happen one day, I’d have asked what world they’re living in,” Machín admitted. Never mind what world, for the last two days most of them couldn’t have told him for sure what country they were living in, but they did know they were happy and that was what mattered most. The players were too, exhausted but elated. At the whistle they could barely walk but, Portu insisted: “After a game like that, you feel like playing another one straight away.” Continue reading...