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first_imgYour credit union’s board of directors might seem like the last place you would anticipate change. Taken together, your board exists for member representation, dedicated leadership, fiduciary matters, and ensuring the longevity of the credit union. Boards of directors are about permanence and not change, right? Perhaps, not.As credit union leaders, we always ask ourselves, “What’s next?” as we accept that continuous reinvention is necessary to remain relevant for our members. New products, services, and technologies are the authority of executive teams; however, boards of directors should see change strategies as a sphere they retain as partners with management teams. When it comes to strategy, boards of directors should fine-tune and lead change with management.One exercise that works well with directors is to, as a full board, develop a list of ten strategic initiatives or goals that would serve the credit union well. From that board-developed list, ask your board to select three that hold the highest priority. Naturally, the CEO in all of us is attentive to the danger that directors might drift into the jungle of operational matters. Task your board’s chair to keep all ideas out of the thicket and focused on long-term strategy.As CEO, conduct the same exercise with your management team. When your ten ideas are winnowed to three of the highest priority, compare your list with your board’s list. Have you found areas of consensus? Odds are high that you have discovered a new strategic direction. Areas of difference? A deeper conversation is necessary to determine practical and relevant strategies for your credit union.For example, one mid-sized credit union discovered that its board and executive team wanted to expand the branch footprint of the credit union. However, the board listed a neighboring state as an area for expansion, whereas management saw the west, east, and south sides of the metropolitan area as the most likely areas of immediate success. After a meaningful discussion, the strategy was set to grow the branch footprint, first in the local area, but with an eye (and regulatory approval) toward a natural fit in the state next door.Directors who learn to lead change through strategy with their chief executive represent an irreplaceable advantage. One credit union CEO puts it best: “I need a robust set of thinkers on the board who know more than just the market place; they know our members. When we change as our members expect change, our credit union moves forward with our members. That leads to growth for our members and credit union. I always want our board of directors to push me to the next level of change and success for our members.”As you plan for 2015 and beyond, consider increasing your board’s involvement in leading change. When board guidance complements management execution, your credit union’s members benefit from an enterprise committed to right and relevant change; as well as a place of permanence – through change – in their lives and communities.© 2014 by Jeff Rendel. All rights reserved.Jeff Rendel, Certified Speaking Professional, and President of Rising Above Enterprises works with credit unions that want elite results in leadership, sales, and strategy.  Each year, he addresses and facilitates for more than 100 credit unions and their business partners.Contact: [email protected]; www.jeffrendel.com; 951.340.3770. 3SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Jeff Rendel Jeff Rendel, Certified Speaking Professional, and President of Rising Above Enterprises works with credit unions that want elite results in sales, service, and strategy. Each year, he addresses and facilitates … Web: www.risingaboveenterprises.com Detailslast_img read more


first_imgIn 2007, an unproven coach by the name of Jim Harbaugh took over the Stanford football program — one that had a 1-11 record the year before — and immediately went after the mighty Pete Carroll-led Trojans by openly speculating that Carroll would soon leave USC.“We bow to no man,” Harbaugh said after Carroll rebuked him. “We bow to no program at Stanford University.”Five weeks into the season, Harbaugh took his 1-3 Cardinal into the Los Angeles Memorial Coliseum to face the No. 2 team in the country as 41-point underdogs and pulled off one of the biggest upsets in college football history, winning 24-23. Two years later, Harbaugh did it again, as No. 25 Stanford dropped a record 55 points on No. 11 USC on the road, handing the Trojans a historic 34-point defeat. He infamously went for a 2-point conversion while up by 27 points late in the fourth quarter, then traded “What’s your deal” jabs with Carroll in a half-hearted post-game handshake. Full disclosure: I grew up less than 20 miles from Stanford and I loved watching Harbaugh coach at The Farm and later up the road with the 49ers. He knew exactly how to push the envelope, take risks, be bold and brash and then back it up by winning (I believe he’s the best coach in all of football today, period) — in other words, he perfected the underdog role.Flash forward to 2016, and USC enters the season with a few question marks, an inexperienced coach and as a double-digit underdog to No. 1-ranked Alabama.Sound familiar? Not exactly.USC is ranked No. 20 in the nation. It is far from an unknown program with zero chance of beating a national championship contender; the Trojans have enough talent that they could very well stick with Alabama. Regardless of the week one result, the Trojans will continue to draw top recruits and be a factor in the college football landscape. Head coach Clay Helton is not going to call out Nick Saban publicly or go for a 2-point conversion with a large fourth quarter lead just to rub salt in the wound (though honestly, we all want to see both of those things happen). In actuality, despite the inflated coverage by this paper and other outlets of the “biggest season opener in USC history,” no one knows what ramifications this game might have on Helton’s coaching career and USC football as a whole.That’s where the Trojans could learn from their Northern California counterparts — that one win could not only shape legacies, but also build a new era. Stanford’s upset of USC in 2007 kickstarted a decade-long run of success for the Cardinal that is still going, even after Harbaugh left in 2011.The Trojans have been searching for an opportunity like this since Carroll’s departure: a chance to regain prominence rather than disappointing just enough to come up short of expectations, with an uncanny string of controversies mixed in year after year.There was the Reggie Bush fiasco, Lane Kiffin on the tarmac, Pat Haden on the sideline, Josh Shaw pulling the hero’s version of Ryan Lochte and Steve freakin’ Sarkisian. And as a result of the past decade’s run of sanctions, rogue coaches and general dysfunction (as we speak, the University is somehow allowing suspended sophomore linebacker Osa Masina to practice with the team despite his involvement in multiple alleged sexual assault investigations), the Trojans in 2016 are likely to spend more time near the bottom or out of the Top 25 rankings instead of at the top.That would not be the new era USC fans are hoping for; it would be continuing the slip from Rose Bowl regulars to annual invitees to the Holiday Bowl.When it was announced two years ago that USC would open the 2016 season against Alabama, no one would have thought that the future of Trojan football would lie in the playbook of a man named Clay Helton and the hands of a first-year starter in redshirt junior quarterback Max Browne. Win, and Helton was the right hire, and Browne is a quarterback destined for greatness. Lose, and… well, it would be expected, bland and render this Harbaugh comparison useless. The man beat a top-ranked team, started an era of success and earned his program everlasting respect that remains strong to this day. For USC, Helton has a chance to do the same. Eric He is a sophomore majoring in print and digital journalism. He is also the sports editor of the Daily Trojan. His column, “Grinding Gears,” runs Wednesdays.last_img read more


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1:46 “Our morale is very high now because we really needed to win that game. If we had lost the game, it would have been a problem (for) us.Rivers United’s next game is a round of 64 clash against J. Atete FC on Wednesday.“Yeah, that’s the only source of silverware for us this season. Definitely we are going to approach it with all seriousness.” Writer:                                                                                                                                                                  Kingsley Oyero 1. Rivers United attacker Emeka Ogbugh has called on fans to continue voting for him as he hopes to clinch the VAT Wonder Goal Award for Week 32.Ogbugh’s brilliant volley against Wikki Tourist was nominated alongside goals by Isaac Loute of FC IfeanyiUbah, Shooting Stars’ Abayomi Adebayo and Destiny Ashadi of Katsina United.“I know that most of our fans came for that game and the goal has been on the internet for a while,” the former Heartland star said.“I plead for them to go on the internet and (vote) for me. Definitely with their support, am going to win.”Ogbugh, who scored the second goal in Sunday’s 3-1 win away over Remo Stars also says the result will serve as a morale booster.“For us to have come away with a 3-1 away win from home. It’s a morale booster. Audio Player00:0000:0000:00Use Up/Down Arrow keys to increase or decrease volume. RelatedRangers Star Olusesi Bags NPFL Goal AwardMay 19, 2018In “Nigeria”Rivers United shift attention to AITEO Cup – EsosaAugust 14, 2017In “Nigeria”NPFL Review: MFM, Rivers United Secure Top Ten Spot With Respective WinsApril 12, 2018In “Nigeria”last_img read more


first_imgAfter a record year, Bank of Sydney, formerly known as Laiki Bank and Beirut Hellenic, is about to announce record-breaking profits, and the straight-talking Julie Elliott – appointed as CEO a few months after the bank’s reincarnation – is unsurprisingly in an upbeat mood when we meet at BOS’s Spring Street office in Melbourne.Taking time out to speak with Neos Kosmos, Ms Elliott says the secret of success in the highly-competitive banking market is down to the bank’s revitalised mission to be ‘Australia’s true relationship bank’.OK, so what’s behind the marketing line? For Elliott, the measure of a bank is its connection to customers.“Words are cheap, we’re about actions not words. Everyone’s got the words,” says the CEO. “When you have a problem – fraud on your credit card, or money has gone out of your account – you want someone real to talk to, not someone who is reading off a script in a call-centre or overseas.”“We’re funded totally by our own deposits and we’ve grown these deposits to nearly $1.3bn over the course of 2014, so that’s an increase of about 25 per cent,” says Elliott, who began her career as a chartered accountant at KPMG.Reflecting on the (double) rebranding exercise that has transformed the business since shedding its skin as Laiki Bank, Elliott says a key part of the bank’s recent operational upturn is due to the efforts of its 160 staff – many of who are of Greek and Cypriot heritage – and who have embraced change in the company.“Our loan growth has been the strongest that we’ve seen, and all of that’s driven our profitability, but what’s more important to me is our people,” says the former NAB and Westpac executive, who admits that bedding down the Bank of Sydney has taken time.“They’re a lot happier and enjoying being at the bank and enjoying being with our customers.”Ms Elliott, who is out on the road four days a week visiting the bank’s five commercial hubs – and sixteen branches in Sydney, Melbourne and Adelaide – points out that the role of a branch has changed radically in the past decade.“It’s not necessarily about opening more branches. There’s less cash in society, so we will open new branches, but as points of presence, as opposed to being solely cash dispensaries.”Bank of Sydney’s operations are divided equally between business and retail banking, and its capitalisation – a mark of any bank’s security – might surprise some.“At the moment we’re Australia’s most liquid, most capitalised bank,” she says. “That means we’re very strong and very safe, and it’s my job to keep us this way.”While keen to promote the bank’s commercial growth in the past 12 months, Julie Elliott is also careful to ensure her sensitivity to the bank’s roots is abundantly clear. When asked at one of her first board meetings if she felt the tradition of donating a gold coin for the vasilopita at the official Greek Orthodox blessing at new year should be continued, she was adamant that it must stay.“We’re still very wedded to that Cypriot Greek heritage.” “To me the culture and history is very important, not to be bound by it, but to take you into the future. It’s important for me to take that heritage and build on it.”Bank of Sydney’s plans for 2015 include moving into the mortgage broker market, furthering their involvement in wealth offering, and expanding their online capabilities, but nurturing the bank’s greatest asset – the relationship between banker and customer – will be at the top of Julie Elliott’s agenda.“I believe in the ‘service-profit’ chain of happy people leading to happy customers. That’s what drives our business.” Facebook Twitter: @NeosKosmos Instagramlast_img read more