On October 3-6 2012, several thousand gathered in Baltimore, Maryland at the Grace Hopper Celebration of Women in Computing conference. The conference — one of the initiatives of the Anita Borg Institute — is the largest technical conference for women in computing in the world and results in collaborative proposals, networking and mentoring for junior women and increased visibility for the contributions of top technical women and researchers in computing. According to the U.S. Department of Commerce, “although women fill close to half of all jobs in the U.S. economy, they hold less than 25 percent of STEM (Science, Technology, Engineering, Math) jobs. This has been the case throughout the past decade, even as college educated women have increased their share of the overall workforce.” I was invited to attend as part of a Technical Executive forum in hope of learning and bringing best practices back to our team (Twitter and Blog). I came away with a few things from the conference that really stuck with me: Technology is awesome – it is an amazing time to be in computing! On Friday, University of Virginia and a Professor of Computer Science in the School of Engineering and Applied Science Anita K. Jones talked about the impact of information technology on the world and the speed of change. One big takeaway is that we live in a magical time – the impact and influence that technology is having on everything we do is amazing – and for those in the field, the employment opportunities are just as amazing. There are twice as many jobs in information technology than all other engineering jobs combined. Robert Half released the 2013 salary guide, showing tremendous growth in a number of high tech jobs, suggesting that “Competition is expected to be particularly fierce for professionals who can support mobile, big data, cloud and virtualization initiatives.” The pervasiveness and optimism of students at the conference was energizing. Diverse teams foster a culture of increased creativity, collaboration, and innovation. Having women on the team helps! The keynote for Thursday was delivered by Intuit’s Nora Denzel. She presented the latest formal and informal research on how having women on development teams helps companies develop a competitive advantage. She discussed how women think differently and how that thinking will improve the bottom line. She used the example of the first machine gun – invented by a man – and the first bullet proof vest – developed by a woman. Hmm… from voice automation to airbags, it wasn’t until women engineers joined the teams that they experienced break-through innovation. I enjoyed her story of a research project that sent teams from several universities to Africa to help build clean water systems. These teams were made up of a diverse set of social scientists, engineers, business and art students working together. The women in the villages were the ones responsible for getting the water and ensure children and families had water and were experienced in tackling the challenge of clean water. Women on the project teams were able to connect directly with women in the villages to find creative solutions. GHC is an incredibly inspiring conference. There are inspiring individual stories, and there is the overall success story of the advancement of women in technology fields. Nora Denzel had a great talk – and had several inspiring stories and quotes: “Your attitude is like a flat tire – if you don’t change it, you’re not going anywhere,” “Things don’t happen TO you, they happen FOR you” and “You are either comfortable OR you are growing – but never both.” Seeing thousands celebrate progress towards a shared goal is inspiring. As Nora said in her keynote, one of the reasons to work in computer science is that “you have the chance to change the world – you can work on things that change people’s lives.” Technology can change the world. When gathered in one place, the sheer number of smart technical women is powerful, impressive, and impactful. In most of the jobs I’ve had in software, there have been more men than women. Though I’ve been more aware in the last year of the tech population, there’s nothing more impactful than living it – and realizing what an impressive force a large body of technical women can be– and perhaps raising a question for me about how well we are leveraging these amazing talents. The majority of the GHC presentations are technical, educational, and applicable – regardless of gender. In their discussion on How to be a Thought Leader, Denise Brosseau, Shelley Evenson, Janet H. Murray, Nina Bhatti, and Candice Brown Elliott all shared great tips on the thought leader as a change agent, suggesting that aspiring thought leaders work first on building credibility, then using that credibility to create a path for others to follow. Think about credentials, expertise, and passion – and use those three elements in overlapping circles to be a change agent. Opportunity never comes wrapped in a big bow. In a discussion on Building Your Professional Network, Miche Baker-Harvey from Google and Elizabeth Bautista from the Lawrence Berkeley National Lab talked about networking as a way to establish your brand. Think about networking as what you can GIVE to others, not what you get – and curate both a vertical network of those in jobs you aspire to – as well as a horizontal network of peers across your industry. Valentina Salapura and Maja Vukovic, researchers from IBM, discussed using productivity games to help with cloud computing. Among others, there were presentations on mobility, big data, social computing, education, and innovation. Nora Denzel spoke of mentoring walks – the idea of walking instead of sitting while being a mentor or mentee – a great idea! A new environment will raise awareness and influence how you think and act. It’s always beneficial to take risks, put yourself in new situations and be open to learning from others. Beyond the obvious demographic differences, the most powerful and impressive thing I experienced was the singularity of focus on a common goal. Being able to experience firsthand what it’s like to be one among many, I am more aware of what that feels like than I was last week. By being more aware, not just of the goals around women in technology, but what it feels like to be in a significant minority, I think I can be a better manager, better employee, and better co-worker – than I was before I attended GHC. There are lots of incredible engineering students doing amazing work. I met and heard from dozens of incredible students, from undergraduate to PhD, who are doing interesting work in, among other things, parallel computing, mapping, algorithms, operating system research, social computing, IT in third world countries and security. The Career Fair was crowded all week with interesting students. The attendees were welcoming and inclusive. When I arrived, I was unsure how my attendance would be viewed. As I learned more and spent more time amongst attendees, I felt more and more welcome. A rough estimate was that 2-3% of the attendees were men, but I felt included and welcome everywhere I went. One of my goals for next year is to recruit more men at Microsoft to attend the conference. The number of women in technology fields who attended was remarkable, but this is an area where all of us (men and women) can make a huge difference. Great opportunities to network The importance of this was underscored by the “Building your Professional Network” talk. I met dozens of great people, and reconnected with some I already knew. The alignment of shared goals and focus of the conference really helped bring people with like minds together. Women share research, give talks about career-related situations, feelings, and thoughts that men have too, but men, in my experience, typically don’t talk about these, even one on one. This was fascinating – I was really able to identify with talks about being put in situations that challenge self-confidence (literally, while I was sitting in the audience – and how these were presentations and conference sessions, whereas I’d never had more than maybe one or two 5-minute discussions ever – in 25 years – on these same topics. For example, the “Imposter Syndrome” was discussed and mentioned several times throughout the week. According to Wikipedia, “despite external evidence of their competence, those with the syndrome remain convinced that they are frauds and do not deserve the success they have achieved. Proof of success is dismissed as luck, timing, or as a result of deceiving others into thinking they are more intelligent and competent than they believe themselves to be.” I think everyone experiences this to some degree, and the studies show that it’s not gender specific, but I found it useful and interesting that it was discussed openly, where my experience has been that these feelings are not openly discussed.Many others have written on the conference – check out this link and Twitter #GHC12, NBC, and the Grace Hopper.org RSS feed. Also, check out NetHope’s TechConnect initiative, the Anita Borg Institute and Equal Futures. On a personal note, I was pleased to meet many of the more than 150 others from Microsoft (including several men), most of whom I had not met before – and I was able to reconnect with a few of our summer interns who were attending with their universities. It was cool to see co-workers presenting in technical forums and made me personally proud to work in an industry and at a company that’s so supportive of the growth and advancement of women in technology. I would highly recommend that men, particularly, managers working in high tech STEM fields, attend the Grace Hopper Conference – next year will be in Minneapolis. I did not know what to expect, but the experience was incredibly inspiring, rewarding, and valuable – and I definitely plan to attend again. If you are interested and want to learn more about my experience, please reach out – to either our lead, [email protected] – or to me, [email protected] There’s lots of great stuff here and a tremendous opportunity for all of us to improve the world of technology by celebrating our differences. By the way, thank you for reading this far. A bonus for number 11 is: Just because the sign says “Men’s Room” doesn’t make it so. ‘Nuff said
Of all the problems that retail security directors have in common, perhaps there is none more frustrating than the loss of a good security manager. All too often we recruit or promote talented, capable candidates,only to see them leave in six months to a year. The considerable money, time, and resources we spend in this effort,and the impact of having a key security position open, demand that we solve this problem as quickly as possible.At Macy’s East, we have reduced our security executive turnover from 55 percent in 1998 to 10 percent in 2001,and we now fill 92 percent of our security executive positions from within, versus 45 percent in 1998. This improvement is no accident. It took innovation, hard work, and, most importantly, a plan.The Obstacles FacedIn 1990, Macy’s recruiters were seeing about 60 applicants at job fairs. By 2000, they were averaging no more than 20. Although the recent layoffs associated with the recession have increased the numbers of candidates at job fairs, this is probably a temporary situation. We still believe pre-recession projections that there will be upwards of 10 million unfilled jobs in the service industries by 2010. This drives up the costs of recruiting, hiring, and training new security managers.- Sponsor – According to the Employment Management Association, in 1990 it cost on average a little over $5,000 to recruit, hire, and train an executive. In 2001, the cost per hire was $10,500 and rising. These are factored costs, which include such things as advertising, candidate travel for interviews, employee referral awards, recruiting fees, recruiter salaries, management interview time, relocation costs, and sign-on bonuses. Adding to that is the immeasurable cost of having an important position unfilled for any length of time. At Macy’s in 1999, we averaged 26 days to fill each open security manager position.Another major obstacle is turnover, both with long-service managers and some newer managers. Some of the turn is attributable to recruiting by the competition. And, some of our newer security managers, no doubt, left because they were totally overwhelmed with the way we do things here at Macy’s. All companies are different, and learning a new company culture can be daunting. Add to that the fact that what we do in Macy’s security today is vastly different and more complex than what we did only a few years ago, and there is little wonder why some managers, whether new to the company or promoted from within, find the challenges too difficult.There’s one more consideration, and that’s the way we used to make a person a “security manager.” I am sure many current and former security mangers will relate to this. The way we at Macy’s used to make a person a security manager was simply to proclaim it. Whether you were promoted into the position or brought in from the outside, all of a sudden one day you found yourself occupying the security manager’s chair, and people expected you to be a “security manager.” The sharper–and luckier–ones would squeak by while they struggled to pick up the essentials of the job via the hard school of on-the-job training. And, yes, some security managers survived and actually developed into productive managers. But it was a very tough learning curve.The Macy’s East SolutionWith our high security executive turnover and with too few of our security executive positions being filled with internal promotions, in 1998 Tom Roan, group vice president for security at Macy’s East, decided this was not the right way to run our business. We needed to come up with a game plan to reduce turnover and protect the enormous investments we were making in our new managers.Working with key executives in security and human resources, we set about developing a training program geared specifically for new hires and newly promoted security managers. The goal of the program was to get our new security managers up to speed quickly without overwhelming them.Our first task was to quantify what we wanted our security managers to do. So we reviewed all of our policies and operating procedures. Then we created a list of security manager responsibilities and categorized them by day, week, month, quarter, and season. This is what we call our security operating calendar.Once we nailed down and prioritized the responsibilities, our next task was to develop the training program to teach the new managers how to accomplish all of these responsibilities.Then we conducted a series of meetings with the regional and store management teams to explain the program and secure their support, without which this new initiative would not have been possible.Lastly, we developed a mechanism to track the results.The Security Operating CalendarFigure 1 shows a portion of the security operating calendar, listing some of the daily and weekly responsibilities.The tasks are listed in priority order, with the most important responsibilities listed first. Also, for training purposes, we listed the relevant procedures or other reference documentation under each task.Upon seeing this document, the usual comment is, “Wow! How in the world do you expect your managers to do all of that?” The answer was to create a checklist to help the security manager delegate and manage tasks. We know our managers can’t be in their stores from opening to closing, seven days a week. Yet, these tasks still have to be accomplished, whether the manager is there or not. So the checklist, which is laid out similarly to the calendar, contains a column for the manager to write in the name of the individual assigned each responsibility. And there’s a check-off column for the person who was assigned each task to indicate that it has been completed.Managers who learn to use the operating calendar and checklist properly are accomplishing several critical functions.First, by assigning tasks and delegating responsibilities, they are spreading the knowledge and ensuring their detectives and other department members learn specific details about the actual operation of the department, rather than just how to catch shoplifters.Second, they can ensure that critical tasks get done on their days off, at nights, and whenever they’re not around.Third, by using the checklist, the security manager and his or her boss–which at Macy’s is the store operations manager–can see at a glance if the important requirements of the position are being accomplished on a consistent basis. And when the security regional vice president visits the store, he or she can also quickly assess whether or not the manager is coping and meeting obligations. So, it can be used effectively as a counseling tool.Finally, the operating calendar and checklist help security managers to manage their time and stay focused.The New Security Executive Training ProgramBefore getting into the details of our training program, it is important to recognize that the normal human resource training programs cannot address the specialized needs of the security manager. Also, at the store level,the store manager can provide on-the-job training for new merchandise and sales managers, and the operations manager can do the same with new receiving managers, but there are no resident experts in any of our stores to train the new security manager.The initial phase of the new security executive training program is in three parts and takes about eight weeks to accomplish. At the end of the eight weeks, the new security manager will be well versed in the company, will have completed some personalized, hands-on training with all of our systems, and will have networked with some key people in the security department who will be valuable resources as he continues to develop in the assignment.Week One. The first week starts with the new manager reporting to his assigned store on day one and being introduced by the operations manager to the other members of the store management team, to the security department, and to the store population at large, usually at a store-wide rally. Then–and this is an amazing thing–we send him out of the store for the remainder of his first week on the job.The reason we do this relates back to the 76 days it used to take us to fill the average open security manager position. All of the people who have been saving problems for two and a half months are going to want immediate resolutions from a person who hasn’t even learned the office telephone number yet! It’s no wonder so many managers used to get overwhelmed right from the outset. The regional security vice president designates an experienced security manager in the region as a mentor, and the new manager spends his first week shadowing the mentor, without any responsibilities and without anyone expecting anything from him. This gives him four days to get his feet on the ground without any pressure. And during this time he is observing how the security department works within the company, and how this particular security manager works within his store. We cannot stress enough how important this week has proven to be to our new security managers, to let them get acclimated without getting buried.Weeks Two through Five. After the initial shadowing week, the new security manager returns to his home store on a full-time basis. Over the next three to four weeks, he meets one day a week with the regional security trainer. I know many companies do not have the luxury of a dedicated regional security trainer. We have five trainers to cover 102 stores and over a thousand security people from Portland, Maine to Miami to New Orleans, plus Puerto Rico.But who does the training isn’t the issue. The important thing is to have a competent, knowledgeable, and experienced member of the security department conduct this training. At each meeting, the trainer conducts personalized, hands-on training dealing with such topics as accessing our intranet-based security administrative programs, operating the store’s burglar alarm system, and so on. The regional trainer also coordinates at least one session with the regional director of investigations who shows the new security manager how to use all the investigative resources we have.The security trainers use a formal agenda and checklist to ensure they cover all key topics, and they are prepared to spend as much time as necessary to ensure the new manager understands each topic, even if it requires additional meetings and weeks.As you might have guessed, one of the first topics covered is an overview of the basic job responsibilities, including how to use the security operating calendar, how to manage the staff, and how to manage cases. Other topics include the manager’s responsibility for driving the shortage awareness program, case management, evidence control and court procedures, staff administration and development, and various physical security issues, including alarm and EAS systems, CCTV, and key control.One new security manager recently told me he considered this to have been the most valuable part of the program. He has 22 years experience with other major retailers and said this one-on-one training was unlike anything he had experienced before.Weeks Six through Eight. In the final phase of the training, the new security manager meets one day a week for three weeks with the regional mentor. These meetings can be in the mentor’s store where the new manager did his initial shadowing assignment, or in his own store. Sometimes they meet in the central office or a neutral store where both managers can concentrate without normal interruptions. For each of these meetings the mentor follows a formal agenda designed to supplement the earlier sessions with the regional trainer.The first day is dedicated to internal investigations, and covers the use of our intranet-based register tracking andreturns tracking programs, exception reports, the P.O.S.E.M. and Intelex CCTV/recording systems, and other keyinvestigative resources. The second day focuses on administration, including expense control, staffing, selling floor security standards, shortage awareness programs, staff and associate training programs, the burglar alarm system, and other basic operating standards.The third day focuses on external cases and includes such topics as case management, evidence control, the article surveillance and CCTV systems, our security awards program, and fitting room controls.At this point, the new manager has been on the job for eight weeks. He has had detailed and personalized training from a number of people on all of the keys aspects of his job. He now has a fairly thorough understanding of his role, and, most importantly, he has gotten up to speed without having been totally overwhelmed in the process.No one expects the new manager to fully absorb all of the information he or she receives over the eight-week period. But, they will certainly have developed some valuable relationships that can be used as resources going forward. Also,managers who have been through this program are obviously much better equipped and much more likely to be productive and successful than those who have not had this benefit.Follow-up TrainingIn order to be effective for the long term, every training program requires consistency, follow up, and reinforcement. First, to ensure consistency, all new security executives must complete the same standard security training that we require of all new-hire detectives. This includes successfully completing a six-hour CDROM-based security training program, followed by a day-long security training class taught by a regional security training manager. If the new manager was promoted from within, he already has this training. Otherwise, he should complete it within the eightweeknew executive training period. Experienced security managers already know the basics of these training programs, but their participation ensures not only that they learn the Macy’s way of operating, but also that they gain a thorough understanding of the specific training their security staff receives. This helps them to avoid providing conflicting direction, particularly regarding investigation and apprehension guidelines.Second, for reinforcement, we require that all security personnel — staff and executives alike — complete a one-hour, computer-based security refresher training class every six months. We worked with RuMe Interactive to produce this program, which serves to refocus our security personnel on the basics: ethics, rules of conduct, apprehension guidelines, and, especially, liability avoidance. We continue to work with the vendor to produce new refresher training programs for the future.Finally, in conjunction with our corporate legal department, the security trainers and regional security vicepresidents schedule annual legal reviews and seasonal security training workshops. These serve to reinforce thebasics while providing a forum for security managers to exchange ideas and share success stories. No doubt, these ongoing, refresher-training efforts contribute greatly to the success we’ve had in reducing executive turnover and increasing the percentage of internal promotions. The combination of a personalized one-on-one training experience for new managers, together with ongoing refresher training for all managers, has been a winning formula for Macy’s East.The Tangible Results of the ProgramWe are very pleased with the results of this training initiative so far. Figure 1 graphically shows how this program has provided positive results in several key indicators.Figure 1As the chart shows, our turnover is down significantly, our open jobs are being filled much quicker, and most importantly, we are filling the great majority of them internally. One other very significant fact is that 70 percent ofthe current security managers at Macy’s East just completed their second fourth quarter in the same assignment.Overall, this program reduces the training curve and enhances stability within the security department and in the stores. Our security executives are now more knowledgeable and consistently able to perform at a much higher level than ever before. Clearly, this training initiative has been instrumental in enhancing the stature of our security managers throughout the company, earning them the recognition they deserve as key members of each store’s management team. Stay UpdatedGet critical information for loss prevention professionals, security and retail management delivered right to your inbox. Sign up now
Twitter/@champton85ESPN college football analyst Kirk Herbstreit has been all over Twitter this morning answering fan questions about the upcoming season. Like many others, Herbstreit is buying into the hype with Tennessee, and took the Vols to win the SEC East this season.As you’d expect, that ruffled the feathers of some Florida fans, one of whom responded with a graphic of Herbstreit taking Kentucky to beat Florida during College GameDay last season, a game that wound up being a 14-9 UF win. Herbie didn’t back down though, and took a pretty pointed swipe at UF fans’ sense of entitlement, and last year’s 41-7 bowl loss to Michigan.Like every year Tennessee is favorited and then we come in, and who are you kidding? You hate Florida anyway…https://t.co/DD3AJ59fIm— EverythingUF (@EverythingUF) May 21, [email protected] @KirkHerbstreit I’m totally ok with being doubted. After all, he and his buddies predicted this… pic.twitter.com/npGCFlWhDW— ATL Gator (@champton85) May 21, 2016Some Gator fans think they’re entitled to the crown in the East. You watch UF in their bowl game? Got that one right https://t.co/B3CVxnJ5E5— Kirk Herbstreit (@KirkHerbstreit) May 21, 2016 Kirk should probably be the one tweeting the tea-drinking Kermit emojis after that response.
BRIDGEWATER, N.S. – A young Nova Scotia woman has been charged with manslaughter and drug trafficking after a 22-year-old woman died from an overdose linked to methadone.Meghan Elizabeth Nowe, 26, appeared in Bridgewater provincial court Friday to face the charges, along with a charge of criminal negligence causing death and breach of probation.Acting Sgt. Matt Bennett says the charges stem from a criminal investigation into the suspicious, sudden death of a young woman in Bridgewater on April 28. Court documents say Nowe was trafficking methadone and gave Allison Ann Nowe the drug, causing her death.“The cause of death was drug toxicity,” he said. “One of the contributing drugs was methadone.”An obituary for Allison Ann Nowe said she was survived by, among others, her sister Meghan Nowe, although Bennett would not confirm Friday whether she is the accused.Bridgewater police, firefighters and Emergency Health Services responded to a 911 call on Marie Avenue on April 28 and found the young woman in medical distress. At the time, police said she was rushed to hospital but died later that day.Police deemed the death suspicious and began an investigation with the help of the medical examiner’s office.The obituary said Allison Nowe was from Bridgewater, graduated from Park View Education Centre and had attended Saint Mary’s University in Halifax. It says she was living in Bridgewater and had just moved into her own apartment, supporting herself by working at Arby’s restaurant.“She was very artistic and had a great talent for drawing, makeup, and fashion,” it says. “Allie was a beautiful girl inside and out. Who loved being with her family and friends. She was always funny and laughing putting a smile on everyone’s faces.“She was the light of our family.”Meghan Elizabeth Nowe was remanded in custody for a bail hearing Tuesday.Note to readers: This is a corrected story. Previous versions said Allison Ann Nowe died last month. She died in April.
Quebec Premier Francois Legault says his government is showing good faith by specifying what kinds of religious symbols it plans to ban for many public sector workers.The government tabled an amendment to its secularism bill late Tuesday in hopes of assuaging the opposition and ensuring adoption of the proposed law before the legislature’s scheduled summer break.Quebec’s Bill 21 would prohibit public servants in positions of authority — including teachers, police officers, Crown prosecutors and prison guards — from wearing religious symbols on the job. The original draft of the bill didn’t define religious symbols.The amendment states that symbols, jewelry, ornaments, accessories or headgear that are worn with a religious conviction or belief will be banned for those in positions of authority. The objects will also be banned if it can be reasonably inferred they are worn in relation to a religious affiliation.Legault today accused the Opposition Liberals of slowing down the legislative process to protest the bill. The premier says the amendment is a response to Liberal criticism that the legislation was unclear about what symbols would be banned.Legault’s government is running out of time to pass Bill 21 before the legislature is scheduled to break for the summer on Friday. The government could extend the session or invoke closure to force the adoption of the bill.The Canadian Press
Tonight, the San Antonio Spurs tip off the 2012 Western Conference Finals against the Oklahoma City Thunder as the hottest team in the NBA, which is not unlike 1999 (another lockout-shortened season), when the Spurs won their first of four championships.With a quiet resolve, the Spurs remain relevant and a model of consistency year after year, something most franchises only wish they could achieve. This year’s version, however, is arguably the most complete team in basketball and an 18-game winning streak serves as confirmation.However, there is something different about how this team functions. The defense remains a stabilizing force, as well as precise execution on offense. But gone are the days of post players as the focal point when they have the ball. David Robinson, the Hall of Fame center, is retired and watches in admiration. Tim Duncan has played inspired basketball lately, but he isn’t exactly the “Big Fundamental” of his sensational prime years.Rather, the Spurs have been led by the mesmerizing point guard play of Tony Parker. He didn’t exactly choose a leadership role this season; it was essentially assigned to him by coach Gregg Popovich, who watched Parker lead France to it best EuroBasket finish in 60 years last summer. Witnessing Parker command of the team, Popovich asked his 6-foot-1 floor leader to take more of a leadership role in San Antonio. Parker, who had acquiesced to Duncan all these years, obliged. Parker has delivered not only brilliant play, but he has directed the team in times of duress and been the vocal leader to rally the team.“With the national team, it’s always been my team,” Parker told ESPN the Mag. “I just tried to fit in here. Pop told me, ‘This year, you need to lead, and Timmy and Manu (Ginobili) will follow.’ Only Pop could say that. I felt it was time too, but to me, it’s always been Timmy’s team.”Under Parker’s leadership, the Spurs flourished, finishing with the best record in the Western Conference and tied with Chicago for the best overall record in the NBA. Parker averaged 18.3 points and 7.7 assists in the regular season and 19.1 and 7.1 in the postseason.Duncan said of Parker: “This is more his team now. You can see him turning it up.”Parker will have to keep it going at a high level against the Thunder, as OKC’s 23-year-old point guard Russell Westbrook has been one of the keys to the young team’s emergence. Clearly, Parker, 30, does not fear the challenge.“I’m definitely going to go at him,” he said.It’s not going to be like Dallas or the Lakers, where their point guards are not as aggressive. I’m going to go at him and make sure he works a little bit.”Exactly what coach Pop expects.
The New York Yankees are getting aggressive in their quest to acquire offense players to help their squad. The team is currently looking to add Alfonso Soriano, a league source confirmed to ESPNChicago.com.“If you’re referring to that Soriano rumor, that’s very premature,” Chicago Cubs general manager Jed Hoyer said on MLB Network Radio. “We’ve had some discussions with some different teams about Sori, nothing close at all. … That’s not nearly as advanced as those reports make it seem.”According to a New York Post’s report, the Yankees will pay the rest of Soriano’s salary for 2013, where he is owed a little more than $6 million on his $18 million salary.“Last year, we sort of took things to (Soriano) on an individual basis, when teams asked about him,” Hoyer said. “This year, I’m in an airport right now. We’re heading out to Arizona. We’ll probably sit down with Sori. We’ve been in touch with (his agent) about his thoughts. He’s got 10-5, he has the right and earned the right to veto deals. We won’t push in any direction, but we’ll certainly give him some of the teams that have inquired about him and let him make that decision himself.”
OSU then-sophomore Kyle Snyder gets his hand raised during a meet against Nebraska at St. John Arena on Jan. 17. Credit: Lantern file photoResults: OSU wins 30-12•125 pounds: Michael Beck (UMD) won by forfeit. Jose Rodriguez (OSU) out due to illness.•133 pounds: No. 1 Nathan Tomasello (OSU) major decision over Billy Rappo (UMD), 15-5•141 pounds: No. 14 Luke Pletcher (OSU) major decision over Jhared Simmons (UMD), 16-7•149 pounds: Adam Whitesell (UMD) fall over Blake Riley-Hawkins. No. 5 Micah Jordan out due to illness.•157 pounds: Jake Ryan (OSU) decision over Justin Alexander (UMD), 3-2•165 pounds: Cody Burcher (OSU) decision over Patrick Gerish (UMD), 5-2•174 pounds: Justin Kresevic (OSU) decision over Josh Ugalde (UMD), 3-2. No. 1 Bo Jordan (OSU) out due to injury.•184 pounds: No. 10 Myles Martin (OSU) major decision over Sam Rowell (UMD), 16-6•197 pounds: No. 5 Kollin Moore (OSU) major decision over David-Brian Whisler (UMD), 17-7 •HWT: No. 1 Kyle Snyder (OSU) technical fall over Youssif Hemida (UMD), 22-7Worth noting: The Buckeyes lost two matchups to the Terrapins on Sunday. Both came in matchups in which Buckeye starters were not able to participate. Junior Kyle Snyder took home a technical fall victory in his high school gymnasium, as the dual meet between OSU and Maryland took place at Good Counsel High School, Snyder’s alma mater. Looking ahead: The Buckeyes travel to take on the No. 2 Iowa Hawkeyes on Jan. 27. This matchup will impact the Buckeyes greatly, both in the Big Ten and in national rankings moving forward. OSU currently sits at 8-0 on the season, but are entering a tough two-game stretch with Iowa next week and No. 1 Penn State the following week (Feb. 3).
Crystal Palace manager Roy Hodgson says Sao Paulo goalkeeper Lucas Perri will be the club’s only signing in the January transfer window.Crystal Palace are closing in on the signing of Sao Paulo goalkeeper Lucas Perri on loan till the end of the season and will have an option to buy him for the price of around £3m, and Hodgson has ruled out any further additions to the squad beyond that.“We have two more weeks like everybody else; the work will continue if there are more possibilities that suit us, so nothing changes in that respect,” he told Sky Sports.“But to say I’m expecting it, I’d have to have a definite name in the frame who is on the verge of signing and that’s not the case.How Joe Ward thanks his faith for his football Manuel R. Medina – September 13, 2019 Crystal Palace defender, Joel Ward, has thanked his Christian faith for helping him play football professionally and he explains why.“We’d like to add a midfielder and striker ideally… on loan deals only, not to buy.”Current Palace goalkeepers Vicente Guaita and Wayne Hennessy are currently injured and have been sidelined for four weeks each, and the signing of Perri will provide cover.
Facebook Twitter Google+LinkedInPinterestWhatsApp Related Items: Facebook Twitter Google+LinkedInPinterestWhatsAppProvidenciales, TCI, July 4, 2016 – It was the first time that the Progressive National Party leaders and House members met with media as the PNP since being elected from 2012 and while there was some party business explained and some national achievements touted, the meeting seemed largely motivated by the announcement last week by ex-premier Michael Misick, that he was running as an all island candidate – independently. Party Leader Rufus Ewing set the record straight early, saying that indeed the country was broke and that it was his administration that expertly navigated the TCI from deep debt to super surpluses. “And the first mission is to restore the economy back to where it was that we can then begin to work in earnest for the people in providing them with the necessary resources, social services infrastructure that we are now delivering on.”A list of accomplishments were fed to media and party supporters including $100 million in road works nationally, but focus was strongly on how Michael Misick came to be on the PNP At Large candidates list for the primary race; Misick last week told media that his party rejected his offer and today his party said that is not true. National Chairman, Royal Robinson went as far as to say Mike can still run in the upcoming primaries. “The Progressive National Party and its structure did not eliminate Mr. Michael Eugene Misick’s name from the process, we did not. And he is the one who said that he is withdrawing his name from the process. But the process has not been completed, so as long as the process has not been completed, his name is still included in the list.”Also new today, that the Premier and the Finance Minister will not be a part of the primaries races which being next week for the PNP; they will automatically be advanced and the PNP will decided on three others to make up their five all island candidates slate. The Premier did not want to talk about Michael Misick who blasted his leadership style last Wednesday… “We’ll be fielding five members at large as part of the PNP ticket and that is all that we’re saying here to that. I’m not going to get into anything about destruction or anything like that.”Magnetic Media challenged him on how those comments hurt him and the party, he promised to deal with Mike on the campaign trail. “We will run on our record, and when that campaign time comes, we will put it out there, and we will lay our record out. Anyone can say anything at any time, and that’s what you would expect from person’s who are running opposite you to say if they say it. So when that time comes we will defend our record.”PNP primaries begin on Monday and run until the end of next week. Michael Misick told us that he is no longer interested in vying for a place on the PNP Ticket; he will still run at large as an independent.