Ireland Blyth Limited (IBL.mu) listed on the Stock Exchange of Mauritius under the Financial sector has released it’s 2017 annual report.For more information about Ireland Blyth Limited (IBL.mu) reports, abridged reports, interim earnings results and earnings presentations, visit the Ireland Blyth Limited (IBL.mu) company page on AfricanFinancials.Document: Ireland Blyth Limited (IBL.mu) 2017 annual report.Company ProfileIreland Blyth Limited is a company based in Mauritius and operates as a subsidiary of Compagnie d’Investissement et de Développement Limitée, since its acquisition in 2016. The company has running activities in the sectors of commerce, engineering, financial services, logistics, aviation, shipping, retail, and seafood and marine where services in the distribution and marketing of products such as frozen foods, pharmaceuticals and wellness products, and medical equipment, as well as offers warehousing and logistics support services are provided. Ireland Blyth Limited also supplies industrial chemicals and equipment, as well as engages in crop protection, agriculture, and irrigation systems, the sale of construction and material handling equipment. The company also provides solutions for electrical installations, refrigeration equipment, power management systems, construction tools, abrasives, and building materials, as well as provides mechanical, electrical, plumbing, and fit out solutions. Ireland Blyth Limited is listed on the Stock Exchange of Mauritius.
Out of Deep Waters: Priests reflect on Mississippi parish’s Katrina experience Submit a Job Listing Virtual Celebration of the Jerusalem Princess Basma Center Zoom Conversation June 19 @ 12 p.m. ET Remember Holy Land Christians on Jerusalem Sunday, June 20 American Friends of the Episcopal Diocese of Jerusalem The Church Investment Group Commends the Taskforce on the Theology of Money on its report, The Theology of Money and Investing as Doing Theology Church Investment Group Katrina+10 The Church Pension Fund Invests $20 Million in Impact Investment Fund Designed to Preserve Workforce Housing Communities Nationwide Church Pension Group Canon for Family Ministry Jackson, MS Rector Bath, NC Tags Missioner for Disaster Resilience Sacramento, CA This Summer’s Anti-Racism Training Online Course (Diocese of New Jersey) June 18-July 16 Curate Diocese of Nebraska New Berrigan Book With Episcopal Roots Cascade Books Rector Hopkinsville, KY Episcopal Charities of the Diocese of New York Hires Reverend Kevin W. VanHook, II as Executive Director Episcopal Charities of the Diocese of New York Inaugural Diocesan Feast Day Celebrating Juneteenth San Francisco, CA (and livestream) June 19 @ 2 p.m. PT Submit a Press Release Assistant/Associate Priest Scottsdale, AZ Seminary of the Southwest announces appointment of two new full time faculty members Seminary of the Southwest Associate Priest for Pastoral Care New York, NY Ya no son extranjeros: Un diálogo acerca de inmigración Una conversación de Zoom June 22 @ 7 p.m. ET Priest-in-Charge Lebanon, OH Rector Smithfield, NC In-person Retreat: Thanksgiving Trinity Retreat Center (West Cornwall, CT) Nov. 24-28 Director of Music Morristown, NJ Submit an Event Listing Featured Jobs & Calls Cathedral Dean Boise, ID Rector Shreveport, LA Rector Belleville, IL Rector and Chaplain Eugene, OR Rector Tampa, FL An Evening with Presiding Bishop Curry and Iconographer Kelly Latimore Episcopal Migration Ministries via Zoom June 23 @ 6 p.m. ET Rector Washington, DC Rector Knoxville, TN TryTank Experimental Lab and York St. John University of England Launch Survey to Study the Impact of Covid-19 on the Episcopal Church TryTank Experimental Lab Associate Rector for Family Ministries Anchorage, AK Bishop Diocesan Springfield, IL Rector Pittsburgh, PA Rector Albany, NY Director of Administration & Finance Atlanta, GA Associate Rector Columbus, GA Priest Associate or Director of Adult Ministries Greenville, SC Curate (Associate & Priest-in-Charge) Traverse City, MI Course Director Jerusalem, Israel Assistant/Associate Rector Morristown, NJ Rector Martinsville, VA Featured Events Rector/Priest in Charge (PT) Lisbon, ME Rector (FT or PT) Indian River, MI Episcopal Migration Ministries’ Virtual Prayer Vigil for World Refugee Day Facebook Live Prayer Vigil June 20 @ 7 p.m. ET Rector Collierville, TN Family Ministry Coordinator Baton Rouge, LA Join the Episcopal Diocese of Texas in Celebrating the Pauli Murray Feast Online Worship Service June 27 AddThis Sharing ButtonsShare to PrintFriendlyPrintFriendlyShare to FacebookFacebookShare to TwitterTwitterShare to EmailEmailShare to MoreAddThis By Mary Frances Schjonberg and Matthew DaviesPosted Aug 27, 2015 Assistant/Associate Rector Washington, DC Youth Minister Lorton, VA Press Release Service [Episcopal News Service – Gulfport, Mississippi] Ten years after Hurricane Katrina wiped the building that housed St. Mark’s Episcopal Church from its seaside location, the parish’s retired rector and its current priest-in-charge reflect on the storm and its aftermath for the 169-year-old congregation.The Rev. James “Bo” Roberts, who was St. Mark’s rector for 44 years, saw the congregation through from Hurricane Camille, which struck just four months after his arrival in 1969, through the August 2005 destruction wreaked by Katrina. He led parishioners north away from the beach and oversaw the building of a new St. Mark’s church further inland.The Rev. Stephen Kidd, who succeeded Roberts, says the parish is now flourishing and he is blessed to experience “a resurrection story” that began before his arrival.This video is the second in a weeklong series of Episcopal News Service coverage. Other videos and stories are here.– The Rev. Mary Frances Schjonberg and Matthew Davies are editor/reporters for the Episcopal News Service.Correction: A previous version of this story referred to the previous rector of St.Mark’s as the Rev. James “Bo” Reynolds. He is the Rev. James “Bo” Roberts.
Support conservation and fish with NEW Florida specialty license plate Please enter your name here You have entered an incorrect email address! Please enter your email address here The Anatomy of Fear 5 “good news” stories this week in The Apopka Voice:Here are five articles published this week in The Apopka Voice that will enlighten, inspire and engage you. Enjoy.Sonny’s BBQ Commits to Fourth Sponsorship with Habitat for HumanityDemings honored by National Association of Black Women in ConstructionCity Center breaks ground on Hilton Garden InnThe Christmas season: And so it begins…The secret to wealth? Know how to count your blessings Please enter your comment! LEAVE A REPLY Cancel reply TAGSGood News Previous articleThe secret to wealth? Know how to count your blessingsNext articleIn case you missed it: The Apopka news week in review Denise Connell RELATED ARTICLESMORE FROM AUTHOR Share on Facebook Tweet on Twitter Free webinar for job seekers on best interview answers, hosted by Goodwill June 11 Save my name, email, and website in this browser for the next time I comment.
By NAFB News Service – Apr 28, 2021 Ahead of Wednesday night’s joint session of Congress address by President Joe Biden, the White House released details of the American Families Plan.The bulk of the $1.8 trillion package focuses on education, direct support to low- and middle-income families and extending tax breaks to families with children.Biden plans to end other tax breaks to pay for the package, including stepped-up basis. However, Biden says, “The reform will be designed with protections so that family-owned businesses and farms will not have to pay taxes when given to heirs who continue to run the business.”“A long-standing provision of U.S. tax law is that a capital gains tax is not imposed when assets are transferred at death to an heir,” said Veronica Nigh, economist with the American Farm Bureau Federation. “Furthermore, tax law allows the heir to increase their basis in the asset to fair market value without paying capital gains tax,” which is referred to as a step-up in basis. Facebook Twitter Biden Plan to Protect Farms from Elimination of Capital Gains Tax Breaks SHARE Facebook Twitter SHARE Home Indiana Agriculture News Biden Plan to Protect Farms from Elimination of Capital Gains Tax Breaks Previous articleIndiana Food Supplier Delivered During PandemicNext articleHAT Market Analysis for 4/29/21 with EFG Group’s Tom Fritz NAFB News Service
News RSF_en April 14, 2011 – Updated on January 20, 2016 UN Official Slams US For Denying Access To WikiLeaks Suspect Organisation Juan Mendez, an independent special envoy to the United Nations on torture, criticized the US military on Tuesday for denying him unmonitored access to Bradley Manning, a detained American soldier accused of leaking secret US documents to whistle-blower website WikiLeaks. Help by sharing this information
December 2, 2020 Find out more Ten RSF recommendations for the European Union November 23, 2020 Find out more News to go further RSF and 60 other organisations call for an EU anti-SLAPP directive RSF_en Help by sharing this information Organisation ItalyEurope – Central Asia News On eve of the G20 Riyadh summit, RSF calls for public support to secure the release of jailed journalists in Saudi Arabia July 23, 2003 – Updated on January 20, 2016 Two bills tailored for Berlusconi’s media empire progress through parliament News Receive email alerts Reporters Without Borders today warned of the dangers to press freedom posed by two bills that came before parliament yesterday, the Gasparri bill on broadcasting reform, which was passed by the senate, and a bill supposed to address claims that Prime Minister Berlusconi’s ownership of a media empire constitutes a conflict of interests, which was passed by the chamber of deputies.”These bills clearly serve the interests of Silvio Berlusconi, whose simultaneous possession of the highest political office and a news media empire is a unique anomaly in Europe,” said Reporters Without Borders secretary-general Robert Ménard. “They pose a threat to press freedom and pluralism and a real danger for the autonomy of public television.”Berlusconi is the richest man in Italy. The news media are at the heart of his economic empire. He owns Mondadori, one of Italy’s biggest press and publishing groups, and Mediaset, which groups three commercial TV channels. At the same time, as prime minister, he has considerable influence over the state radio and TV broadcaster RAI.The bill passed by the chamber of deputies says the management of a profit-making enterprise is incompatible with public office, but insists that there is no conflict of interests if the running of the company is entrusted to another person. Since Berlusconi’s companies are run by family members and associates and Berlusconi’s name does not appear in their organisation charts, there is no conflict of interests, according to the bill. The opposition refused to participate in the final vote on this bill, which must be approved by the senate before it becomes law.The Gasparri bill on broadcasting reform, which must now come before the chamber of deputies, allows companies to have interests in more than one news media category, reforms anti-trust restrictions and changes the composition of RAI’s board of governors. Beginning in January 2009, someone who owns more than one TV channel will also be able to acquire print media.By allowing more advertising, the bill will increase the dominance of RAI and Mediaset, which together already absorb 93 per cent of the money spent on television advertising. Mediaset alone takes 63 per cent. The reform also envisages a progressive privatisation of RAI, but no shareholder will be able to own more 1 per cent of the shares, which will leave the economy ministry in control. The bill allows the Mediaset channel Retequattro to delay its move to satellite broadcasting until January 2006 instead of January 2004, as required by the constitutional court.Instead of having five members named by the presidents of the senate and chamber of deputies, RAI’s board of governors will have nine members – seven of them named by the parliamentary monitoring commission and two by the economy ministry. Lucia Annunziata, the president of RAI’s board of governors, has said she will resign as soon as the bill becomes law.In a report entitled “A media conflict of interest: anomaly in Italy,” published in April, Reporters Without Borders analysed the consequences of Berlusconi’s conflict of interests on the diversity of news and information in Italy, which fell to 40th position in the worldwide press freedom ranking in 2002.The organisation concluded that the blind trust formula was illusory and was in no way a solution to Berlusconi’s conflict of interests. As there is a danger that a similar situation could arise in other European countries, Reporters Without Borders recommended that the European Commission should look at the case of Italy in the drafting of its green paper on the concentration of news media in the hands of a few individuals or companies. News ItalyEurope – Central Asia Follow the news on Italy November 19, 2020 Find out more
First Heatwave Expected Next Week Top of the News 2 recommended0 commentsShareShareTweetSharePin it Make a comment Community News Pasadena’s ‘626 Day’ Aims to Celebrate City, Boost Local Economy The City Council is still collecting input on how to close the budget deficit. You can do this from home next Wednesday by participating in the General Fund Budget Input Webinar on May 27, 2015 7:00 p.m. To register, email [email protected] Members are asking for residents’ to share their priorities on General Fund spending and seek out ways to reduce costs (services) or increase revenues (taxes and fees). The City Council will present an accumulation of this information for further input at a Town Hall Meeting on Saturday, June 6 from 10am-12noon in the Fire Station Bay and will consider all community input when deciding how to balance and create a sustainable budget.Residents can send additional comments and suggestions to [email protected] for distribution to all five Council Members. For further information, please call (626) 355-7135, or visit us online at www.cityofsierramadre.com or in person at City Hall at 232 West Sierra Madre Blvd. Monday – Thursday 7:30am – 5:30pm. Name (required) Mail (required) (not be published) Website Subscribe More Cool Stuff Pasadena Will Allow Vaccinated People to Go Without Masks in Most Settings Starting on Tuesday Community News City Offers Webinar to Gather Community Input on General Fund Deficit From STAFF REPORTS Published on Thursday, May 21, 2015 | 11:55 am Home of the Week: Unique Pasadena Home Located on Madeline Drive, Pasadena faithfernandez More » ShareTweetShare on Google+Pin on PinterestSend with WhatsApp,Donald CommunityPCC- COMMUNITYVirtual Schools PasadenaHomes Solve Community/Gov/Pub SafetyPasadena Public WorksPASADENA EVENTS & ACTIVITIES CALENDARClick here for Movie Showtimes Get our daily Pasadena newspaper in your email box. Free.Get all the latest Pasadena news, more than 10 fresh stories daily, 7 days a week at 7 a.m. Business News Your email address will not be published. Required fields are marked * EVENTS & ENTERTAINMENT | FOOD & DRINK | THE ARTS | REAL ESTATE | HOME & GARDEN | WELLNESS | SOCIAL SCENE | GETAWAYS | PARENTS & KIDS Community News Herbeauty’First Daughters’: From Cute Little Kids To Beautiful Young WomenHerbeautyHerbeautyHerbeauty7 Most Startling Movie Moments We Didn’t Realize Were InsensitiveHerbeautyHerbeautyHerbeautyGet Rid Of Unwanted Body Fat By Eating The Right FoodsHerbeautyHerbeautyHerbeauty7 Things You Should Never Share With Other PeopleHerbeautyHerbeautyHerbeauty9 Of The Best Metabolism-Boosting Foods For Weight LossHerbeautyHerbeautyHerbeauty11 Yummy Spices For A Flat TummyHerbeautyHerbeauty
A lack of leadership among UK firms has created top managerswho think short-term, do not take risks and have tunnel vision on the bottomline.This is the view of Hilarie Owen, chief executive of theInstitute of Leadership, which was launched this week to help improveleadership in UK firms.Owen, who has studied the subject for more than 20 years,believes that British companies are handicapped by conservative thinking atsenior level and that poor leadership is common throughout corporatestructures.She said, “We have to have organisations which are morefocused on leadership. “So many companies have very rigid processes with manymanagers. “People have got to the top by being managers ratherthan leaders. As a result they are risk-averse, focused on the bottom line andthink short-term.” www.iofl.org Shift focus to leaders, not managersOn 6 Feb 2001 in Personnel Today Previous Article Next Article Comments are closed. Related posts:No related photos.
Comments are closed. Leading by exampleOn 12 Jun 2001 in Personnel Today Followmy leader used to be the edict in the ruthless Thatcher days. But, discovers Caroline Horn, leadership haschanged radically in the past 20 years and these changes can be used to predictappropriate leadership styles for the futureDemandson today’s leaders are significantly tougher than just a few decades ago, andwill undoubtedly become more so. The business world is increasingly complex andits leaders are expected to fulfil a growing list of competencies. In additionto nigh-on prophetic strategic vision and the ability to communicate thatvision, they are required to have an instinctive grasp for people management –in today’s working environment, few people are willing to work for someone whomthey perceive to be a bully or emotionally crippled.Itis all a long way from the 1970s and ’80s, says Professor John Potter,Professor of Strategic Leadership at the Centre for Leadership Studies, ExeterUniversity. “In the past, when you had family businesses and largecorporates, managers would crack the whip and people would obey out of fear –they were more willing to toe the line. But huge societal shifts have changedall that.”Withinthe general population, a lot of people have done very well financially. Duringthe 1980s and ’90s, more people started to own their own property, and theirnet asset value has increased to the point where they don’t have to stay in ajob they hate – they can go and be a taxi driver instead. People are also moreacceptant of transition and mobility and if they are in a job that makes themunhappy, they are more willing to move on.” (Many of these issues areexplored in his report, Intelligent Leadership, Creating a Passion for Change,co-authored with Alan Hooper.)Corporates,ever more aware of the value of their human resources, have had to adapt tosuch changes and to develop better strategies that will keep their experiencedand talented staff. Such shifts have been reflected in changing leadershippractices – an area where there has been significant development in the lastcouple of decades.Thelate ’80s, under the political stewardship of Margaret Thatcher, wascharacterised by command and controlleadership during a period in which traditional corporations such as Marks& Spencer and banking institutions thrived. But this was also a time ofchange and confrontation – be it withtrade unions, teachers or single mothers – and there was increasing criticismof what was perceived to be a divided society. While champagne flowed in theCity and the “fat cats” in the recently privatised utilities thrived,elsewhere workers faced below-inflation pay rises and often poor workingconditions. The media took up the challenge.RogerGill, director of the research centre at the Leadership Trust, says,”While Thatcher had many elements of transformational leadership in termsof vision, strategies and a strong sense of corporate values, towards the endof her era she became a weak leader because her vision wasn’t shared byeveryone.”Thelast few years of the 20th century were characterised by increasing change and cynicism, says Charles Collingwood, headof the Industrial Society’s Campaign for Leadership. “Leadership changedas organisations changed. Command and control was no longer appropriate forflatter organisations and ‘liberated’ or ‘transformational’ leadership took itsplace.”Inhis Essays on Leadership, published by the Leadership Trust, Gill defines thecharacteristics of transformational leadership. “Transformational leadersuse intellectual stimulation. They question the status quo and encourageimagination and creativity. They use and encourage intuition as well as logic.They create inspirational motivation. They communicate a clear vision of thepossible future. They align organisational and personal goals so that peoplecan achieve their personal goals by achieving organisational goals. And theywrite and speak in an appealing and exciting way.”Duringthat turbulent era, other business leaders started to emerge with these kindsof qualities. Anita Roddick, founder of the Bodyshop, linked a strong valuesystem with her business practice, and communicated that vision. Sir RichardBranson, head of the Virgin Group, is renowned for his vision andentrepreneurship. Gill adds, “He also shows emotional intelligence and ishighly regarded by his staff – he takes an interest in his staff at all levels.”Thereare many different reasons why today’s businesses today require such differentskills, says Potter of the Centre for Leadership Studies. “There are severalissues involved today. Every organisation is finding it more difficult to dowhat it did 10 or 20 years ago in terms of just running its business – whetherit’s because of increasing competition, litigation, or globalisation.”Headds that the perception of big business is also very different. “On anindividual level, people are getting disillusioned with organisations that 30years ago they would have been proud to work for. And there is a high degree ofsuspicion of what large organisations are doing – look at the activities ofanarchists and the May Day protests. It used to be that people would be queuingup to get into BP or Marks & Spencer, and they’d be highly regarded if theygot through the door. Now people are suspicious of those organisations.”Butabove all is the issue of change, says Gill of the Leadership Trust. “Oneof the biggest problems facing business today is the turbulence, especiallyamong the newly developing industries. This business climate requires peoplewho can see beyond the immediate clouds of doubt and can have a vision of whatcan be and communicate that to get people through the insecurities. They needto have a vision of what can be and lead people through.”Today,competencies – be it emotional intelligence or strategic thinking – are centralto leadership development, while leadership – rather than management – is seenas pivotal to organisational development. The Civil Service has recentlyinitiated a long-term programme of change based around a new kind of leadership,says Ewart Wooldridge, director and principal at the Civil Service College.”The whole five-year programme is based on a shift in competencies whichare seen as crucial to leadership. This is a significant cultural change withinthe Civil Service, a shift to a more proactive stance in which leadership isseen as central.” These changes can’t be divorced from other changesacross the NHS, education and police.Thesedevelopments are reflected in a very different political scene from that of the1980s. Prime Minister Tony Blair has displayed many of the qualities requiredof today’s new-style of leader, says Gill. “A lot of his behaviour throughthe 1997 election was very appealing and inspiring. His vision of New Labour,New Britain held a promise of an attractive future and the way he talks has,over the years, inspired a vision of something better,”- although, headds, issues of empowerment and criticisms that he has failed to deliver hisstrategy and promises have clouded this initial promise. But it is a verydifferent approach from that employed by Thatcher.Withintoday’s Civil Service, says Wooldridge, “We are moving away fromhierarchical, top-down leadership to one that is responsive, self-aware andteam-based. One is looking for a style of leadership that’s based on a greaterresponsiveness to a team, and self- awareness.” Other competencies arealso being sought, including a more entrepreneurial and creative style ofleadership. “We are shifting away from transactional leadership and maintenanceto leadership of change and motivation.”TheAshridge Centre for Business and Society has just established a new programmethat will bring together young managers from a variety of different backgrounds– business, government and the not-for-profit sector – to explore their valuesand what these mean for leadership. The project is funded by the SirChristopher Harding Legacy Project. Harding was known as a leader who was keento develop people, while ensuring organisations faced their social andenvironmental responsibilities. Businesssuccess, says ACBAS director Andrew Wilson, can no longer be measured just onreports and accounts but on a company’s responsibilities to wider society.”The notion that business can survive and prosper in an unhealthy societyis no longer tenable. The health and wellbeing of society is linked to thewellbeing of companies – among other things it helps them to attract investorsand customers.”Thereare a lot of high-profile incidents of people campaigning against companiesexploiting people, animals or the environment. People are saying, ‘that’s notacceptable business practice’. And young leaders are saying, ‘If I want to besuccessful in business, do I have to put my values to one side and becomeself-interested?’ We want this programme to show that people don’t need to dothat.”Businessescan work together to find collaborative solutions to society’s problems, acrossprivate business, government and voluntary sectors, says Wilson. “We arebringing in tomorrow’s leaders from different sectors and showing that peopleoperate under different considerations and have differing ways of dealing withthe problems and that creative solutions can be found to business issues.”Wooldridgeadds that many of the competencies sought from today’s leaders are to do withcrossing boundaries – private and public, for example. “This is a long-lasting trend and we can only predict more and more complex organisationsrequiring cross-organisational leadership.We won’t change from that because that is the way society is going and way weare going.”Aswell as changes in organisational structures and society, new technologies arealso impacting on leadership, says Wooldridge. “Information andcommunication technologies are joining up, and the whole issue of how we workis becoming more significant. Technology is an opportunity, particularly whereyou have the question of work-life balance, but it also a greater challenge tolead people who are dispersed. It is one of the issues of leadership style. A leaderis there to give a clear sense of direction and to motivate people towards thatand achieve it and the more the workforce is dispersed, the harder it is.”Asa result of all these changes, Potter says that our future leaders will need tohave abilities in three key areas. “The level of intellectual capabilitywill need to be higher – leaders will need to be more intelligent and handlecomplexity and ambiguity better than in the past. They will also need a corecompetence of seeing the big picture, being able to focus on the detail, andthen go back to the big picture and work with both. And emotional intelligencewill be more important.”Changingdemands on leadership are inevitably impacting on HR departments, which arefacing their own challenges, says Gill. “HR departments have to beproactive in the issue of management training. They really have to try to setan example, ‘walk the talk’. They can’t possibly encourage something they don’tdisplay and that’s a tall order.”Theyalso have to help in the process of identifying potential leaders anddeveloping them. “Leadership development has replaced managementdevelopment today, and that’s where it can serve a facilitative role to findleaders of the future,” says Gill. “HR must, must be involved in successionplanning and strategic planning at board level because the people element ismore important than every before.”HRdepartments need to be proactive in ensuring they are in position to helpdefine that strategy, says Terry Bates, senior consultant for Penna ExecutiveCoaching. “The chief executive has to set the scene, and unless the boardis behind the development, it won’t be as useful. The HR director has acritical role in showing the people side of the equation and helping the boardto recognise that they can be part of the problem.”HRhas to get the board to sit down and think about what style it wants. Anyleadership development has to be in the context of a company’s strategy, socompanies can’t just assume that the latest model will be appropriate.” And,he adds, “There still seems to be a great desire that, somewhere, thereexists a Holy Grail of leadership.”Inspiringvisions of leadership”Allstudies of successful organisations show that strong leadership is essential toachieve change. We need leaders at all levels, but particularly at the top, whoare committed to transforming their organisations, have a clear sense ofdirection, purpose and values, and inspire and motivate those they work with.”SirRichard Wilson, Cabinet Secretary, Head of the Civil Service.Inspiringvisions of leadership”Tomorrow’seffective leaders will create and communicate a rational and appealing visionof the possible future of the group of people, organisation or nation theylead. They will be visionary entrepreneurs. They will formulate and communicatestrategies that are perceived by followers to be rational, they will be moralexemplars. They will empower people to be able to develop, fulfil and use theirpotential at work, they will be coaches and mentors. They will motivate andinspire people through their dedication, trustworthiness, trust in others,example, expertise, use of appealing language, and their ability to create aworld of work in which people can fulfil their aspirations and hopes. They willbe charismatic leaders.”RogerGill PhD, The Leadership Trust – The Past 25 Years and the Next”Therate of change today is so fast, that the ability to run a business in acompetitive way is paramount. Young leaders who took part in our researchhighlighted the need to be fast, quick thinking, and not afraid of difficultdecisions. Older leaders, who have seen business change, no longer manage in acommand and control way. They have learned to be empathetic, to listen.”TerryBates, senior consultant, Penna Executive Coaching, commenting on researchundertaken into today’s leadership qualities. Previous Article Next Article Related posts:No related photos.
Royal Marines aboard HMS Sutherland have been honing their pirate take-down skills by ‘rapid roping’ from the frigate’s helicopter in the middle of the Indian Ocean. Despite punishing temperatures– at least mid-30s Celsius by day – the Fighting Clan continues the struggle against international terrorism and the drugs trade.The swords come courtesy of the Royal Marines (well daggers and rifles).The sorcery is provided by Warlock – callsign for HMS Sutherland’s Merlin (yes, we know Merlin’s a wizard, not a warlock…).On a sweltering day in the Indian Ocean in high summer, Royal Marines commandos donned full combat gear to practice rapid boarding from the frigate’s helicopter, first over the (comparatively) spacious flight deck……and then, for greater realism, the green berets swooped down on to the small amount of deck between Sutherland’s main 4.5in gun and her Seawolf missile silo – a matter of a few square feet.The reason? Well, pirate and smuggler dhows aren’t renowned for sweeping expanses of unobstructed deck, let alone a flight deck to set down a ten-ton naval helicopter.When not inspecting vessels for real – or carrying out reassurance visits to lawful mariners to explain the international security mission in the Indian Ocean – the combined boarding team of green berets from 43 Commando Fleet Protection Group Royal Marines at Faslane (the Navy’s specialists in board and search) and the frigate’s own boarding team drawn from her ship’s company, which works hand-in-hand with the Royals, have been on the water and in the air to ensure their skills never fade.The Merlin is rapidly becoming the aircraft of choice in the RN’s ongoing struggle to help drive pirates, terrorists, smugglers and people traffickers from 2.5 million square miles of sea from the shores of the Seychelles and east Africa to the Gulf and the Indian sub-continent.It’s as fast (if not faster) than a Lynx – a cruising speed of 150kts (167mph) – has a greater range than the smaller Fleet Air Arm helicopter (450 nautical miles to 320), has no trouble accommodating a Royal Marines rapid roping assault team, or a sniper team, or a WESCAM infra-optic camera which can see through clouds. Plus the aircrew can track numerous surface targets thanks to its impressive sensor suite.Which is exactly why sister Merlins from 814 Naval Air Squadron have been in the air daily off Weymouth during Operation Olympics to keep track on movements in the Channel near the Games’ sailing events.But back to the Indian Ocean, assisting the ship’s flight – from 829 Naval Air Squadron based at Culdrose in Cornwall – were the flight deck team, joined by the Fighting Clan’s ‘bish’, Chaplain Bill Gates (not that one) who was treated to the full effect of Warlock’s downwash – which is much stronger than any other helicopter in the Fleet Air Arm’s inventory.Sutherland and Warlock are in the early stages of their maritime security deployment, working alongside friendly nations and navies to patrol the Indian Ocean/east of Suez region.They’re due back home just before Christmas.[mappress]Naval Today Staff, August 22, 2012; Image: Royal Navy View post tag: Naval Indian Ocean: HMS Sutherland to Banish Pirates View post tag: HMS View post tag: Banish August 22, 2012 View post tag: Pirates Back to overview,Home naval-today Indian Ocean: HMS Sutherland to Banish Pirates View post tag: News by topic View post tag: Navy View post tag: Sutherland Share this article