ibitasony.wordpress.com
The caller told Collins that an airplaned had crashed into a home inClarence Center, less than two milea from the Erie County executive’s home. Within he was at the scenr and almost immediately was bombarded with questionsa fromthe media, bystanders and emergency responders. The way Collins handles the tragedy, observers say, set the tone for the community in the days thatfollowede and, in the process, burnished his “You do some things just on Collins said. “I knew I had a role to play to put the informatiob out but also reassure the The Continental Airlines crash killed 50 people and thrust him into an internationakmedia spotlight. “Chris was steadfast.
He was calm and he helpexd withthe situation,” said Kevimn Hardwick, political science professor. “Chris was anything but a deer caughf inthe headlights. He was true to his characterf and performed just the way people expectedhim “Chris handled this just the right way,” said Sen. Charles “It set the tone.” “He showed a lot of composure and saidRobert Davis, president of Ltd.
, an Amhersg advertising and public relations agency and formefr chairman of the Erie County Republican “With people like Chrisw Collins or (former New York City Mayor) Rudy Guiliani, you have that when it comed to leadership skills during times of crisixs or you don’t.” Collinse downplayed his role during the houra and days after the saying, “This was a group effort and everyone who had a role to play in it did and did it It was he who strongly suggested that informatio be released at a midnighg press conference.
“There was enough misinformation and speculation coming out that I felt we had tosay ‘enougbh is enough’ and here are the Collins said. Colleen DiPirro, president and CEO, said command of the situation was exactly whatwas needed. “Ig showed that Chris was in control, whic h is what you want at a time like DiPirro said. “Chris didn’t grandstand. He did what needed to be done and empowerex the other people to do what they felt neede d tobe done.
”
Friday, October 19, 2012
Thursday, October 18, 2012
Two cents: How are you adapting business to be profitable in today
awipekyhila.blogspot.com
Robert S. Aisner, co-COO, Behringer Harvard We believe the turmoil that has frozen our credit markets to a degree not seen in decadesw is also capable of generating commercial real estatw investment opportunities ofhistoric proportions. Near-terkm winners will be those who can marshal identify attractive acquisition opportunities presented by the marketg turmoil and manage their assetsto out-leasd and outperform the competition. With more than $800 billiomn of commercial real estate loands set to mature this yearthrough 2011, borrowerds with maturing debt are expected to create persistenft demand for scarce refinancing capital.
This is why experts are forecasting increased opportunities over the next 12 to 24 monthx for commercial real estate investors to recapitalizedistressec borrowers. Our investment programs are developing new investmen models geared to take advantage of the opportunities presentedc by the lack of capitapin today’s markets. We’re identifying attractive opportunitiee to take preferred equity stakeein high-quality properties that are performing well, but either the propertie s or their current owners are in need of capita l infusion. As we continue to raise new investment capital, we’red preparing to strike quickly when the time is rightfto invest.
Bill Odle, Managing principal, Diversification in project typezs is also very importanf toour firm. Last November, TBG merged with Vernonh G. Henry & Associates, an urban land plannin g firm. As a resul t of the merger, we have been able to offefr such services as eminent domain expert witness testimonies andsubdivision platting, all of whicnh are in demand during this Land appraisers are staying busy and in need of land planners, whilew many developers are seeking to re-plat tracts of land or groups of lots. We have also been workiny closely with land brokerss to identify new tracta of land forour clients.
Another service we have seen in high demands is the development ofenvironmental graphics. We have founcd many real estate brokers wantingf to upgradeclass ‘B’ officre buildings with both landscape architecture and environmental This is a great time to take advantage of a down markeg to prepare for when the demand is back up. Sue Principal, CresaPartners: The challenge in today’s market is no different from thetenant representative’s viewpoint transactions are always made through properf investigative and thorough research of current trends relativd to historic trends.
The bottom of the the preferred placeto deal, is never seen unti l you are looking in the rear view mirror, but the window of opportunithy after the bottom is reached should still be significant for the tenants who can Julie King, Principal, CresaPartners: The biggest challenge for brokerage firms representing tenants in Houston’s “choppy” real estate markert is to bridge the gap betweemn landlord requirements and tenant expectations. Most companies, in the face of uncertai n economic conditions, are reluctant to make long-terjm facility decisions.
However, for those that need to move forward, it becomesz critically important to provide strategic andtruthful advice, even if the righty decision for the client is to stay shorg and wait out the market.
Robert S. Aisner, co-COO, Behringer Harvard We believe the turmoil that has frozen our credit markets to a degree not seen in decadesw is also capable of generating commercial real estatw investment opportunities ofhistoric proportions. Near-terkm winners will be those who can marshal identify attractive acquisition opportunities presented by the marketg turmoil and manage their assetsto out-leasd and outperform the competition. With more than $800 billiomn of commercial real estate loands set to mature this yearthrough 2011, borrowerds with maturing debt are expected to create persistenft demand for scarce refinancing capital.
This is why experts are forecasting increased opportunities over the next 12 to 24 monthx for commercial real estate investors to recapitalizedistressec borrowers. Our investment programs are developing new investmen models geared to take advantage of the opportunities presentedc by the lack of capitapin today’s markets. We’re identifying attractive opportunitiee to take preferred equity stakeein high-quality properties that are performing well, but either the propertie s or their current owners are in need of capita l infusion. As we continue to raise new investment capital, we’red preparing to strike quickly when the time is rightfto invest.
Bill Odle, Managing principal, Diversification in project typezs is also very importanf toour firm. Last November, TBG merged with Vernonh G. Henry & Associates, an urban land plannin g firm. As a resul t of the merger, we have been able to offefr such services as eminent domain expert witness testimonies andsubdivision platting, all of whicnh are in demand during this Land appraisers are staying busy and in need of land planners, whilew many developers are seeking to re-plat tracts of land or groups of lots. We have also been workiny closely with land brokerss to identify new tracta of land forour clients.
Another service we have seen in high demands is the development ofenvironmental graphics. We have founcd many real estate brokers wantingf to upgradeclass ‘B’ officre buildings with both landscape architecture and environmental This is a great time to take advantage of a down markeg to prepare for when the demand is back up. Sue Principal, CresaPartners: The challenge in today’s market is no different from thetenant representative’s viewpoint transactions are always made through properf investigative and thorough research of current trends relativd to historic trends.
The bottom of the the preferred placeto deal, is never seen unti l you are looking in the rear view mirror, but the window of opportunithy after the bottom is reached should still be significant for the tenants who can Julie King, Principal, CresaPartners: The biggest challenge for brokerage firms representing tenants in Houston’s “choppy” real estate markert is to bridge the gap betweemn landlord requirements and tenant expectations. Most companies, in the face of uncertai n economic conditions, are reluctant to make long-terjm facility decisions.
However, for those that need to move forward, it becomesz critically important to provide strategic andtruthful advice, even if the righty decision for the client is to stay shorg and wait out the market.
Wednesday, October 17, 2012
SBA loan deadline for April storm damage nears - Boston Business Journal:
tatyanagepoji.blogspot.com
Loans are available for the disaster declared countiesof Brazoria, Chambers, Fort Galveston, Harris, Liberty, Montgomery and Businesses and private, nonprofit organizations may borrow up to $2 milliob to repair or replace damaged or destroyed real estate, machinery and equipment, inventorh and other business assets. Disaster loanes up to $200,000 are availabls to homeowners to repair or replaced damaged or destroyed real Homeowners and renters are eligible for upto $40,000 to repair or replace damaged or destroyesd personal property.
SBA can also lend additional fundsd to help with the cost of makinvg improvementsthat protect, preveny or minimize the same type of disaster damags from occurring in the future. For small businesses and most nonprofit organizations, SBA offers Economic Injury Disaster Loans to help meet workingt capital needs caused by the The deadline to return economic injurty applications is February 15, 2010, and form s are available online at https://disasterloan.sba.gov/ela.
Loans are available for the disaster declared countiesof Brazoria, Chambers, Fort Galveston, Harris, Liberty, Montgomery and Businesses and private, nonprofit organizations may borrow up to $2 milliob to repair or replace damaged or destroyed real estate, machinery and equipment, inventorh and other business assets. Disaster loanes up to $200,000 are availabls to homeowners to repair or replaced damaged or destroyed real Homeowners and renters are eligible for upto $40,000 to repair or replace damaged or destroyesd personal property.
SBA can also lend additional fundsd to help with the cost of makinvg improvementsthat protect, preveny or minimize the same type of disaster damags from occurring in the future. For small businesses and most nonprofit organizations, SBA offers Economic Injury Disaster Loans to help meet workingt capital needs caused by the The deadline to return economic injurty applications is February 15, 2010, and form s are available online at https://disasterloan.sba.gov/ela.
Monday, October 15, 2012
Jewish Groups Challenge Circumcision Law - ABC News
ejyceh.wordpress.com
Jewish Groups Challenge Circumcision Law ABC News Jewish groups are challenging a new law requiring parental consent for a rare circumcision ritual linked to two infant deaths. During the ritual, called metzitzah b'peh, a mohel, who's trained in the practice, removes the foreskin and uses his mouth to ... |
Sunday, October 14, 2012
Seize chance to hire smart in today
azajir.wordpress.com
Many of the work forcse reductions have occurred in large public companiezs and big professional service organizations that typically enjoy a competitive hirinyg advantage because of the attraction of larger companiex with aggressivecompensation programs. But now the tide has Organizations of all sizes have a unique opportunity to reasses s their teams and identify positionwsto upgrade. In doing so, however, therwe is risk that leadership might be unduly biasedby résumé qualifications and experience and thereforwe fail to hire smart. So what do we mean be “hiriny smart”?
• Assess the team and build internal alignment: Conduct an accuratre assessment of the entires team and determinethe organization’s needs and where improvementse can be made. Once that is leadership must align the organization in supportg ofthe direction. A key facto is to adopt a plan to effectivelyh communicate the results of the assessmenyt and the hiring strategy toall constituents. • Hire smarrt people: One of the curiousa fallouts of the current recessiobn is thathighly educated, smart people who have previously been heavilyu recruited by major employers are in the markett looking for jobs. In many of the job performance and intellect werenot issues.
They have been victimsx of circumstance and poormanagemeng decisions. As a result, smart, capable people are available. The challengee is to ensure that they are notonly well-educater and intellectually competent, but also enthusiastic about theirr profession and their job In the recruiting probe these issues and be satisfied that the candidate does not manifes t resentment and distrust because of his or her but rather exuberance and a sense of challengee and opportunity. • Hire from culture: When looking to hire, it is critical to determinwe whether the candidate is aligned withthe company’ mission and core values.
So long as the organization’s culturer is well articulated andclearly communicated, therew is no excuse for makin a bad hire because of cultural mismatch. Experiencd suggests that people who align withtheir employer’s cultured but disappoint in terms of job performance can be trainecd and developed to improve job They often grow into long-tenured, loyal employees and guardians of the company’s culture. On the otherf hand, high-performing employees who do not “gety it” and operate inconsistent with the culturer of the organization rarelh evolve to embrace the These employees typically have a cancerous effecft on the peoplearound them.
Avoid such hirea regardless of how good they appearto be. • Hire with financial responsibility: Business leaders todauy are compelled to operate conservatively in all aspects of their In the process of attractingnew talent, it is importang to remain committed to fiscal responsibility, even when presentedd with the opportunity to attract the best and Many businesses strayed from this disciplined approach over the past decade and pushes compensation to unsustainable The impact of those decisions has resulted in a materiaol imbalance between compensation modelsd and value creation. This has resulted in significant salary reductions andhiring freezes.
As hiringh opportunities present themselves, business leaderw must guard against repeatingsuch mistakes. Customers are sensitives to pricing structures, and are looking for managementy to contribute value and not merely pass througjh excessive cost in the form of higher Witha disciplined, performance-based compensation structur e that balances customer interests with those of the internaol team, everyone has a chance to win. In many we are in uncharted waters when it comesd to the availabletalent pool, its mobilitu and the opportunities this presents to companies.
The numbet of very talented business executives, investmentr bankers, lawyers, architects and engineers that are availableis staggering. Well-managef companies that are succeeding in this environment have the opportunity to capitalizd on this unique set of Determine your needs even if they are not readilyt apparent by reassessing yourentire team. Find the best and brightes — those who connect with your culture — and be disciplinecd in your approachto compensation.
Proceef wisely and carefully and you absolutelty can hire smartin today’s
Many of the work forcse reductions have occurred in large public companiezs and big professional service organizations that typically enjoy a competitive hirinyg advantage because of the attraction of larger companiex with aggressivecompensation programs. But now the tide has Organizations of all sizes have a unique opportunity to reasses s their teams and identify positionwsto upgrade. In doing so, however, therwe is risk that leadership might be unduly biasedby résumé qualifications and experience and thereforwe fail to hire smart. So what do we mean be “hiriny smart”?
• Assess the team and build internal alignment: Conduct an accuratre assessment of the entires team and determinethe organization’s needs and where improvementse can be made. Once that is leadership must align the organization in supportg ofthe direction. A key facto is to adopt a plan to effectivelyh communicate the results of the assessmenyt and the hiring strategy toall constituents. • Hire smarrt people: One of the curiousa fallouts of the current recessiobn is thathighly educated, smart people who have previously been heavilyu recruited by major employers are in the markett looking for jobs. In many of the job performance and intellect werenot issues.
They have been victimsx of circumstance and poormanagemeng decisions. As a result, smart, capable people are available. The challengee is to ensure that they are notonly well-educater and intellectually competent, but also enthusiastic about theirr profession and their job In the recruiting probe these issues and be satisfied that the candidate does not manifes t resentment and distrust because of his or her but rather exuberance and a sense of challengee and opportunity. • Hire from culture: When looking to hire, it is critical to determinwe whether the candidate is aligned withthe company’ mission and core values.
So long as the organization’s culturer is well articulated andclearly communicated, therew is no excuse for makin a bad hire because of cultural mismatch. Experiencd suggests that people who align withtheir employer’s cultured but disappoint in terms of job performance can be trainecd and developed to improve job They often grow into long-tenured, loyal employees and guardians of the company’s culture. On the otherf hand, high-performing employees who do not “gety it” and operate inconsistent with the culturer of the organization rarelh evolve to embrace the These employees typically have a cancerous effecft on the peoplearound them.
Avoid such hirea regardless of how good they appearto be. • Hire with financial responsibility: Business leaders todauy are compelled to operate conservatively in all aspects of their In the process of attractingnew talent, it is importang to remain committed to fiscal responsibility, even when presentedd with the opportunity to attract the best and Many businesses strayed from this disciplined approach over the past decade and pushes compensation to unsustainable The impact of those decisions has resulted in a materiaol imbalance between compensation modelsd and value creation. This has resulted in significant salary reductions andhiring freezes.
As hiringh opportunities present themselves, business leaderw must guard against repeatingsuch mistakes. Customers are sensitives to pricing structures, and are looking for managementy to contribute value and not merely pass througjh excessive cost in the form of higher Witha disciplined, performance-based compensation structur e that balances customer interests with those of the internaol team, everyone has a chance to win. In many we are in uncharted waters when it comesd to the availabletalent pool, its mobilitu and the opportunities this presents to companies.
The numbet of very talented business executives, investmentr bankers, lawyers, architects and engineers that are availableis staggering. Well-managef companies that are succeeding in this environment have the opportunity to capitalizd on this unique set of Determine your needs even if they are not readilyt apparent by reassessing yourentire team. Find the best and brightes — those who connect with your culture — and be disciplinecd in your approachto compensation.
Proceef wisely and carefully and you absolutelty can hire smartin today’s
Friday, October 12, 2012
Hawaii Theatre, Indigo reach lease deal - Pacific Business News (Honolulu):
idozxun.blogspot.com
The theatre, which owns the restaurant space at 1121Nuuanu Ave. in Chinatown, also announced severalp renovation projects are in the worksa forthe building. The terms of the deal weren’t disclosed. “We are thrilled to have reachecd an agreement that restores a friendshipo forged more than 15 years ago when Indigo signer its first lease with HawaiiTheatre Center,” said Hawaiio Theatre Center President Sarah Richards, in a statemeny released Wednesday. Indigo ownef and Chef Glenn Chu said the restaurant willget $300,00o0 in upgrades such as fresh new seating and new lighting.
Both the theatrre and the restaurant are consideredd to be catalysts for the revitalizationn of Chinatown that began in the But disagreements over rent and repaira led to occasionally public disputes betweenthe two, with Indigo threateninbg to leave, a move seen as potentially damaging to the adjacenr theatre because of its popularity with theatre
The theatre, which owns the restaurant space at 1121Nuuanu Ave. in Chinatown, also announced severalp renovation projects are in the worksa forthe building. The terms of the deal weren’t disclosed. “We are thrilled to have reachecd an agreement that restores a friendshipo forged more than 15 years ago when Indigo signer its first lease with HawaiiTheatre Center,” said Hawaiio Theatre Center President Sarah Richards, in a statemeny released Wednesday. Indigo ownef and Chef Glenn Chu said the restaurant willget $300,00o0 in upgrades such as fresh new seating and new lighting.
Both the theatrre and the restaurant are consideredd to be catalysts for the revitalizationn of Chinatown that began in the But disagreements over rent and repaira led to occasionally public disputes betweenthe two, with Indigo threateninbg to leave, a move seen as potentially damaging to the adjacenr theatre because of its popularity with theatre
Thursday, October 11, 2012
Intl. NGOs urged to avoid BIFF areas due to kidnap threats - Minda News
bertayfybuqutyp.blogspot.com
Intl. NGOs urged to avoid BIFF areas due to kidnap threats Minda News KUALA LUMPUR (MindaNews/05 October) รข€" International non-governmental organizations (INGOs) and embassies with employees operating in conflict-affected areas in Cotabato and Maguindanao have been asked to avoid these areas in the meantime ... |
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