Stresslines May 1, 2004 Regular News Shoveling smoke: Legal culture and motivated teams Ronald F. Pol What’s the culture like in your organization right now? In your department? In other teams? And in the firms of your outside counsel? Are they dominated by extrinsic motivators in which bonuses follow success and time equals money? And do your teams or the firms that you use have gaps, often at the all-important mid-level experience, as people leave to pursue a more satisfying career elsewhere?For corporations and law firms alike, the legal culture is often defined by intense pressures and competitive success norms. This legal culture starts at law school, with punishing entry requirements and the battle for ever higher grades to secure places with prestigious law firms and corporations. The situation hardly abates. Law firm budget pressures are legion, as are processes for attaining and holding partnership. Within corporations, the spread of success-based performance targets and bonuses to legal departments ensures that in-house counsel experience similar competitive norms.For teams, the issue is more complex. You are part of many teams, as leader or member. The legal department is one such team. Others include in-house lawyers and business unit representatives. Many teams include outside counsel, with the cultural overlay of their own firms. Time adds further complexity. Not only do individual and team motivating factors change over time, but also many teams are transaction-driven, with members joining and leaving as transactions evolve.Intense pressures and competitive cultures are not bad per se, yet recent research suggests that the way that people meet these pressures may affect motivation, satisfaction, and professionalism.Professors Kennon Sheldon of the University of Missouri-Columbia and Lawrence Krieger of Florida State University’s College of Law recently completed a multiyear study (forthcoming in Behavioral Sciences and Law, 2004), which found that incoming law students were happier, more well-adjusted, and motivated by intrinsic factors, such as service to the community, than when they graduated and entered the profession. Their intrinsic values and motivations shifted significantly toward more extrinsic orientations, such as money and prestige. Yet this shift combined with a marked fall in their well-being and life satisfaction.The study focused on the first stage of the legal profession: law school. Similar research at later stages would be valuable. Yet it might be reasonably safe to assume that a lack of satisfaction, despite apparent trappings of success, is endemic within the profession and that it applies equally to corporate counsel and their law firm colleagues. This assumption should be cause for concern for organizations that employ lawyers.The success of any team is affected by individual motivation and job satisfaction of its members, yet organizations seldom seem to connect directly with the intrinsic drivers of their teams, instead applying “motivational” tools aligned with extrinsic motivators more easily linked with superficial measures of “success.”For some organizations and your outside counsel, the application, perception, or effect of existing retention and motivation tools might, ironically, erode the most powerful intrinsic motivators of your people and may ultimately turn away some of those who could make positive contributions to an organization’s ability to achieve its goals—and the self-worth and perceived value of the profession.So what can you do about it? From an organizational perspective, the goal is to help develop teams of highly motivated people, with the organization connected to their drivers, enabling it more effectively to meet organizational goals.From an employment perspective, do you have systems and processes enabling your people genuinely to thrive and be satisfied, irrespective of, or even leveraging from, a culture dominated by extrinsic motivators?From a personal perspective, do you let the pressures of extrinsic factors sap your more powerful intrinsic motivators, such as doing a great job with competence, integrity, respect for and from others, authenticity, meaning —and fun?Your answers to these questions and perhaps even the fact that you ask them might help keep externally imposed “motivators” in perspective and may help you and your team retain the fundamental essence of key intrinsic drivers that caused you to enter law school in the first place. Ronald F. Pol is president of the Corporate Lawyers’ Association of New Zealand, general counsel of start-up software company Simultext Limited in Wellington, New Zealand, and a member of the governing council of New Zealand’s Law Society. He is available at [email protected] This column originally appeared in the ACC Docket , a publication of the Association of Corporate Counsel. For more information about the ACC visit www.acca.com. This column is published under the sponsorship of the Quality of Life and Career Committee. The committee’s Web site is at www.fla-lap.org/qlsm. The Quality of Life and Career Committee, in cooperation with the Florida State University College of Law, also has an interactive listserv titled “The Healthy Lawyer.” Details and subscription information regarding the listserv can be accessed through the committee’s Web site or by going directly to www.fla-lap.org/qlsm.
(Visited 669 times, 1 visits today)FacebookTwitterPinterestSave分享0 Stone tools and bones on islands show that Neanderthals and other “archaic Homo” individuals must have sailed there.Paleoanthropologists have been wiping egg off their faces for years now, after continual findings reinforce the fact that Neanderthals were just as smart and capable as we are (29 April 2019), not dumb caveman brutes like evolutionists had portrayed for a century.Earliest occupation of the Central Aegean (Naxos), Greece: Implications for hominin and Homo sapiens’ behavior and dispersals (Science). Unless you’re Jesus, you don’t get to an island by walking on water. How did artifacts dated at 200,000 Darwin Years get to islands in the Aegean Sea? This paper tentatively suggests that the makers boated there. Unless geologists can prove land bridges, or that the islands were in shallow water that enabled wading, that’s the only reasonable explanation – and it changes the view of the intelligence of Neanderthals and other “hominins” that were supposedly more primitive than modern humans.Here, we detail evidence from excavations at the chert source of Stelida on what today is the island of Naxos in the middle of the Aegean Basin, where paleodosimetric dates suggest that hominins were present in the region by 200 ka ago, accessing the chert quarry during a glacial lowstand when exposed land connected Anatolia to continental Southeast Europe, by seafaring, or through some combination of the two (Fig. 1). Throughout the remainder of the Pleistocene, this region was occupied and/or traversed at least sporadically, including by early H. sapiens ~40 to 30 ka ago (who may have arrived by boat), and later by indisputably seafaring Mesolithic hunter-gatherers of the Early Holocene.Naxos sits in the middle of the Aegean Sea. Nearest mainland is 75-90 miles away. (Google Earth)Scientists find early humans moved through Mediterranean earlier than believed (Science Daily). As usual, the paleoanthropologists were shocked by what they find. How did dumb brutes cross seas? Naxos is an island!An international research team led by scientists from McMaster University has unearthed new evidence in Greece proving that the island of Naxos was inhabited by Neanderthals and earlier humans at least 200,000 years ago, tens of thousands of years earlier than previously believed.Notice they’re talking about “earlier humans” than Neanderthals. This would have to be Homo erectus or other members of Homo, which creationists argue are true humans. If they boated over to islands, they were not transitional forms from apes.In this paper, the team details evidence of human activity spanning almost 200,000 years at Stelida, a prehistoric quarry on the northwest coast of Naxos. Here early Homo sapiens, Neanderthals and earlier humans used the local stone (chert) to make their tools and hunting weapons, of which the team has unearthed hundreds of thousands.Reams of scientific data collected at the site add to the ongoing debate about the importance of coastal and marine routes to human movement. While present data suggests that the Aegean could be crossed by foot over 200,000 years ago, the authors also raise the possibility that Neanderthals may also have fashioned crude seafaring boats capable of crossing short distances.If “earlier humans” were there, they also had to use boats. Why did they have to be “crude” seafaring boats? If made of wood to float, there would likely be no trace left after just a few decades or centuries, so the researchers are just imagining they were crude.The findings, published today in the journal Science Advances, are based on years of excavations and challenge current thinking about human movement in the region — long thought to have been inaccessible and uninhabitable to anyone but modern humans. The new evidence is leading researchers to reconsider the routes our early ancestors took as they moved out of Africa into Europe and demonstrates their ability to adapt to new environmental challenges.The evolutionary paleoanthropologists are proposing that archaic human beings boated repeatedly over the sea to get chert on this island for tools, suggesting this was a frequent trip they made. The time frame for this occupation, in their dating, covers 150,000 years. In all that time, did they never think about building cities, planting farms, or domesticating animals. If they were smart enough to boat across the sea, is that plausible?Evolutionists cannot admit they were wrong, so we have expose them. They hide their shame in Tontological phrases like “this challenges current thinking” and goes against what was “long thought.” Whose thinking? Who ‘long thought’ that? Did you? Don’t let them sweep you into their mythology. The gig is up, evolutionists: your story of human evolution fell apart, and with it falls the moyboy timeline. These sailors were real people, not evolving apes. They were living not that long ago: thousands of years, not hundreds of thousands. The facts fit the Tower of Babel dispersion described in the Bible: post-Flood explorers migrating long distances and settling wherever they could, using their intelligent human brains to find materials to make tools. It took some time, but not a long time, for them to settle down in permanent dwellings, then towns, then cities. That makes sense. Living in caves for 20 times the length of recorded human history does not.
Stop Managing, Start Leading: The role of sales manager is really a leadership role. The choice you often have to make is whether your primary role is managerial and administrative or whether it is leading a team. Resolve to spend more time leading and less managing.Stop Managing, Start Coaching: You want your team to be resourceful, and you want them to take initiative. Telling people what to do deprives them of the chance to do either one of these. Resolve to spend more time coaching.Fewer, More Impactful Meetings: Cut the number of meetings you have by some amount that shocks everyone, including your peers. Then, make sure that every meeting you have ends with some concrete change that people are accountable for and that results in a noticeable, measurable improvement.Less Email, More Face-to-Face: If there is an overused technology more detrimental to producing results, I am not sure what it is. If the conversation is important, have it face-to-face, over a video chat, or over the telephone (in that order). Resolve to communicate in the most effective manner possible.More Praise!: Everyone loves to be recognized for their contribution. People love to be celebrated, and they love to celebrate their victories. You want to improve your culture? You want to do something that changes your relationship with your team that doesn’t cost anything? Resolve to dole out some serious praise.More Gratitude!: I am sure you are grateful for the results your team produces. But they don’t recognize or feel that gratitude unless you make them feel it. Say thank you. Send a card. Resolve to appreciate the good work your team does.More Air Cover: Your team needs you to negotiate on their behalf with the organization for whom you are all working. They need help making adjustments on behalf of their clients and dream clients. They need help, and they need additional support and resources. Resolve to provide more air cover.Listen Up: Sometimes your team just needs you to be there to listen. Instead of trying to share your thoughts and ideas, just let them speak until they run out of words. More than half the time, your team will answer their own questions by talking it out without you saying word. But the fact that you listened is priceless. You resolve to listen more.Reflect: Leadership is a difficult role. You need to take down time to think, to reflect, and to synthesize your experience. Resolve to spend some time working to become the leader that you aspire to be–and the leader your team needs now.
TS Kammuri to enter PAR possibly a day after SEA Games opening Don’t miss out on the latest news and information. ONE CEO believes Joshua Pacio won the fight PLAY LIST 00:52ONE CEO believes Joshua Pacio won the fight04:36Joshua Pacio is the new ONE Strawweight world champion01:04Team Lakay’s rough start lights a fire under Danny Kingad02:42PH underwater hockey team aims to make waves in SEA Games01:44Philippines marks anniversary of massacre with calls for justice01:19Fire erupts in Barangay Tatalon in Quezon City01:07Trump talks impeachment while meeting NCAA athletes02:49World-class track facilities installed at NCC for SEA Games02:11Trump awards medals to Jon Voight, Alison Krauss Photo from ONE ChampionshipJAKARTA, Indonesia—Filipino Joshua Pacio was the first to admit his shortcomings against Japanese Yosuke Saruta in their world title fight Saturday night.Pacio lost by split decision to yield the strawweight belt to the gritty Saruta in only his first title defense, just four months after winning it.ADVERTISEMENT LOOK: Joyce Pring goes public with engagement to Juancho Triviño But even before he joined ONE, the 31-year-old Saruta (19-8) had already amassed experience being in big fights as a former champion in Shooto.Fighting Saruta also served as an eye-opener for Pacio.“This fight was a great experience for me. It showed me that I still need to work on a lot of things. I’m more motivated to train and improve my offense and defense.”Sports Related Videospowered by AdSparcRead Next View comments WATCH: Manny Pacquiao gets visit from Floyd Mayweather in locker room ahead of fight SEA Games: Biñan football stadium stands out in preparedness, completion Lacson backs proposal to elect president and vice president in tandem LATEST STORIES MOST READ Private companies step in to help SEA Games hosting The Team Lakay star, who just turned 23 on January 10, thinks Saruta’s experience also played a role in their bout.“His experience was a factor but it was still up to me. If only I did more work in the fight, I think the decision would’ve favored me.”It took only two fights in the promotion for Saruta to rise all the way to the top of the strawweight division.ADVERTISEMENT Shortly after the grueling fight, Pacio could only wish he had done things differently.“I know my shortcomings in the fight. I felt I was too defensive and he (Saruta) just kept coming forward. Yes, he was able to take me down but he wasn’t able to take control of me that long,” Pacio told reporters in Filipino.FEATURED STORIESSPORTSPrivate companies step in to help SEA Games hostingSPORTSUrgent reply from Philippine football chiefSPORTSWin or don’t eat: the Philippines’ poverty-driven, world-beating pool stars Oil plant explodes in Pampanga town Is Luis Manzano planning to propose to Jessy Mendiola? SEA Games hosting troubles anger Duterte
Tyrone Lockhart, who played for Georgetown in the 1980s, is CEO of the Advocates for Athletic Equity.In a matter of months, Black college basketball coaches went from not having an organization to support their cause and chime the bell for a change in hiring practices to two bodies that will take different paths to achieve the same mission.The National Association for Coaching Equity and Development was formed to address the lack of African-American coaches in Division I college basketball. It has 40 coaches on board, including Tubby Smith, John Thompson III, Shaka Smart, Paul Hewitt and others.In Indianapolis, in the NCAA headquarters building, is the Advocates for Athletic Equity, an organization headed by former Georgetown player Tyrone Lockhart. Its mission is to increase the dismal number of minority coaches, focusing on all ethnic groups.Both organizations say they are picking up where the now-defunct Black Coaches Association left off. Once a force in fighting causes for African-Americans in the profession, the BCA faded with a lack of funding and, not coincidentally, so did the number of Black coaches.Blacks now make up less than 17 percent of head coaches in college basketball’s 330 or so Division I teams while African-American players represent 60 percent of the athletes. It’s the lowest percentage in 20 years.Smith and others see their organization as totally independent and seemed to indirectly convey that the Advocates for Athletic Equity, because it is housed in the NCAA offices in Indianapolis and has received some start-up money from the governing body, will be less aggressive or compromised in its efforts.Lockhart, in an exclusive interview with Atlanta Blackstar, refuted that notion while outlining his and the organization’s plans for change.ABS: How do you look at the National Association for Coaching Equity and its mission?Lockhart: The two organizations have talked. We’re supportive of each other. They may have to do things a little more drastic, whether that’s lawsuits, whether that’s protests … We understand that. We’re supportive. We both have the mission of increasing the number of (Black) head coaches. Tactics and strategy achieving those goals may be a little different. Hopefully, we will be able to partner on one of the key elements that we both agree on, which is professional development. … It’s like the Civil Rights movement in that the NAACP and the Urban League were separate entities working for the same cause.ABS: How will you go about business with the Advocates for Athletic Equity?Lockhart: Because BCA was dormant for a while, we’re housed at NCAA. Housed there, but separate computer system, separate phone lines. The NCAA believes that this organization is extremely important to be successful with what’s going on in college athletics right now. They are, in fact, providing some seed money in order to revive it and make some progress. But I report directly to the (AAE’s) board. Yes, there will be some things that we decide that will be opposed to what the NCAA stands for or believes in. But we will decide as an organization what will be effective for our mission (not the NCAA).ABS: How alarming is the 17 percent Black coaches in the NCAA to you and the organization?Lockhart: The numbers are low, and we know that they are low. My job to work with the membership and strategize on how to attack that. Our No. 1 priority is to promote our coaches for positions of leadership. The one thing, too, with the organization is that we’re focusing on coaches and coaches only. In the past, Floyd Keith had done an excellent job at bringing the organization to prominence and having some growth. But I think the organization took on too many things: athletic administrators, etc. My marching orders are to focus in on coaches and coaches only: African-American, Hispanic, Latino, Asian and so forth. That’s our charge.ABS: Does a variation of the NFL’s Rooney Rule, which requires Black candidates get an interview before any teams hire, have a place in your approach to change in the NCAA?Lockhart: We would favor any role or program that favors ethic minority coaches. The NCAA does not do the hiring; it’s the member institutes and the conferences. So, in working with our coaches, we have to ask: Do we partner with the NCAA or do we go directly to the conferences or the member institutions? We need to make sure we’re targeting the right group to make the most impact.ABS: How do you tackle athletic directors, 80 percent whom are white who over the years hired people who look like them, who they know or are comfortable with?Lockhart: The part in your piece about colleges hiring search firms and “Good ‘Ole Boy Network” is true, and one of the things we have to do is infiltrate that and establish networking opportunities, social interactions where we can get our top coaches a part of this deal and be able to highlight our coaches and the good things that they have been doing. For years, part of (athletic directors’) stories has been, “Well, we don’t know these coaches. We don’t know where they are. They’re kinda hiding out.” But we want to establish relationships and events where our coaches are featured and highlighted and can change mindsets … show they can handle crises, etc. There is no doubt that Black coaches are talented and can coach. No doubt. We have to show … they can handle the off-the-court stuff so a president or A.D. can be comfortable with those leaders on the court and off the court in the community. We have a great opportunity. We know the task is uphill. But we’re taking it on.