By Dialogo April 19, 2012 Javier Antonio Calle Serna, considered the leader of the ‘Los Rastrojos’ [The Stubble] drug-trafficking organization, has turned himself in to agents of the U.S. Drug Enforcement Agency (DEA), Colombian media and a source at that country’s Public Prosecutor’s Office announced on April 17. Calle Serna “has been negotiating his surrender for more than a year, and it has been established that this man reached agreement with the DEA and turned himself in a few minutes ago, in the United States,” broadcaster RCN Radio reported, citing the Colombian police as a source. A spokesperson for the Colombian Public Prosecutor’s Office confirmed to AFP the alleged drug trafficker’s surrender to the DEA, but noted that it took place in Panama. Calle Serna and his brother Luis Enrique formed a clan known as ‘Los Comba’ (combatants) and were considered the highest-ranking leaders of Los Rastrojos, one of the leading Colombian drug-trafficking groups. RCN reported that Calle Serna “is suspected of being one of the top exporters of drugs from Colombia to Central America, the United States, and Europe.” Another Calle Serna brother, Juan Carlos, was arrested in Ecuador in mid March and subsequently turned over to Colombia. The authorities accuse Los Rastrojos of ties with the Mexican Sinaloa cartel, as well as of protecting the Costa Rican citizen Alejandro Jiménez (alias Palidejo), who was arrested in Colombia in March for the murder of Argentine folk singer Facundo Cabral last year.
Many attempts have been made to define the concept of Information Operations; they can be understood as the use of a series of tools to manage one’s own information and that of one’s adversary, with the objective of identifying and revealing the enemy’s stratagems. This is done with the aim of developing information strategies that can strengthen the institution’s image and using them to confront 4th Generation Warfare; in this scenario, they become a tool that can transform society’s perceptions and defeat the enemy internally, through an appropriate planning process. In addition, Information Operations seek to strengthen the “interagency process,” better known in Colombia as “inter-institutional coordination,” with the aim of generating the necessary conditions for the state as a whole to provide the guarantees stipulated in the Constitution with regard to the population’s enjoyment of human rights. This inter-institutional coordination promotes community empowerment, thereby cutting the ties between the population and illegal groups, where they exist. Origin of Information Operations Their chief antecedent is the cyber war of the late 1970s; they have gradually undergone a process of transformation until becoming operations that acknowledge the significant role played by information as an element of power in times of peace, war, and conflict. Undoubtedly, the era of globalization entailed an increase in risks to national security, due to the fact that they took on a non-traditional role. The situation became even more complicated after the September 11 attacks, which led to a significant shift in the worldwide fight against terrorism. This episode in humanity’s history revealed a cruel and degrading threat characterized by the absence of defined limits, strategies, or objectives. The rise of threats of this non-traditional kind, which use information technology on a global scale in order to reach large populations en masse, falls under what is known as 4th Generation Warfare, defined by Thomas X. Hammes as “a complex arena of low-intensity conflict. (…) It encompasses the political, social, economic, and military spectrum and involves national, international, transnational, and subnational actors.” Some military commanders hold the view that the dispersion of this kind of warfare in society entails a significant level of flexibility and maneuverability in military operations. A considerable number of men or a great deal of firepower could become disadvantages for operations. The implementation of agile forces in small groups is necessary in order to confront this adversary; in addition, the aim is not to defeat him physically, but rather in his internal dimension, in order to attenuate the support provided by the population and the enemy culture. In this final element, the correct identification of strategic centers of gravity is decisive, as well as interagency action with other state entities. (To be continued…) By Dialogo July 19, 2012
Sign up for our COVID-19 newsletter to stay up-to-date on the latest coronavirus news throughout New York When Jackie Sharlup was 4 years old, her parents took her to the Long Island Game Farm in Manorville, where she saw, for the first time, live pigs, goats and chickens.She’s been a vegetarian ever since.“I never ate meat again,” recalls the chef and owner of Tula Kitchen in Bay Shore. “I remember my mom pointed out a chicken and I said, ‘Like – dinner chicken?’ And that was it.”Sharlup’s childhood informed her career as a chef in a number of ways. Around the time she was settling into her late-toddler vegetarianism, her father was diagnosed with cancer, which led the entire family to a clean and healthy, plant-based diet.“[My mom] was always taking us into Chinatown to get my dad weird teas — all sorts of stuff,” says Sharlup.“She always cooked for him, and got him to a very good place. I knew at a very young age that you could heal people with food.”As a teenager, Sharlup started working in delis and pizzerias, as so many young Long Islanders do, and continued to cook and work as a personal chef after high school while earning a bachelor’s degree in art and design. In 2006, she graduated from the Natural Gourmet Cookery School in Manhattan and started to think more seriously about opening Tula Kitchen, a dream she’d been fostering for years. The restaurant officially opened its doors that same year.“It was a pretty crazy time,” she says. “I probably didn’t see the light of day for the first six years. Owning a restaurant is no joke. You have to give it your heart and soul, or else you just can’t do it. It becomes your everything.”Although Sharlup has been a lifelong vegetarian, she doesn’t like to force it on others. She knew from the start of Tula Kitchen that she’d offer some more mainstream options – chicken, turkey, fish and seafood – but decided to leave red meat off the menu.“And nothing is fried,” she says. There are, of course, plenty of vegetarian options, including some products you don’t often see on menus in the area, such as seared seitan, a high-protein meat substitute made from wheat gluten.“We try to cook as healthy and natural and balanced as we can,” says Sharlup, noting that nearly everything they use is organic, right down to the sesame oil. “We try to make everything in this restaurant. Maybe two percent is purchased. Everything else we make; all of our dressings, sauces — everything.”Tula Kitchen offers breakfast and lunch Tuesday through Friday and dinner every night but Monday. The breakfast menu feature flap jacks with real maple syrup and fruit. ($11.95). The extensive lunch menu includes starters like stuffed acorn squash with quinoa, kale, caramelized onion and a lemon dressing ($14); and sesame crusted seared tuna with a wasabi drizzle and Asian slaw ($14).Options for “din-din” include balsamic glazed salmon over cauliflower and white bean smash with red grapes, roasted beets and white balsamic dressing ($28); a tuna lentil burger served with hummus and roasted sweet potato salad ($15); and veggie moussaka, a classic Greek dish of layered spinach, feta, breaded eggplant and potatoes ($19).Tula Kitchen has a split personality: two separate spaces – “west and east” – that have completely different décors. The western room, the home of the original restaurant, is dim and quiet, filled with dark wood and accented by yellow seat cushions and red floor to-ceiling curtains.Next door, a new space that opened two years ago is flooded with light, stylish crystal chandeliers and a long dramatic bar, what the restaurant’s website describes as “Frenchchic.”“There are a lot of jokes about how it’s the two sides or my personality,” says Sharlup, cracking a smile. “Good versus evil; dark versus light; whatever works for you.”Tula Kitchen is located at 41 East Main St. in Bay Shore. They can be reached at 631-539-7183 or tulakitchen.com.
continue reading » For decades, the number of positions in the C-suite could be counted on one hand. The senior leadership team was anchored by the CEO, COO and CFO. At some banks and credit unions, there might have been a Chief Retail Officer, Chief Risk Officer, Chief Lending Officer, Chief Marketing Officer or (more recently) a Chief Compliance Officer.These titles have been around long enough that most people understand what they are all about. But banking has grown more complex, and the C-suite along with it, forcing many banks and credit unions to conclude that traditional C-level roles no longer cut it.Now C-suites around the world are introducing a whole new slate of positions, some with colorful titles like “Chief Happiness Officer”. Mirroring trends that started with tech companies and Silicon Valley startups, a wide range of C-level positions have sprouted up at banks and credit unions around the world. Among the 45,000 banks and credit unions that subscribe to The Financial Brand’s email newsletters, you can find the following positions: 5SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr
In my hometown there’s a grocery chain whose moto has been: “We’re the friendliest store in town”. However, most people who shop there know the truth: their employees turn the moto to be “the surliest store in town.” If you’re gonna say you’re the friendliest, doesn’t it follow that you should actually hire people who are friendly and create a culture that radiates friendliness?We all know that your employees should be the face of your organization but, more importantly, your employees should be seen as the ambassadors of your brand. They should project your desired brand image through their behaviors every day during every interaction. And being an ambassador means they should do this with every external and internal interaction. They should be doing it when they’re at work but also when they’re away from the office interacting in the community.A well-known company that may be the posterchild for turning employees into brand ambassadors is Southwest Airlines. Take a flight on Southwest and then get on a United flight – notice anything different? Chances are that difference is attributable to the fact that Southwest dedicates so much to optimizing the brand awareness of every single employee. They don’t hope their employees live their brand; they invest in it, every day, to make sure they do, every time.There are two main ingredients to this brand ambassador recipe: 1) how strongly and definitively your company positions and substantiates your brand with employees (especially, new hires), and 2) to what extent those employees live and consistently represent your company’s brand.“Too many companies and organizations think their brand it something that is only visual. The way they appear outwardly, their logo, tagline, colors etc.” says Bill McKenna, VP Client Strategy and Growth, Colorworks, Inc. “Although these items do contribute to brand recognition, a deep rooted, well-defined brand starts in the hearts of every employee. They must all be on the same page and understand the important role they play in living your brand. They must also believe in the company they represent and the impact it has in the lives of members.”An organization’s brand is a direct derivative of its mission and values. When was the last time you updated your mission and values statements? When was the last team meeting that you discussed your mission and value statements? In a recent employee engagement we conducted, 20% of employees said they could not live the company’s mission and vision. If they can’t live it, they can’t be brand ambassadors.Employees should be motivated by your brand and your culture should allow that motivation to shine through. Employees need to be totally onboard with who you are, what you do, and why you do what you do. More often than not, investing in your culture will produce significantly higher levels of engagement with lower levels of turnover and performance that consistently substantiates your brand.Here’s a six-pack for creating an outstanding employee brand culture at your credit union:Teach employees about your brandInitially, your brand must convey a positive and attractive image. Don’t be shy about telling the back story – how did you develop your brand? Why is it important to employees, members, and the future success of the credit union? And what does it really mean to everyone (next bullet)? If the answers aren’t clear, it’s probably time for a revision or update.Conduct brand training (and re-training)Even if someone is motivated by your brand, they may not know how to live it and they may not know how to live it the way you want them to. That’s where training comes in: what are the specific behaviors you expect day-in and day-out to live your brand? Deliver this as a kickoff training session but also in frequent follow-on refreshers and, of course, in coaching interactions.Hire the right people to support your brandNot everyone is going to be cut out to execute on your desired brand image. Some people can’t or won’t live it in the manner you’ll expect. Proactively recruit and select employees who actively model your brand. They don’t quite have the level of experience you desire? You don’t really have a current opening for them? Weigh their ability to be an outstanding brand ambassador and you might suddenly find a place for them and get them the experience they lack.Hold everyone accountableSteps 1, 2, and 3 should send a crystal-clear message that branding is of paramount importance to the future viability, relevance, and success of your credit union. If it’s that important then you’d better hold people accountable to delivering on it as best as they can. Those behaviors trained in Step 2 better be included in observation forms and, ultimately, in performance reviews. If a new hire doesn’t sufficiently support the brand, they don’t graduate past their probationary period. Harsh? Maybe – but that’s how critical this is!Consistently gather feedback from employees and membersThe old saying is, “What gets measured, gets attention.” If you want employees to pay attention to being a brand ambassador, you’ll need to adequately and appropriately measure it. That means conducting annual engagement studies with employees and numerous feedback studies with members through various avenues. Don’t skimp on this; don’t do it the way you did it ten years ago; and definitely don’t mercilessly sacrifice it in budget cutting. Again, it’s critical!Invest (heavily) in your engagement cultureThis one is a little nebulous and it varies based on the dynamics of your culture but, generally, focus on doing whatever is necessary to create an environment where all employees feel like they have everything they need to live your brand image. For some, it may mean focusing on making it “fun”. For others, it may be focusing on education and development. For others, it may require more focus on feedback and recognition. Figure out what it means at your credit union and strategize to invest the resources to make it happen soon.Make note of how many people need to collaborate for this culture to be deployed and fully successful. Everyone is involved in these six steps – HR, Retail, Training, Finance, and, of course, the C-suite … it can’t just be a Marketing effort!“Quite often when credit unions talk about their brand and more specifically where the brand may need improvement, all heads turn to the marketing team for the answer,” says Jennifer Burns, Senior Consultant at FI Strategies, LLC. “Your brand is more than your logo, your web site or coordinating staff shirts. It’s the feeling that members get from doing business with you on a consistent basis through every delivery channel.”Burns goes on to say, “Every credit union employee has a responsibility to live the brand. Training can help your team get more comfortable speaking their brand’s language and articulating brand attributes. Ultimately the brand is a reflection of every interaction at your credit union.”Everyone hopes their brand has a positive perception but remember, “hope is not a strategy.” Commit today to investing in your people, elevate your culture, and create brand ambassadors. Walt Disney said, “You can build the most wonderful place in the world, but it takes people to make the dream a reality.” Your people are your competitive differentiator; they must substantiate your brand every day with every interaction.If you truly want to create the culture outlined in the six-pack above, we can help. Go to https://fi-strategies.com/contact-us/ and let’s get the conversation started. 20SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Paul Robert Paul Robert has been helping financial institutions drive their retail growth strategies for over 20 years. Paul is the Chief Executive Officer for FI Strategies, LLC, a private consulting company … Web: fi-strategies.com Details
Morocco’s blind football team has booked a place for the Rio 2016 Paralympic Games after beating Cameroon 2-0 at the finals of the African football championships for the visually impaired. It was an entertaining and fitting final between the two sides in Douala, playing in front of a packed but silent crowd.North African defending champions Morocco’s double proved enough to hand the visitors a second title as well as the final slot to the blind football tournament at next year’s Paralympics.As the tournament continues to grow, participants and coaches have called for more countries to participate.
A BAT used by Australia cricket team legend Don Bradman during India’s first tour of Australia in 1947-48 was presented to the Fanattic Sports Museum in Kolkata on Tuesday.It was handed over by former Aussie skipper Michael Clarke on behalf of Nikhil Daftary who is a Melbourne-based collector of sports memorabilia.Since David Warner’s bat too is part of the museum’s collection, it helped former internationals such as Deep Dasgupta, Brad Hogg and Clarke to compare the two and show how thick bats of today’s generation have become.“To have averaged 99.94 with bats of this kind makes you marvel all over again,” said Clarke.
GREGORY DIXON/Herald photoWith their 4-0 defeat of St. Cloud State on Saturday, the Wisconsin women?s hockey team built themselves an eight-game winning streak to start off the New Year.After getting swept in heartbreaking fashion by the Minnesota-Duluth Bulldogs in late November, the Badgers haven?t dropped a game in close to two months, sweeping North Dakota, Minnesota State, Ohio State and now St. Cloud State to push their record to 18-6-2.With the top three teams in the WCHA all garnering sweeps this weekend, UW was unable to pick up any further ground on UMD and Minnesota, who are first and second in the conference, respectively.In Saturday?s game, which set a new NCAA record for attendance with 5,377 fans filling the lower bowl of the Kohl Center, the Badgers played brilliantly in front of the large crowd, downing St. Cloud 4-0. As was the case last year when UW and Harvard played in front of the then-record-sized crowd at the Kohl Center, senior Jinelle Zaugg stepped up, scoring two goals in the decisive win. Against Harvard last year, it was Zaugg?s overtime goal that sealed the win for the Badgers. Hillary Knight and Mallory Deluce also netted goals for Wisconsin.With the shutout, junior goaltender Jesse Vetter now has nine shutouts on the season, on pace to break her own mark of 15 from last season. She stopped all 18 shots she faced Saturday and made 22 saves Friday.But while the defense seems never to be as much of an issue for the Badgers, the offense?s struggles before the break were causing a lot of problems for the momentum of a team not used to having trouble lighting the lamp.?We had been getting our scoring opportunities, but now the puck is actually going in,? UW head coach Mark Johnson said following Friday?s game. ?It makes a huge difference when you can get the three, four, five goals. I?d say one of the biggest reasons we?ve been more successful the past eight games or so is because the team has been scoring much more than it did earlier in the season.?For a team that isn?t used to playing with a deficit, having their high-powered offense back in full swing certainly has helped the overall mentality of the team.Gaining an early lead eight seconds into the game also helped the offense, as was the case Friday when sophomore forward Jasmine Giles notched her goal faster than anyone in Wisconsin women?s hockey history, breaking a record of 11 seconds set by former Badger Lindsay Macy.After being away from the Kohl Center for close to two months, scoring early was going to be a top priority for the Badgers now that they have a series at home with North Dakota coming up this weekend.?[Giles? goal] is a great way to start a hockey game,? Johnson said. ?If we can patent that start for every game, we?ll take it.?Wisconsin was able to use that momentum to get on the board quickly again in the second period with a Mallory Deluce goal. Senior Jinelle Zaugg continued her recent hot streak by adding her own goal shortly after, with freshman Kelly Nash capping off the game with a wrist shot that singed the top of the net.Next weekend the Badgers are home for a series against the Fighting Sioux of North Dakota and will look to gain on the one-game difference in conference standing between themselves and Minnesota.
Former Syracuse midfielder Jovan Miller announced on Twitter last Monday that he would retire from lacrosse if Warrior Sports did not drop its “#NinjaPlease” marketing campaign.Miller said it means “N-word please.”The sportswear company that outfits all eight Major League Lacrosse teams encouraged Twitter users to tweet with the hashtag #ninjaplease for a chance to win a pair of Dojo training shoes. Promotional posters were also released with the #ninjaplease slogan.Miller, who plays for the MLL’s Charlotte Hounds, first became aware of the slogan when retired midfielder and three-time All-American Kyle Harrison called him about it. An email chain starting on Oct. 25 among current and former black lacrosse players followed, including Harrison, Shamel and Rhamel Bratton, Sam Bradman, Milton Lyles, Brendan Porter and Chazz Woodson.“We had a collective idea on what we were going to say,” Miller said. “It was me who put it out there because I’m probably the most popular of all the black players, so once I said something I knew we would get a lot of feedback.”AdvertisementThis is placeholder textOn Nov. 5, Miller went public.In the week since, Miller witnessed a groundswell of mixed reactions before Warrior removed any traces of the slogan on Thursday. Miller said Warrior Sports Chief Marketing Officer Dave Dixon spoke with him for five minutes on the phone last Friday and apologized. Miller said he now plans to continue his career.Much of the feedback Miller received was positive, he said, though hateful responses on Twitter and an initial argument with an unnamed teammate who did not understand his position caused him to speak out.Miller said he is basically done publicly protesting the campaign and his decision to go public was meant to express his own feelings in addition to educating young players. The backlash and the campaign have roots in what he sees as deeper problems within the game of lacrosse and the country.“I usually call us a pot of assorted fruits and vegetables; that’s what I call America,” Miller said. “It shows how sad it is that I can’t speak up or I can speak up and be convicted about how I’m feeling, but people still question it and think I just want to be seen.”Miller retweeted several negative reactions throughout the week, many of which contained racial slurs.Much of the criticism of Miller’s protest came from people unfamiliar with lacrosse, he said.Before he publicized his complaint, Miller called former SU head coach Roy Simmons to ask him to vouch for his character. He also reached out to Jim Brown to hear his thoughts on the issue, but received no response.The Hounds and Chief Operating Officer Wade Leaphart did not make an official statement on Miller’s protest. But on Saturday, Leaphart did tweet “#ninjaplease Agree or disagree, the malicious tweets aimed at @jovination23 are pathetic. Be constructive; learn, grow, carry on.”Throughout the controversy as well as his career, Miller said he has been torn between deciding to speak out on racial issues and coming off as “an angry black man.” He recalled a conversation he had in the summer of 2008 in which the parent of an opposing player told him to worry about getting through school instead of getting on the field at SU.Miller said he could not tell his parents, fearing their reaction. Adults set in an opposing viewpoint are unlikely to be moved by his protest, he said, but he felt he could teach uninformed observers.“This whole experience I thought was a very bold stance, it was a very cutthroat stance, it was more meant to educate the kids and obviously tell Warrior I didn’t appreciate the subtlety of their slogan,” Miller said.Woodson, who plays for the MLL’s Ohio Machine, said he was not personally offended by the slogan, but its clearance through Warrior Sports marketing bothered him.Yet he also saw the issue as an opportunity to discuss lacrosse in terms of race, privilege and the sport’s overall image.“Lacrosse has always been viewed as an exclusive, rich sport for Northeast prep-school white kids and there’s so much talk about how, ‘No, that’s not the case,’ but then at the same time there still are very much issues of race that exist in this sport; whether we want to look at it or not, they’re still there,” Woodson said.US Lacrosse came out in support of Miller on Sunday, applauding his intolerance of racism and expressing that a “culture of inclusion” is “essential to our sport’s responsible development.”“Racially derogatory comments and references impede the advancement of lacrosse and have no place within our sport,” said Steve Stenersen, president and CEO of US Lacrosse.Ultimately, Miller feels he did make a difference as the slogan was dropped.“It was more just to help people and not separate or segregate them,” Miller said. “I’m grateful for this opportunity and to know that there are more people with me than against me.” Comments Facebook Twitter Google+ Published on November 13, 2012 at 2:19 am Contact Jacob: email@example.com | @Jacob_Klinger_
The bus ride home after Syracuse’s Atlantic Coast Conference tournament finals loss to Notre Dame on Sunday was more about preparing than reflecting. Instead of trying to forget one of the most heartbreaking losses of the season — a contest in which SU allowed 15 goals for the second straight game — the defensive unit watched game film to pinpoint the mistakes it needed to correct.“We like to improve,” SU defender Matt Harris said. “I know there’s not much you can do on the field right after the game, but I think watching film is just as important as practice.”After going through a five-game stretch to end the regular season in which the No. 4 Orange (10-4, 2-3 ACC) allowed just 9.2 goals per game, the SU back line regressed. Syracuse allowed Duke and Notre Dame to find the cage a combined 30 times in its two ACC tournament games, and now has a nonconference game against Colgate (9-6, 4-4 Patriot) to shake off the dust before the team dives into the NCAA tournament. “That loss was on the defense as a whole,” senior goalie Dominic Lamolinara said. “And we shouldn’t have been that close against Duke. I didn’t play that well. It’s got to improve, that’s for sure.”AdvertisementThis is placeholder textHarris said the goal for each game is for Syracuse to hold its opponent to fewer than 10 goals — an objective the Orange achieved three times in its five-game winning streak entering the tournament. But then the Orange fell well short of that goal against the Blue Devils and Fighting Irish. Syracuse’s last-second win over Duke on Friday was arguably its best of the season, but SU head coach John Desko said there were too many mistakes and a lack of communication. Though the point was well received by the unit, it was hardly something that needed to be hammered home. “The good thing is we know what we did wrong,” defensive midfielder Tom Grimm said. “So we know what we have to work on. It’d be different if they just outplayed us. It’s just the mental breakdowns on our part.”Grimm said it was his fault Notre Dame attack Matt Kavanagh poured in four goals against the Orange on Sunday. When Syracuse faced UND on March 29, the SU defense — mostly defender Brandon Mullins — held Kavanagh to no goals and two assists.This time, with Mullins guarding Kavanagh again, Grimm said he failed to help direct Mullins after he was picked off. It led to two Kavanagh goals that proved fatal in the 15-14 loss. “I think it was more on our part, to be honest,” Grimm said. “Mullins did a great job on him Sunday. I think he might have scored one goal on Mullins. The rest of them were a lack of communication on my part.”Defensively, it was a weekend to forget.It left a bitter taste in the mouth of the entire unit, but SU tried to wash it away immediately by studying on its ride back to Syracuse from Chester, Pa.This week in practice, the Orange plans to work extensively on its communication and transition defense for Colgate, and more importantly, the NCAA tournament. “You kind of want to get back on the horse and see what you can do about improving as a player, personally and as a unit,” Harris said. “There’s a sense of urgency after the game to kind of see what went on, talk about mistakes, see how we can fix things.” Comments Facebook Twitter Google+ Published on April 30, 2014 at 10:44 pm Contact Sam: firstname.lastname@example.org | @SamBlum3