Your outdoor news for March 21, 2013:New Routes Go Up in the New River GorgeIn a great post on DPM Climbing, Mike Williams reports that new trad routes are going up in the New River Gorge. Focusing on popular Thunder Buttress of Beauty Mountain, Williams tells the tale of how Pat Goodman claimed the first ascent of Gun Control, a variation off of the established Gun Club. It’s great to see new things being done in a place like the New, where folks have been climbing since the 80’s; refreshing to know that there still remains undiscovered and unconquered territory out there. One of the things I love about climbing pieces is the names of the routes. Some highlights from this post are: The Thundering Herd, The Golden Bullet, In Gold Blood, and That’s What She Said. I also love stories written by climbers for all the climbing jargon and especially this one because it tells the story of a first ascent through the history of the place and the lives of the people who climb it.Snowboarding Industry SummitSo reports from this winter indicate that the snowboard industry is in decline, while the ski industry is ticking up, meaning that young peoples in general are picking up skiing and sticking with it longer than snowboarding. When those in the industry learned this, some flew off the handle, but most took the news calmly enough even if they were tearing out their eyeballs in private about the death of snowboarding AS WE KNOW IT! A decline in snowboarding interest is especially important on the East Coast where the sport has traditionally been as popular – if not more popular- than skiing because it was cool and different. But now that the two styles/attitudes/punks have leaked into each discipline, the lines are blurred and snowboarding is losing out. The leaders of the industry met in Deer Valley last week at the TransWorld Conference to hash out what the sport has to do to keep growing and stop retracting. This was no emergency Situation Room type of thing – it happens every year – but the emphasis this year was definitely on the sport as a whole and not just the brands behind the curtain. We’ll see what the big players come up with next season to reflect this trend. This past season we saw Burton launch a huge “Learn to Ride” program for the kids, so expect more of that. Get ’em hooked young.You can read the full recap of the conference here.Public Support for Keystone WaningAccording to a new poll for the Center of Biological Diversity by Public Policy Polling, 61 percent of those who voted for President Obama in the last election would be “disappointed” or “betrayed” if he goes ahead with the Keystone XL Pipeline. Almost 75 percent of the general public thought the Keystone XL is not in the U.S.’s “best interest.” Plenty more numbers in this story from the Sierra Club.
5SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Deedee Myers Deedee Myers is founder and CEO of DDJ Myers, Ltd. and co-founder of the Advancing Leadership Institute. For the past 20 years, she has been passionate about establishing and developing … Web: www.ddjmyers.com Details Succession planning is a current and critical initiative for many credit unions. Over 1200 CEOs will transition in the next four years. Over the past few years, I have seen various succession planning outcomes for many credit unions as well as other outcomes somewhat disastrous because of a lack of a deliberate and focused planning process. I write this short article to, hopefully, challenge some readers to check their assumptions and blind spots (we all have them) before embarking on a process that could result in unintended collateral damage rather than a more positive outcome of a structured and systematic process.Here are 8 common assumptions that tend to be blind spots for boards and CEOs in CEO succession planning:1) Assumption: Internal candidates are ready for the CEO role.Solution: Prepare a detailed baseline of required skills, expertise, and leadership attributes. Conduct a gap analysis to better understand if internal candidates are ready.2) Assumption: They applied for the CEO job, so they’re ready, and no onboarding is needed.Solution: Many candidates come from larger credit unions and leave because they want to be a CEO. Skills, expertise, and leadership are at a point to be applied in a CEO role. Boards that dismiss the notion of an onboarding process lose sight of the fact that they are responsible for supporting the success of the new CEO. Hence, give the new CEO an on-ramp to success with onboard executive coaching.3) Assumption: An external candidate will be the best CEO, and, therefore, we don’t even need to bother to include potential internal candidates.Solution: An external candidate might be a better fit, yet if the internals are not included or invited in the conversation, the board is creating unnecessary chaos that ends in low morale and a more challenging onboarding for the new CEO.4) Assumption: Wait until the CEO actually leaves before starting the process.Solution: Start years in advance so the transition is with ease and the change is transparent. Advanced planning by the board can start as soon as ten years and, ideally, no less than three years.5) Assumption: The CEO does not need to be involved with developing internals.Solution: The CEO creates development plans for the internals so there is focused learning and development.6) Assumption: Signing a recruitment contract is succession planning. This is one of the worst assumptions a board can make. A recruitment contract is NOT succession planning; it is a singular episodic event.Solution: Succession planning is a systematic planning process with feedback loops. It is ongoing and becomes part of the DNA of the organization when designed and implemented with intention. If you are 6 – 9 months within needing a new CEO, then sign a recruitment contract, as it is too late for strategic succession planning.7) Assumption: A recruiter is an expert in succession planning. This is a misguided assumption because a succession planning consultant has expertise in organization development, career development, and strategic planning and understands how to design and implement a system involving humans. A recruiter knows how and where to find the best candidates.Solution: Work with a subject matter expert in succession planning as a strategic partner. The subject is complex and has opportunity for far-reaching positive impact far beyond a singular recruitment event.8) Assumption: Compensate the new CEO less than the current CEO.Solution: Such an approach to compensation is misguided. First of all, is your current CEO compensated at today’s market rates? How do you know? In the compensation studies we do, less than 50% are compensated at the same level for which you would need to recruit from the outside. So, update compensation now by looking at base salary, short- and long-term incentives, and benefits. If you use a subject matter expert to assess compensation levels, ask if he or she also invests and manages these long-term rewards. I prefer a separation of assessment and recommendation from the management of such funds.Many credit unions are managing succession planning with a positive and strategic approach. I hope this article answers questions for those who are just beginning. The sooner you start the conversation, the more options you have to consider.
“It’s going to be an enormous loss for him. He might end up in a situation where these injuries cost him $150 million. It’ll have a profound impact.”Cousins finished the regular season averaging 16.3 points and 8.2 rebounds in 25.7 minutes per game. He has also played for the Kings and Pelicans over his nine-year career.Another executive added:”He’s moved around so much (recently) that he needs to have some real relationships with somebody, and I don’t think he’s really had that before. It’s a tough situation, but it’s easier when you’re already with a good group.”Cousins suffered the quad injury when he fell chasing down a loose ball on a fast break in the first quarter of Golden State’s loss to the Clippers. He was helped back to the locker room and was ruled out shortly after.Cousins began his rehab program Tuesday, coach Steve Kerr told reporters. But, the team is not optimistic about Cousins’ return.”It was good to see him, and obviously we’ve been gone the last week or so,” Kerr said, via the San Francisco Chronicle. “It’s good for everyone to see him and vice versa. We’ll see what happens in a few weeks once we have a better sense of his healing and his ability to maybe get on the court. DeMarcus Cousins will once again enter free agency coming off an injury.The 28-year-old center tore his left quadriceps muscle last week during the Warriors’ Game 2 matchup with the Clippers. Cousins signed a one-year, $5.3 million deal with the Warriors in July and missed the team’s first 45 games as he continued to recover from a torn Achilles. DeMarcus Cousins injury update: Warriors center (quad) begins rehab NBA free agency: Kevon Looney would ‘love to stay’ with Warriors One anonymous Western Conference executive told Bleacher Report the injuries could hurt Cousins’ value this summer.The executive said: Related News “Who knows? But at this point, I’d say it’s highly unlikely (he returns in the playoffs).”The four-time All-Star has averaged 21.2 points and 10.9 rebounds over 565 NBA games.