By Donald WittkowskiRoger Anderson spent three years searching for the car he wanted, a 1929 Ford Model A four door.When he finally found one, in Buffalo, N.Y., it was being auctioned off online and about 20 people were bidding on it.“My wife said, ‘Whatever you want,’” Anderson recalled of his desire to bid on the car. “So I did. I hit ‘click’ and I bought it.”On Saturday, Anderson brought his black Model A to the Jersey Cape Region Antique Automobile Club of America show in Ocean City, giving spectators a glimpse of the era when Al Capone was king of the Chicago mob, Herbert Hoover was president and America was just entering the Great Depression.Anderson, 49, of Elmer, said he paid $10,000 for the car three years ago. In 1929, a brand new Model A, depending on the body style and features, could be purchased for as little as $500, according to historic automobile websites.Roger Anderson and his 7-year-old son, Spencer, sit on the running board of their 1929 Ford Model A.Anderson has had his 34-horsepower car up to about 50 mph, but at that speed, the front end gets a bit shaky, he noted. It is far more comfortable at a cruising speed of about 40 mph.Anderson sometimes uses the car to pick up his 7-year-old son, Spencer, from school. Spencer gets a kick out of blowing the horn, which makes an old-fashioned ah-ooo-ga sound.“I love it because it’s an original car and has a big, old horn,” Spencer said.“I’m surprised my son hasn’t worn out the horn because he likes to blow it all the time,” Anderson said, laughing.The Model A, in beautiful condition, was one of the oldest vehicles on display at the vintage car show. Now in its 62nd year, the show featured about 150 classic cars and trucks on the grounds of the Ocean City Tabernacle, followed by a parade on the Boardwalk.A mix of vintage American and foreign cars were on display on the grounds of the Ocean City Tabernacle.“It’s a really good location. We also get a really good mix of cars, which is neat,” Dave Blyler, the Jersey Cape Region Antique Automobile Club of America president, said while explaining the show’s success over so many years.Spectators were able to savor historic American and foreign cars. Among them, there were classic Fords and Packards from the 1920s and ’30s, big-finned Cadillacs from the 1950s and the muscle cars from the 1960s and ’70s.A light blue, 1956 Oldsmobile 88 caught the eye of car buff Jim Anderson, 77, an East Lansing, Mich., resident who was vacationing in Ocean City for a family reunion.“The car was manufactured in my hometown of East Lansing. I’m happy to see that,” he said.Next to the Olds 88 was a 1929 Ford Model A Tudor. Anderson said he learned how to drive a Ford Model T, the predecessor to the Model A, at the Gilmore Car Museum in Kalamazoo, Mich.“You drive it with levers and shifters,” he explained. “It’s a lot different from the cars of today. It’s somewhat similar to tractors.”Spectator Jim Anderson, of East Lansing, Mich., peers into a 1929 Ford Model A Tudor.While the 1920s-era cars at the show represented a dramatic contrast from modern day driving, they were nowhere near as odd as what was thought to be the oldest automobile on display Saturday, a 1910 steam-powered Stanley Model 60 owned by Norman Schaut, of Linwood.Schaut, 84, who has owned the Stanley for 50 years, bought it when it was in decrepit condition. He had help from acclaimed car restorers Tom Marshall, of Yorklyn, Del., and the late Ralph Buckley, of Absecon, in bringing it back to its former glory.“I worked right along with them,” Schaut said of the car’s restoration.Schaut said he paid only a couple hundred dollars to buy the Stanley when he found it in “shambles” in a barn in Bridgewater, Mass.“I fell in love with it,” he said.Schaut is well known in South Jersey as the former promoter of the Atlantique City Antiques & Collectibles Show in Atlantic City.His antique Stanley car runs on steam produced by a boiler. Schaut said it will literally run out of steam if the car cruises along at top speed, around 65 to 70 mph, and the boiler can’t keep up with the power demands.The custom license plate on Norman Schaut’s 1910 Stanley Model 60 represents the sound the steam-powered car makes when it gets rolling.When the car gets rolling, it makes a distinctive hissing sound. Schaut has a New Jersey historic license plate on the car with the letters “SHHHHH,” a loose representation of the way steam sounds when it is released.The Stanley drew plenty of admiring looks from the car show spectators. Asked what kind of reaction he gets from fellow motorists when he has the Stanley out on the road, Schaut paused for a moment and then joked, “Who’s the lunatic?” With owner Norman Schaut at the wheel, the 1910 Stanley Model 60 draws admiring glances from onlookers.
In August, our family welcomed an Au Pair from Italy who was supposed to be with us for a year. With a busy household of three young kids with many activities, my husband and I were hopeful this was the answer to our struggle of sport schedules, work travel, and two businesses. Having an extra set of hands would reduce some of the stress of managing five different schedules.Within two weeks of arriving, our ideal vision of a life with our Au Pair had faded to the reality of stress, disappointment, and unfulfilled expectations. A week into her stay, we gave her some candid and supportive feedback about how she could engage better with the kids, and how we needed to increase the driving lessons because her driving skills were much lower than we had expected. A week later, during her fifth driving lesson with my husband, he had to grab the wheel to avoid a catastrophic accident. We realized we could never trust her to drive our kids, which was one of our main goals of the program. We sat down with her and our local consultant from the Au Pair company and respectfully shared the news that we weren’t a good fit for each other. She was upset and disappointed, as were we, but we felt confident in our decision. It would be easy to avoid the conversation and convince ourselves that she is a nice girl and we should try to make it work, but the bottom line was that her skill level was not a fit for our needs. Dragging it out for another two months would be stressful and unpleasant for her and for us.Although most people were supportive and understood our decision, we were criticized by a couple of people who thought we should have given her more time to adjust. We felt strongly that the issue was not the adjustment period; her fundamental skill level was not a match for our needs and we would never feel confident or comfortable with her driving our children anywhere. Being a nice person didn’t make her effective at the job.Despite the criticism, we stood by the decision to part ways, which was the best choice for our family, and ultimately the Au Pair. Keeping her in a situation that did not fit her skills was not in her best interest either. Being an only child, she was overwhelmed by three small kids, and would fit better with a family with less kids who did not need a driver.This type of situation occurs often in our organizations—should we keep someone who is not meeting expectations, or terminate employment. These decisions are not always easy, but they are the hard decisions that leaders must have the courage to make. Keeping a low performer because they are a nice person and people like them does more damage than good to your culture. Choosing to preserve relationships over making hard decisions can frustrate your high performers, increase turnover, and have a negative impact on engagement.Although these situations can be uncomfortable, we can handle them with respect and kindness. As leaders, we need to set expectations, provide timely and meaningful feedback, and provide coaching and support. It is our responsibility to do what we can to effectively lead an employee to better performance. And if performance isn’t improving, we can part ways with an employee with compassion and kindness.It is important to take into consideration the whole system when making important people decisions. Sometimes that means a decision that is best for the company over our own department, and sometimes that means letting go of someone who is not a good fit for our team. Keeping an employee who is not a good fit not only has a negative impact on our teams and culture, but also on that individual employee. Releasing that person to find a better fit for their skills is the kind and respectful thing to do. In our case, keeping our Au Pair because she was kind and we felt bad wasn’t helping the fact that we needed someone who could engage with our kids, set limits, and take them to activities. Keeping her was not the right choice for our family system.Time and again I have seen leaders accept mediocre or low performance to avoid an uncomfortable conversation or situation. I have frequently been called upon as an executive coach when the CEO or senior leader has reached their frustration point and been asked to coach a leader who has been ineffective for 10, 15, 20 or more years. Many times these ineffective leaders have received little or no feedback on the impact of their actions, performance, or behavior. The organization has worked around them, and both sides have suffered. It is our responsibility as leaders to be honest and direct with people so they can improve or find an organization where they will be more successful.Our Au Pair left two weeks ago to join a new family in New York who have two children and don’t need a driver. By parting ways, our Au Pair was able to find a family where she has the skills to be effective and successful. And we can now find an Au Pair who will meet our needs and be fully successful in our family. 4SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Laurie Maddalena Laurie Maddalena is a dynamic and engaging keynote speaker and leadership consultant. She writes a monthly online column for next generation leaders for CUES and has published articles in Credit … Web: www.envisionexcellence.net Details
Nasdaq-listed industry technology group Scientific Games Corporation (SGC) has confirmed the appointment of James Sottile to the leadership position of Group Chief Legal Officer & Executive VP.Sottile will take charge of SGC’s group-wide legal entities from 4 September, joining the Nasdaq enterprise from US law firm Jones Day, where he most recently served as Senior Partner (2016-2018)A 30-year US commercial law veteran, Sottile has represented a number of multinational businesses in contractual disputes, high-value litigations and legal planning.Confirming the appointment of Sottile, Scientific Games Group CEO Barry Cottle said, “Jim brings more than 30 years of experience working across multiple industries. He is an accomplished legal strategist and litigator, as well as an experienced leader. I look forward to working with him, as he guides our world-class legal organization to support our strategic objectives and positively impact our business results. He is a terrific addition to our executive team. David Smail will be staying on in an advisory role through the end of the year.”Sottile has been named a notable practitioner by Chambers USA: America’s Leading Business Lawyers since 2005 and has been recognized in The Best Lawyers in America since 2011.“I am excited by the opportunity to lead Scientific Games’ global legal organization and work with Barry and his leadership team to ensure the Company continues its global leadership in Gaming and Lottery and is successful in its efforts to drive innovation and benefit all key stakeholders. My passion is leading winning teams, and I am thrilled to lead and advance the success of Scientific Games’ great legal team,” stated James Sottile on joining SGC’s executive team. Scientific Games records $198m loss as COVID swamps casino and lottery performance July 24, 2020 Share Submit Share Related Articles StumbleUpon Esports Entertainment bolsters tournament capacity by acquiring EGL August 27, 2020 Kambi and DraftKings agree on final closure terms July 24, 2020