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Tag: Manager

  • Rising concerns prompt Daytona beachside businesses to seek stronger security

    Business owners on Daytona’s beachside say safety concerns have become a daily challenge, and they are calling for help. Managers and employees along the busy corridor report frequent disruptions tied to people experiencing homelessness, including panhandling and confrontations with customers.Patricia Williams-Fay, manager of the Starlite Diner, said the issue is affecting business.”They come in at times, and they’ll harass our customers,” she said. “Panhandle in the building, panhandle out front. And as much as we would like to be able to give them whatever they want, we can’t afford to do that.”As concerns grow, the Beachside Redevelopment Board is weighing whether to add dedicated patrols throughout the district. In fact, the city’s Beachside Redevelopment Board, which acts like an advisory board, said there needs to be a change.Board members previously requested a quote from First Coast Security, the same company that patrols Beach Street. But because the Beachside area is significantly larger, foot patrols like those used on Beach Street are not practical. Instead, two alternative options were presented.Golf cart patrol costing $135,000 per year, operating Monday through Saturday, and vehicle patrol costing $148,000 annually, with the same schedule.The city is also exploring the option of hiring a detail police officer, though the cost has not yet been determined. Thomas Caffrey, a board member, said a foot patrol may not be necessary on Main Street, but the Beachside and A1A boardwalk corridor, especially the boardwalk, would benefit from one. Other board members said they support the golf cart option.Caffrey said the board will decide Wednesday night whether to recommend private security or a dedicated police officer, noting that private security would guarantee consistent coverage.”The hired security is nice because they are guaranteed to be there. If we get a police officer, there is a chance it could be called outside of the district.”The proposed patrol zone would begin on Seabreeze Boulevard and run south to International Speedway Boulevard.Business owners say increased security presence could make a major difference. Still, Williams-Fay said efforts should also focus on getting people experiencing homelessness the help they need.”I think that it would be a good idea that this force, whatever they put over here, can take them to the hospital to wherever they need to go to get help, you know,” she said.”The board’s recommendation will move next to city staff, and they’ll decide whether to present it to the Daytona Beach City Commission for further consideration.

    Business owners on Daytona’s beachside say safety concerns have become a daily challenge, and they are calling for help.

    Managers and employees along the busy corridor report frequent disruptions tied to people experiencing homelessness, including panhandling and confrontations with customers.

    Patricia Williams-Fay, manager of the Starlite Diner, said the issue is affecting business.

    “They come in at times, and they’ll harass our customers,” she said. “Panhandle in the building, panhandle out front. And as much as we would like to be able to give them whatever they want, we can’t afford to do that.”

    As concerns grow, the Beachside Redevelopment Board is weighing whether to add dedicated patrols throughout the district.

    In fact, the city’s Beachside Redevelopment Board, which acts like an advisory board, said there needs to be a change.

    Board members previously requested a quote from First Coast Security, the same company that patrols Beach Street. But because the Beachside area is significantly larger, foot patrols like those used on Beach Street are not practical. Instead, two alternative options were presented.

    Golf cart patrol costing $135,000 per year, operating Monday through Saturday, and vehicle patrol costing $148,000 annually, with the same schedule.

    The city is also exploring the option of hiring a detail police officer, though the cost has not yet been determined.

    Thomas Caffrey, a board member, said a foot patrol may not be necessary on Main Street, but the Beachside and A1A boardwalk corridor, especially the boardwalk, would benefit from one. Other board members said they support the golf cart option.

    Caffrey said the board will decide Wednesday night whether to recommend private security or a dedicated police officer, noting that private security would guarantee consistent coverage.

    “The hired security is nice because they are guaranteed to be there. If we get a police officer, there is a chance it could be called outside of the district.”

    The proposed patrol zone would begin on Seabreeze Boulevard and run south to International Speedway Boulevard.

    Business owners say increased security presence could make a major difference. Still, Williams-Fay said efforts should also focus on getting people experiencing homelessness the help they need.

    “I think that it would be a good idea that this force, whatever they put over here, can take them to the hospital to wherever they need to go to get help, you know,” she said.”

    The board’s recommendation will move next to city staff, and they’ll decide whether to present it to the Daytona Beach City Commission for further consideration.

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  • This L.A. car wash depends on immigrant labor. Can it survive Trump?

    The car wash hadn’t yet opened for the day, but its owner was already on edge.

    He scanned the street for law enforcement vehicles and hit refresh on a crowdsourced map that showed recent immigration sweeps.

    “They were busy in our area yesterday,” he warned his employees. “Be careful.”

    But except for staying home, there were few precautions that the workers, mostly men from Mexico, could take.

    The business is located along one of L.A.’s busiest thoroughfares. Workers are exposed to the street as they scrub, wax and buff the parade of vehicles that streams in between 7 a.m. and 4 p.m., seven days a week.

    Immigration agents descended on the business multiple times this summer as part of a broader campaign against L.A. car washes. Masked men hauled away around a dozen workers, most of whom were swiftly deported. The Times is not identifying the business, the owner or the workers.

    The raids had spooked remaining employees — and many had stopped showing up to work. The replacements the owner hired were mostly other immigrants who showed him Social Security cards that he hoped were legitimate.

    Still, it was an open secret that the car wash industry, which paid low wages for back-breaking labor, largely attracted people without legal status.

    “Americans don’t want to do this work,” the owner said.

    After the raids, he had been forced to close for stretches during the typically lucrative summer months. He was now operating normally again, but sales were down, he had maxed out his credit cards and he was unsure whether his business would survive. Clients — frightened by the raids — were staying away.

    “My target is to pay the rent, pay the insurance and pay the guys,” the owner told his manager as they sipped coffee in the early morning November chill and waited for their first customer. “That’s it.”

    The manager, also an immigrant from Mexico, nodded. He was juggling his boss’ concerns with personal ones. He and his team had all seen friends, relatives and co-workers vanish in immigration raids. He left home each morning wondering whether he would return in the evening.

    The mood at the car wash had once been lighthearted, with employees joking as they sprayed down cars and polished windows. Now everybody, the manager included, kept one eye on the street as they worked. “We say we’re OK,” he said. “But we’re all scared.”

    A few minutes before 7 a.m., a BMW sedan pulled in for a wash. The manager flipped on the vacuum and said a prayer.

    “Protect me. Protect my colleagues. And protect the place I work.”

    The owner was born abroad but moved to Los Angeles after winning the U.S. green card lottery.

    He used his life savings to buy the car wash, which at the time seemed like a sound investment. There are some 36 million vehicles in California. And in Los Angeles, at least for most of the year, people can’t rely on rainfall to keep them clean.

    His business already took a major financial hit this year during the L.A. wildfires, which filled the air with smoke and ash. Customers didn’t bother to clean cars that they knew would get dirty again.

    Then came President Trump, who promised to deport record numbers of migrants.

    I’m not brave. I need the work

    — Car wash employee

    Previous administrations had focused on expelling immigrants who had committed crimes. But federal agents, under pressure to meet arrest quotas, have vastly widened their net, targeting public-facing workplaces that pay low wages.

    Car wash employees — along with street vendors, day laborers, farmworkers and gardeners — have become low-hanging fruit. At least 340 people have been detained in raids on 100 car washes across Southern California since June, according to the CLEAN Car Wash Worker Center, which advocates for workers in the industry.

    The owner was shocked when agents toting rifles and dressed in bulletproof vests first stormed his business, blocking exits with their vehicles and handcuffing employees without ever showing a search warrant.

    “It was a kidnapping,” he said. “It felt like we were in Afghanistan or Iraq, not in the middle of Los Angeles.”

    Some of the men that the agents dragged away in that raid and subsequent ones had been living in the U.S. for decades. Many were fathers of American children.

    The manager was racked with survivor’s guilt. He was from the same small town in Mexico as one of the men who was detained and later deported. Another worker taken by agents had been hired the same morning as the raid.

    That’s when many employees stopped showing up. One stayed home for almost a month straight, surviving on groceries his friends and family brought to his apartment.

    But eventually that employee — and his brother — returned to the car wash. “I’m not brave,” the brother said. “I need the work.”

    The brother had been in the country for nearly 25 years and had three U.S.-born children, one of whom had served as a Marine.

    He had toiled at car washes the whole time — crouching to scrub tires, stretching to dry roofs and returning home each night with aching heels and knots in his neck. Less punishing industries weren’t an option for somebody without valid work documents, he said, especially in the Trump era.

    He had been at the car wash during one of the raids, and had avoided being detained only when the owner stepped in front of him and demanded agents speak to him first.

    The man said he had made peace with the idea that his time in the U.S. might come to an end. “At least my children are grown,” he said.

    The two brothers were working this brisk November day, hand-drying Audis, Mercedes and a classic Porsche. They earned a little over minimum wage, and got to keep most of their tips.

    Their bosses had told them that if immigration agents returned, the workers should consider locking themselves inside the cars that they were cleaning. “Don’t run,” the manager said. “They’ll only chase.”

    At the cash register, the cashier watched a website that tracked Immigration and Customs Enforcement actions around the region. So far, there was no activity nearby.

    She had been present during the immigration sweeps, and was still mad at herself for not doing more to stop agents from taking her co-workers. “You think you’re gonna stand up to them, but it’s different when it happens,” she said. “I was like a deer in the headlights.”

    As workers cleaned his Toyota Camry, a retired history professor waited on a bench, reading a biography of Ulysses S. Grant. The ICE raids had scared some clients away, but had prompted others to express their support. He said he had made a point to patronize the business because he was angry at the Trump administration’s immigration crackdown.

    “They’re not getting the worst of the worst, they’re getting the easiest,” he said.

    He noted that a friend of his — a Latino born in the U.S. — now carried a copy of his birth certificate. Just in case.

    “That’s not the America I grew up in,” the customer said.

    The owner of the car wash, too, was trying to square the promise of the United States with the reality that he was living.

    “I thought Trump was a businessman,” he said. “But he’s really terrorizing businesses.”

    The owner had paid taxes on his employee’s earnings, he said. So had they. “They were pushing the economy, paying rent, paying insurance, buying things.”

    “Fine, take the criminals, take the bad guys,” he continued. “But these are hard workers. Criminals aren’t working at a car wash or waiting in front of a Home Depot.”

    The owner had recently obtained American citizenship. But he was disillusioned — by the raids, L.A.’s homelessness crisis, high healthcare costs. He said his wife longed to leave the U.S. and return home.

    “This is not the American dream,” he said. “This is an American nightmare.”

    As the sun began to sink on the horizon, the last car of the day pulled out of the car wash — a sparkling clean Tesla.

    The manager turned off the vacuum, recoiled hoses and exhaled with relief. He and his staff had survived another day. Tonight — at least — they would be going home to their families.

    Kate Linthicum

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  • Taking measure of playoff teams with the most work to do this offseason

    (Photo credit: Orlando Ramirez-Imagn Images)

    The baseball offseason waits for no one.

    Opt-outs, managerial hirings and free agent filings are the talk of the day a mere five nights after one of the greatest Game 7s of all-time.

    Here’s our look at the tasks ahead of the 12 teams who made the playoffs this season, leading off with the teams with the most to do through the run-it-back-mode Tigers:

    San Diego Padres: They finally hired a manager in Craig Stammen (really), but the Padres still have an unsettled ownership situation and pitchers Dylan Cease, Michael King and Robert Suarez all headed for free agency. Oh and Yu Darvish just underwent elbow surgery and will miss next season. Everything is in play, from A.J. Preller pulling a bunch of rabbits out of his hat again to beginning a teardown.

    Philadelphia Phillies: The Phillies haven’t won a postseason round since 2023 and 30-somethings Kyle Schwarber and J.T. Realmuto are both free agents. But Philadelphia unearthed an ace this season in Cristopher Sanchez and the go-for-it Dave Dombrowski is more likely to sign Schwarber, Realmuto and a high-end No. 2 pitcher (Cease or King?) and worry about the future in the future.

    Toronto Blue Jays: The Jays suffered the most agonizing near-miss in World Series history thanks largely to an older rotation (135 starts were made by pitchers 30 years or older) as well as a resurgent year by 36-year-old George Springer and a surprise breakout by Ernie Clement. A full year of Trey Yesavage will be a big boost, but they’ll still need to fortify the rotation and hope Clement can handle a full-time role if Bo Bichette exits.

    Cleveland Guardians: The Guardians again have great pitching and nobody to protect likely Hall of Famer Jose Ramirez. CJ Kayfus and Chase DeLauter look like keepers, but Cleveland needs to trade for a proven bat – someone such as Taylor Ward or Jeff McNeil – to deepen the lineup.

    Milwaukee Brewers: The team that manages to get better even after trading star pitchers is likely to try that again with Freddy Peralta entering his walk year…and barely miss a beat thanks to the 2026 versions of Isaac Collins, Caleb Durbin and Quinn Priester, all of whom emerged from anonymity to help Milwaukee win a team-record 97 games. So at this point, none of us should advise the Brewers.

    New York Yankees: Fundamentals continue to undo the Yankees, who wasted terrific performances by Aaron Judge, Cody Bellinger, Max Fried, Carlos Rodon and budding ace Cam Schlittler. They could do a lot worse than poaching Bichette to begin overturning the middle of their infield. Retaining Bellinger, a born for New York star who thrives around the diamond, is a must.

    Cincinnati Reds: With a flame-throwing rotation overseen by a Hall of Fame-bound manager, the Reds are two-thirds of the way to serious contention. Alas, they don’t spend much money and Elly De La Cruz was the only position player to register a WAR better than 3.0. They’ll have to be creative, but former All-Stars such as McNeil and Adolis Garcia could be available via trade.

    Chicago Cubs: This would be a great time for the Cubs to act like a big-market team again. But they already parted ways with Shota Imanaga and have never seemed likely to sign Kyle Tucker long-term. That said, the everyday lineup sans Tucker remains impressive and there might be a bargain to be found for the rotation in Zac Gallen or Merrill Kelly.

    Detroit Tigers: The Tigers might as well go for it in what may be their last year with Tarik Skubal. Amongst a bevy of young position players, only Riley Greene and Kerry Carpenter look like potential difference-makers. Free agent hitters hate Detroit and the Tigers don’t play in that end of the water. So why not see if the Arizona Diamondbacks believe it’s time to divorce Ketel Marte?

    –By Jerry BeachBoston Red Sox: Craig Breslow unloaded Rafael Devers and locked up a spate of homegrown position players, so the Red Sox are positioned to contend until John Henry starts pinching pennies again. Dealing from their depth of young big leaguers and prospects for a starting pitcher (Peralta or Sandy Alcantara?) to slot in behind Garrett Crochet might lift Boston to the top of the AL East.Seattle Mariners: The Mariners are in a weird spot in that they didn’t win it all, yet they don’t feel one or two players away because of their terrific pitching and a lineup filled with in-their-prime stars. Re-signing trade deadline star Josh Naylor and running it back should be enough to win a division in transition.Los Angeles Dodgers: The Dodgers got fewer than 2.0 regular season WAR for spending more than $250 million last off-season on Blake Snell, Michael Conforto, Hyeseong Kim, Roki Sasaki, Tanner Scott and Kirby Yates…and won the World Series again anyway. So they should just sign everyone while they still can in this last winter before the lockout. (But especially Tucker, who could add some relative youth to an older lineup)

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  • San Diego keeping tabs on top spot ahead of finale vs. Timbers

    (Photo credit: Troy Taormina-Imagn Images)

    San Diego FC will try to prolong their hopes of earning the top seed in the Western Conference on Saturday evening in their season finale against the host Portland Timbers.

    San Diego (18-9-6, 60 points) lost its grip on first place last weekend after Vancouver rallied for a 2-1 victory at Orlando City SC.

    The expansion side still can earn the top spot in the West bracket with a win and a Whitecaps’ home loss against FC Dallas.

    Regardless, San Diego manager Mikey Varas said he believes his team should be confident in the body of work it has put together entering its first playoff appearance.

    With 17 goals and 18 assists, Anders Dreyer has mounted a legitimate MVP candidacy in his first season in the league, while helping the team set an MLS record for points in an expansion season.

    ‘I hope that people who watch us play feel that the boys have exceeded expectations,’ Varas said. ‘Because it’s a team that fights every single second of the game. They’re so brave to play. And to play under high levels of pressure and to keep going.’

    Portland (11-11-11, 44 points) has won only once in its last nine matches (1-4-4) while sliding down the West table. The Timbers could slip from seventh to eighth place with a loss and a Dallas victory.

    That would mean a one-game playoff against the ninth finisher — Real Salt Lake, Colorado or San Jose — instead of a direct path into a first-round series.

    For Timbers manager Phil Neville, the most frustrating aspect has been what he sees as a lack of service for center forwards Felipe Mora and Kevin Kelsy. The former hasn’t scored in the league since May, the latter not since late August.

    As a team, Portland has eight goals during its nine-match slump.

    ‘I think the thing that we’ve worked on in the last 10 days, I think I’ve made a real point of saying we have a center forward on the pitch that we have to utilize more,’ Neville said. ‘We have to support more, we have to give him (the ball) more.’

    –Field Level Media

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  • Cash crunch chaos: Syrians endure banking hell to withdraw just a few pounds

    Standing in the dilapidated ATM hall of his bank, Maher Elias huffed a sigh equal parts exasperation and exhaustion. Around him were lines dozens of people deep, all of them, like the 59-year-old Elias, waiting in the sweltering heat to withdraw cash.

    Ahead of him was a wait of at least three hours — assuming the ATM didn’t shut down from electricity cuts or run out of bills. On one of the hottest days in the Damascene summer, his words interrupted by the occasional argument between other vexed patrons, Elias spoke while his eyes remained fixated on the front of the slow-moving queue.

    “All this waiting, and for what?” he said, wiping the sweat from his brow. He could only withdraw 200,000 Syrian pounds (around $20) for the week.

    “And we’re five people in my family. Between food, gas and rent, how long do you think that lasts?”

    People queue up to enter Damascus’ Real Estate Bank to use a functioning ATM.

    A stack of money sits on a desk in a bank.

    A stack of money sits on a desk in a bank. Syria’s banking and financial sectors are a shambles, with capital controls limiting withdrawals at about $60 per month.

    Elias and the hundreds of others queuing in the lines that spilled out to the sidewalk of the Real Estate Bank of Syria were taking part in an often quixotic quest, as millions of Syrians contend with a cash crunch that resulted after former President Bashar Assad was toppled and a rebel-led government came in his stead.

    For months now, withdrawing money has become almost a second job, with employees forced to take off from work to queue before banks, even as the lack of liquidity is strangling a ravaged economy struggling to shuffle off nearly 14 years of civil war.

    And the worst part for Elias (and many others) was he would have to do it all over again another day so he could collect all of his 500,000 Syrian pound monthly salary — a little less than $50.

    Still, as a state employee and a patron of one of Syria’s six state-owned banks, Elias was luckier than many others. Across the street, Mohammad, 63, was shouting at no one in particular in front of the private bank where he has his account. He had come with his granddaughter, 6-year-old Masa, from his home in a Damascus suburb, hoping to plead with a manager to OK a larger withdrawal.

    But the manager told him there was no cash available; the ATMs weren’t even on. Mohammad, who gave his first name for reasons of privacy, didn’t have enough money for bus fare to go home.

    “What am I supposed to do? Beg on the street? I’ve been coming for weeks, and these bastards refuse to give me my money,” he said, angrily pointing at the bank’s entrance. Masa looked at her grandfather and didn’t say a word.

    A man reloads an ATM's depleted stock of Syrian pounds in Damascus.

    A man reloads an ATM’s depleted stock of Syrian pounds in Damascus.

    Sitting in his office, the bank manager, who refused to be identified because he was not allowed to speak to the media, insisted he had no choice but to turn away Mohammad and other patrons. Private banks, he said, were supposed to receive $20,000 in cash from the central bank every day. But more often than not, the banks got less, or nothing at all.

    “And even when the cash does arrive, it’s barely enough to cover the number of withdrawals,” the bank manager said. Moments later, a businessman entered his office seeking a withdrawal amounting to $500 to pay his bills; he too left empty-handed.

    When Syria’s new rulers came into power after a lightning fast offensive in December,they commandeered the Assad government’s financial institutions and took stock of a state-controlled economy enfeebled by war, corruption and sanctions: The Syrian pound, once valued at 47 to the U.S. dollar, plunged to 18,000 by the time Assad fled, turning most transactions into an arduous counting exercise involving sackfuls of pre-wrapped bricks of cash, each weighing more than a pound.

    The exchange rate has since improved — if you can call it improvement — to around 11,000 to the dollar.

    The economy’s output remains less than half of what it was in 2010, before the civil war erupted. A quarter of the country’s 26 million people live on less than $2.15 a day, according to a World Bank assessment in June. Two-thirds get by on less than $3.65 a day. Rebuilding the country will cost anywhere from $250 billion to $400 billion, estimates say.

    A row of broken ATM's inside Real Estate bank in Damascus.

    A row of broken ATM’s inside Real Estate bank in Damascus.

    The face of ousted Syrian dictator President Bashar al Assad decorates the Syrian pounds

    The face of ousted Syrian President Bashar Assad decorates Syrian pounds.

    The banking sector is no less destroyed. Civil war-era sanctions all but isolated Syrian banks from the global financial system. Although President Trump recently ordered many of those sanctions lifted, and European governments have done the same, Western banks are still reluctant to move the massive amounts of money needed for reconstruction.

    The new authorities swiftly loosened Assad-era restrictions, deluging the market with cheaper imports and lifting a moratorium that made dealing with dollars a criminal offense. They also imposed withdrawal limits, possibly in an attempt to prevent a run on the banks and stop former regime officials from emptying their accounts and fleeing.

    But nine months on, the limits persist with little clarity as to why, according to bank employees and economic experts. The World Bank reported a shortage of physical bank notes, despite a 105-fold increase in the amount of currency between 2011 and 2024. It added that recent planeloads of bills printed in Russia — which had a monopoly on producing Syrian pounds under Assad — were too small to meaningfully alleviate the liquidity crisis.

    Meanwhile, Syrians unable to access their bank accounts are relying on informal money changers — banned under Assad, but now flourishing — to buy Syrian pounds with gold or dollars they had amassed during Assad’s reign, despite the restrictions. Experts say such transactions are occurring at an artificially lowered exchange rate.

    “This appears to be a systematic policy aimed at pulling dollars from people in a country where the dollar has been unleashed, and has become the main source of revenue because of remittances,” said Samir Aita, a Syrian economist who also heads the Circle of Arab Economists.

    “Where are those dollars going? To the central bank? It seems not. This is something that keeps me up at night,” Aita said.

    Wads of U.S. dollars are handed to a money collector.

    A customer passes U.S. dollars to a money collector. Possessing dollars was a crime when President Bashar Assad was in power.

    Ammar Yusef, a Damascus-based economic expert, agreed with Aita’s assessment, adding that hard currency gathered by money changers is said to have been sent to the northwestern province of Idlib, for years the primary home of the Islamist group Hay’at Tahrir Al-Sham (or HTS) that ousted Assad.

    One solution authorities have recently turned to for the cash crunch is e-payments. Earlier this year, they decreed all public sector salaries would be disbursed through Sham Cash, an app HTS first released in Idlib but that technical experts say is insecure and is linked to an Idlib-based bank that is not recognized by the central bank.

    It’s unclear whether the app has the capacity to deal with an estimated 1.25 million civil servants, and whether it meets Western governments’ requirements on combating money laundering and terror financing — essential components to increasing trust in the country’s financial system.

    Other experts point to serious concerns on fees charged by the two money transfer companies exclusively licensed to disburse money from Sham Cash. Both are considered close to the new government, and stand to collect more than $3 million annually in commissions.

    “They’re in an open battle today with the country’s banks,” Aita said.

    The government’s recently announced plans to redenominate the currency and eliminate two zeroes from each bill, he added, will do little to change the situation.

    Inside Damascus' Real Estate bank, with reflections from the Syrian capital outside.

    Inside Damascus’ Real Estate bank, with reflections from the Syrian capital outside.

    Yet these machinations mean little for Elias. After waiting for almost four hours, and forced to switch queues twice before he encountered a functional ATM, he withdrew his Syrian pounds for the day. He would use them to buy bread and other essentials. He wouldn’t be able to take out money again for a few days.

    “It feels like half the week is gone lining up for cash,” he said, huffing once more as he pushed through the crowds out of the ATM hall.

    Nabih Bulos

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  • JPMorgan, Bank of America Set 80 Hour Week Limit: Overwork | Entrepreneur

    JPMorgan, Bank of America Set 80 Hour Week Limit: Overwork | Entrepreneur

    An 80-hour workweek means working from 8:30 a.m. to 10 p.m. six days a week — not the norm for most Americans, who log an average of 34 hours per week.

    But for some junior bankers on Wall Street, an 80-hour week maximum workweek will be a relief.

    JPMorgan Chase is now instituting a limit to working hours after new investigations showed that junior investment bankers are putting in more than 100 hours per week.

    Bank of America is also trying to enforce an 80-hours per week cap with a new time reporting tool, the Wall Street Journal reported on Wednesday, citing anonymous sources. The tool will reportedly roll out next week and ask junior bankers to log daily hours instead of weekly hours. It also asks for more detail about what the bankers are working on and which senior employees are managing them on each assignment.

    The changes come after the death of 35-year-old Bank of America junior banker Leo Lukenas III earlier this year. Lukenas joined Bank of America in 2023 as an associate and passed away in May 2024 from a blood clot in his heart. Though the coroner’s report didn’t link the death to overwork, Lukenas had reportedly been working 110-hour weeks on a $2 billion acquisition for the bank and indicated before his death that he wanted to leave because of the long hours.

    Related: JPMorgan Says Its AI Cash Flow Software Cut Human Work By Almost 90%

    A WSJ investigation in August reported that Bank of America bosses routinely pressured junior bankers to lie about the number of hours they worked, circumventing policies implemented a decade ago after the death of an investment banking intern in Bank of America’s London office.

    The 21-year-old intern, Moritz Erhardt, had epilepsy and died from an epileptic seizure. He had been working until 6 a.m. for three days in a row. Bank of America subsequently asked junior bankers to take at least four weekend days off per month and to take their yearly vacation time.

    After the investigation, Bank of America asked junior bankers to go to higher-ups or human resources if managers overworked them. The new time reporting tool is also intended to make it harder for junior bankers to downplay how many hours they spend in the office and keep managers more accountable to the bank’s limits.

    Related: Bank of America Threatens Workers Who Won’t Return to the Office With ‘Disciplinary Action’ — Read What the Letters Said

    Goldman Sachs and Morgan Stanley still have no policy limits on how many hours analysts and associates can work, but Goldman has a “protected Saturday” policy that blocks out Friday from 9 p.m. to Sunday at 9 a.m. as time off.

    Sherin Shibu

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  • Former L.A. County sheriff's deputy, sentenced to death for murder, dies in prison

    Former L.A. County sheriff's deputy, sentenced to death for murder, dies in prison

    A former Los Angeles County sheriff’s deputy convicted and sentenced to death for murder died in custody Thursday, according to the California Department of Corrections and Rehabilitation.

    Stephen M. Redd was pronounced dead after prison staff found him unresponsive in his cell at San Quentin Rehabilitation Center, where he’s been incarcerated since 1997. He was 78.

    His cause of death remains under investigation.

    Redd was sentenced to death after being convicted in 1997 of first-degree murder, first-degree robbery, second-degree burglary, second-degree robbery and attempted murder.

    The sentence stemmed from a robbery Redd committed at a Yorba Linda supermarket in 1994.

    During the robbery, Redd shot and killed the store’s manager, 34-year-old Timothy McVeigh. Redd evaded arrest for eight months before he was arrested in San Francisco.

    Redd’s death sentence has been suspended since 2006, the year California last executed a prisoner. Gov. Gavin Newsom signed a formal moratorium on the death penalty in 2019.

    Jeremy Childs

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  • 'Smidcap' companies are becoming a big deal. Here's a look at some of the best.

    'Smidcap' companies are becoming a big deal. Here's a look at some of the best.

    The stocks of long-neglected small companies are finally showing signs of life as the market rally broadens. But these tiny companies still remain vastly undervalued. So, they are one of the best buys in the stock market right now.

    Small- and medium-cap companies, or smidcaps, have not been this cheap since the Great Financial Crisis 15 years ago. “Smidcaps relative to large caps look very attractive,” says says portfolio manager Aram Green, at the ClearBridge Select Fund LBFIX, which specializes in this space.  “Over the long term you will be rewarded.” 

    Green is worth listening to because he is one of the better fund managers in the smidcap arena. ClearBridge Select beats both its midcap growth category and Morningstar U.S. midcap growth index over the past five- and 10 years, says Morningstar Direct. This is no easy feat, in a mutual fund world where so many funds lag their benchmarks. 

    The timing for smidcap outperformance seems about right, since these stocks do well coming out of recessions. Technically, we have not recently had a recession. But there was an economic slowdown in the first half of the year, and the U.S. did have an earnings recession earlier this year. So that may count. 

    To get smidcap exposure, consider the funds of outperforming managers like Green, and if you want to throw in some individual stocks, Green is a great guide on how to find the best names in this space. 

    I recently caught up with him to see what we can learn about analyzing smidcaps. Below are four tactics that contribute to his fund’s outperformance, with nine company examples to consider.  

    1. Look for an entrepreneurial mindset: Green’s background gives him an edge in investing. He’s an entrepreneur who co-founded a software company called iCollege in 1997. It was bought out by BlackBoard in 2001. He knows how to understand innovative trends, identify a good idea, secure capital and quickly ramp up a business. This experience gives him a “private market mindset” that helps him pick stocks to this day. 

    Founder-run companies regularly outperform.

    Green looks for managers with an entrepreneurial mindset. You can glean this from company calls and filings, but it helps a lot to meet management — something most individual investors cannot do. But Green offers a shortcut, one which I regularly use, as well. Look for companies that are run by founders. This will give you exposure to managers with entrepreneurial spirit. 

    Here, Green cites the marketing software company HubSpot
    HUBS,
    +0.79%
    ,
    a 1.9% fund position as of the end of the third quarter. It was founded by Massachusetts Institute of Technology college buddies Brian Halligan and Dharmesh Shah. They’re on the company’s board, and Shah is chief technology officer. 

    Academic studies confirm founder-run companies regularly outperform. My guess is this is because many founders never lose the entrepreneurial spirit, no matter how easy it would be to quit and sip Mai Tai’s on a beach after making a bundle.  

    In the private market, Green cites Databricks, a data management and analytics company with an AI angle. This competitor of Snowflake
    SNOW,
    -0.92%

    is likely to go public in 2024. If you feel like an outsider because you lack access to private market investing, note that Green says he typically buys more exposure to private companies on the initial public offering (IPO), and then in the market.  “We like to spend time with them when they are private so we can pounce when they are public,” Green says.

    2. Look for organic growth: When companies make acquisitions their stocks often decline, and for good reason. Managers make mistakes in acquisitions because they overestimate “synergies.” Or they get wrapped up in ego-enhancing empire building. 

    “We favor entrepreneurial management teams that do not make a lot of acquisitions to grow, but use their resources to develop new products to keep extending the runway,” says Green. 

    Here, he cites ServiceNow
    NOW,
    +2.62%
    ,
    which has grown by “extending the runway” with new offerings developed internally. It started off supporting information technology service desks, and has expanded into operations management of servers and security, onboarding employees, data analytics, and software that powers 911 emergency call systems. Green obviously thinks there is a lot more upside to come, given that this is an overweight position, at 4.6% of the portfolio (the fund’s biggest holding).

    Green also puts the “Amazon.com of Latin America” MercadoLibre
    MELI,
    +0.17%

    in this category, because it continues to expand geographically and in areas such as logistics and payment systems. “They have really morphed into a fintech company,” Green says. He puts HubSpot and the marketing software company Klaviyo
    KVYO,
    -5.73%

    in this category, too. 

    3. Look for differentiated business models: Green likes companies with offerings that are special and different. That means they’ll take market share, and face minimal competition. They’ll also enjoy pricing power. “This leads to high margins. You don’t have someone beating you up on price,” he says. 

    Green cites the decking company Trex
    TREX,
    +0.10%
    ,
    which offers composite decking and railing made from recycled materials. This gives it an eco-friendly allure. Compared to wood, composite material lasts longer and requires less maintenance. It costs more up front but less over the long term. Says Green: “The alternative decking market has taken about 20% of the market and that can get to 50%.”

    Of course, entrepreneurs notice success, and try to imitate it. That’s a risk here. But Trex has an edge in its understanding of how to make the composite material. It has a strong brand. And it is building relationships with big-box retailers Home Depot and Lowe’s. These qualities may keep competitors at bay. 

    4. Put some ballast in your portfolio: Green likes to keep the fund’s portfolio balanced by sector, size, and business dynamic. So the portfolio includes the food distributor Performance Food Group
    PFGC,
    -1.69%
    .
    The company is posting mid-single digit sale growth, expanding market share and paying down debt. Energy drinks company Monster
    MNST,
    -0.85%

    also offers ballast. Monster’s popular product line up helps the company to take share and enjoy pricing power, Green says.

    It’s admittedly unusual to see a food companies in a portfolio loaded with high-growth tech innovators. But for Green, it’s all part of the game plan. “Rapid growth, disrupting businesses are not going to work year in year out. There are times they fall out of favor, like 2022. So, having that balance is important because it keeps you invested in the equity market.” 

    In other words, keeping some ballast means you’re less likely to get shaken out by sharp declines in high-growth and high-beta tech innovators when trouble strikes the market.

    Michael Brush is a columnist for MarketWatch. At the time of publication, he owned AMZN, TSLA and MELI. Brush has suggested AMZN, TSLA, NOW, MELI, HD and LOW in his stock newsletter, Brush Up on Stocks. Follow him on X @mbrushstocks

    More: Nvidia, Disney and Tesla are among 2023’s buzziest stocks. Can they continue to sizzle in 2024?

    Also read: Presidential election years like 2024 are usually winners for U.S. stocks

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  • Francisco Alvarez says new Mets new skipper Carlos Mendoza is the ‘talk of’ Venezuela

    Francisco Alvarez says new Mets new skipper Carlos Mendoza is the ‘talk of’ Venezuela

    The Mets have some new fans thanks to the hiring of Carlos Mendoza.

    A native of Barquisimeto, Venezuela, the Mets made Mendoza only the second Major League manager to come out of the country when they hired him to replace Buck Showalter earlier this month. It’s been a popular hire in his home country, according to another native, catcher Francisco Alvarez, who said his friends and family have all started rooting for the Mets because of it.

    “It’s pretty much the talk of the country right now,” Alvarez said through translator Alan Suriel Friday at the Mets’ ninth annual Turkey Drive in the Bronx. “Everyone is turning into Mets fans over there. That’s all everyone talks about and they’re, honestly, solely fans of the Mets now because we have a Venezuelan manager. So, it’s obviously something that’s really big in the country.”

    Considering there have been 473 players from the country to reach the big leagues, it’s somewhat surprising that the only other manager on that list is Ozzie Guillen, who managed the Chicago White Sox and the Miami Marlins but he hasn’t managed since 2012.

    Mendoza was never one of those players. He was a career minor leaguer before becoming a coach in the Yankees organization and working his way up to the bench coach role in 2020, which is often considered the second-highest position in a dugout. It was not an easy path or a linear path to the Majors for Mendoza, but it’s a path that has endeared him to Alvarez.

    “I’m super proud of the story, of his background, what it’s taken him to get to this point,” Alvarez said. “It feels really good and I’m really proud of it,” Alvarez said through Suriel. “It brings me a lot of pride and joy that he’s been given this opportunity. I think he’s one of those people that can open the doors for other Venezuelan potential managers in the future because of the skill sets that he has.”

    The two have yet to meet in person, but they have a phone conversation already. Mendoza wasted no time in calling up members of the Mets roster after agreeing to terms with the Mets on a three-year contract with a club option for a fourth. Alvarez characterized the conversations as positive with the two of them in the initial process of getting to know one another.

    Alvarez, who recently turned 22, has shifted his mindset this winter as he ended his first full big league season. He’s also healthy this winter, having undergone ankle surgery last fall after the Mets were eliminated from the playoffs, which gives him the chance to hone in on certain parts of his game, like defensive elements behind the plate.

    Alvarez had a prolific rookie season at the plate hitting 25 home runs, the most ever hit by a rookie backstop in club history. But behind it, he struggled. The Mets were happy with the strides he made in pitch framing and footwork, but he allowed 99 stolen bases and eight passed balls, throwing out only 15.

    It’s a point of emphasis for him moving forward.

    “My primary focus is obviously winning — going out there and winning each and every game that we can,” Alvarez said. “But also, when I’m on the play I want to be able to limit the damage that the other teams did. I’m really focused on that, and really focused on calling a better game so we don’t give up as many runs as we did.”

    Mendoza frequently lauded the Yankees team chefs for their abilities to make Venezuelan food while Alvarez’s teammates lauded him for making lasagna last season. However, for Alvarez’s first American Thanksgiving, he’s letting his mother handle the cooking, saying she’s a better cook than he is.

    The Mets handed out over 7,500 turkeys across the five boroughs, helping to feed more than 61,000 people, with Alvarez passing out birds with Mr. and Mrs. Met at Part of the Solution Community Center.

    “It feels good because you know that they’re gonna spend days with their families with the things that they need,” he said through Suriel. “To be able to be out here with the Mets, and to be able to help them, it feels good.”

    Abbey Mastracco

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  • A new SoCal underground water storage project aims to keep supplies flowing during drought

    A new SoCal underground water storage project aims to keep supplies flowing during drought

    A solution to help bolster Southern California’s water outlook during future droughts is taking shape in the Mojave Desert. Water transported in canals and pipelines has begun flowing into a series of basins carved into the desert, filling a large underground reservoir that will be available to draw upon in dry times.

    The facility, called the High Desert Water Bank, started taking in supplies from the State Water Project last month. Water diverted from the East Branch of the California Aqueduct has been flowing through a 7-foot-wide pipeline and gushing into one of the basins, where it gradually percolates into the desert soil and recharges the groundwater.

    Newly drilled wells will allow for water to be pumped out of the aquifer when needed to supply cities and suburbs throughout Southern California.

    The Metropolitan Water District of Southern California is spending $211 million to build the facility. The district’s officials say the project is a vital step in improving the region’s water infrastructure to adapt to climate change.

    “We know that climate change will bring more of the dramatic swings between wet and dry that we saw over the last few years, so we must take every opportunity to store water when it is available,” said Adán Ortega Jr., chair of the MWD board.

    Aggressive and impactful reporting on climate change, the environment, health and science.

    The agency already stores water underground in other areas, but the High Desert Water Bank represents the MWD’s largest investment in groundwater storage to date.

    The district developed the facility working with the Antelope Valley-East Kern Water Agency, which owns the property near Lancaster.

    After three years of construction, the initial phase of the project has allowed the district to take advantage of the plentiful water from this year’s historic storms. And more water could be coming with the current strong El Niño, which has brought forecasts of another wet winter.

    Water fills a recharge basin at the new High Desert Water Bank near Lancaster.

    Water fills one of the recharge basins at the High Desert Water Bank near Lancaster, where the Metropolitan Water District is starting to store water underground for cities across Southern California.

    (Allen J. Schaben/Los Angeles Times)

    There is enough aquifer space in the Antelope Valley groundwater basin to store up to 280,000 acre-feet of water, comparable to the capacity of Castaic Lake and nearly four times the size of Big Bear Lake.

    The facility, which is scheduled to be fully built in 2027, will allow the MWD to put in or withdraw up to 70,000 acre-feet of water per year — enough for about 210,000 average households.

    With this much additional storage in place, Ortega said, “we can confront the next drought with more confidence.”

    By increasing the district’s ability to store and withdraw water along the aqueduct, the project provides the state’s largest urban water supplier greater flexibility and a valuable backup supply to adapt to more extreme cycles of drought and wet weather.

    The district’s managers said having the water bank will ensure more reliable supplies during severe droughts like the one during the last three years, when supplies from Northern California were drastically cut, forcing mandatory water restrictions for nearly 7 million people.

    By banking more backup supplies, the project is also intended to help Southern California reduce reliance on the overburdered Colorado River, where depleted reservoirs remain at low levels.

    “When drought hits California, we can turn to this stored water, instead of drawing more heavily on our Colorado River supplies,” MWD General Manager Adel Hagekhalil said.

    Hagekhalil and other officials spoke this past week at an event inaugurating the facility. As they spoke beneath a tent, water gushed into the pond behind them, creating a fountain-like upwelling in the wind-rippled surface.

    At a turnout facility on the California Aqueduct, water flows into the newly built High Desert Water Bank.

    At a turnout facility on the California Aqueduct, water flows into the newly built High Desert Water Bank in the Antelope Valley. The water percolates underground to be stored for Southern California’s cities.

    (Allen J. Schaben/Los Angeles Times)

    “Climate change is upon us,” Hagekhalil said. “We need to have creative new tools, holistic solutions.”

    Hagekhalil noted that the district is developing a new climate adaptation master plan, focusing on building more flexibility into the region’s water system to improve reliability of supplies. He said storing more water underground will be one piece of the district’s climate adaptation efforts in the coming years, along with recycling wastewater and cleaning up contaminated groundwater.

    “It’s finding new ways to take water when we have it during wet years and put it in the ground, so we can have access to it when we have dry conditions,” Hagekhalil said. “This is the future of water management in the 21st century.”

    Water has been flowing into the facility from the California Aqueduct since mid-September. By the end of the year, the district estimates it will have stored about 12,000 acre-feet in the groundwater basin, enough to meet the annual needs of about 36,000 average households.

    Managers of the Antelope Valley-East Kern Water Agency (AVEK) said this part of the High Desert is well-suited for storing water underground. The 1,300-acre property includes vacant land and farm fields that were left dry and abandoned years ago.

    As work crews have built recharge basins, they have removed old irrigation systems.

    Farms in the valley have produced a variety of crops, such as hay, peaches, carrots and onions, but falling groundwater levels and increased costs for imported water have led to a decline in agriculture. The Antelope Valley groundwater basin is managed under a 2015 court ruling, which regulates pumping to manage supplies and address the long-term declines in aquifer levels.

    “Our groundwater supplies, they’ve diminished. And thank goodness for these water banks,” said George Lane, president of the Antelope Valley agency’s board. “It will raise the water table. … It was completely overdrafted for a number of years.”

    The Metropolitan Water District will be able to recover 90% of the water it stores at the site, paying the Antelope Valley agency when it withdraws water.

    Evaporation losses and water that will be left underground will account for the remaining 10%, said Matthew Knudson, general manager of AVEK.

    So far, crews have finished building six recharge basins to receive water. When finished, the water bank will have 26 recharge basins covering about 600 acres, and 27 wells for recovering water from the aquifer.

    The groundwater is tainted with toxic arsenic, so the project will also require building a facility to treat the water before sending it flowing back into the California Aqueduct.

    Geese gather in a groundwater recharge pond at the High Desert Water Bank near Lancaster.

    Geese gather by the groundwater recharge basin at the High Desert Water Bank near Lancaster, where the Metropolitan Water District has begun storing water in the desert aquifer.

    (Allen J. Schaben/Los Angeles Times)

    The agencies plan for water levels to rise and fall as supplies are deposited and withdrawn. Groundwater levels at the site now range from about 260 feet to 280 feet underground, and will be allowed to rise as high as 75 feet underground at full capacity.

    When water is pumped back into the aqueduct, it will flow into the MWD’s delivery system. The district supplies drinking water for 19 million people in six counties from San Diego to Ventura.

    Ortega praised the agencies’ collaborative efforts on the project, saying the High Desert Water Bank is an example of “the kinds of partnerships that we’re going to need to establish throughout the state as climate change forces us to become more interdependent.”

    One big plus, Ortega said, is that the underground storage facility is coming online “in time to take advantage of this historically wet year.”

    Ian James

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  • Young Workers Don’t Want to Become Managers — and This Study Uncovers the Reason Why. | Entrepreneur

    Young Workers Don’t Want to Become Managers — and This Study Uncovers the Reason Why. | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    As a young computer developer, I never had any aspirations of being a manager, let alone a CEO.

    When I started my career some 30 years ago, everybody in my field seemed to be following the so-called IBM model of climbing the corporate ladder — starting at the entry level for a few years and then hopping from rung to rung into more senior managerial roles. It wasn’t for me.

    Luckily for me, I worked for a progressive company that understood the need to create dual career paths. You could remain an individual contributor, sometimes leading technical projects, or you could be a manager. I chose the technical track, rising through my field until there was nowhere left to go but the C-suite. Now that I’m here, I see a huge problem.

    The average person has no interest in being a manager anymore.

    My company recently ran a survey of 1,000 full-time employees across the U.S. who are not already in a managerial position. A meager 38% said they were interested in becoming a people manager at their current company. This problem crosses industries and borders. We’re seeing clients in all lines of work struggling to fill frontline management positions.

    It’s becoming clear that companies have to adapt to fill these gaping voids, and the stakes couldn’t be higher. Picture a Jenga tower — there are only so many blocks you can remove from the middle before the top comes crashing down.

    Related: Some People Aren’t Cut Out to Be Managers — And That’s Okay. Here’s What You Can Do Instead.

    Why management roles have grown less attractive

    There was a time when the title manager meant prestige, respect, maybe even admiration — a chance to lead, a pathway to the top. But that dynamic has been shifting for decades and can now feel out-of-touch and out-of-date.

    This management backlash has roots in several places. For one, trust in leadership has eroded sharply. Only 21% of workers strongly agree that they trust the leadership in their company, and the number has been on the decline since the pandemic.

    At the same time, the “individual contributor” has enjoyed increasing status in many circles, especially in the tech community. A talented developer, for instance, can rise through the ranks of a company without managing people. Ultimately, their pay and perks may end up being comparable with senior people leaders, without ever having to wrestle with the challenges that go along with management.

    Meanwhile, the pressures on managers are only growing. Familiar challenges with delivering results and bottom-line value have been augmented in recent decades with mounting HR responsibilities. For many, the stress and time commitment of management simply outweigh any added benefits.

    Indeed, of all the insights gleaned from this survey, one stood out to me more than any other — people see managerial responsibilities as a non-starter for work-life balance. Among those we surveyed, 40% said their biggest worry with becoming a manager was increased stress, pressure and hours. When we asked people to identify their top ambition, 67% said spending more time with their friends and families and 64% said being more physically and mentally. The lowest priorities were becoming a C-suite executive (4%) and becoming a people manager (9%).

    Related: 10 Myths About Work-Life Balance and What to Do Instead

    How to fill the ‘missing middle’

    This management gap couldn’t come at a worse time. As companies struggle with disruptions from AI, increasing automation and a tight labor market, clear leadership is needed more than ever, but it’s getting hard to find.

    So how can companies fill the “missing middle” — and make management aspirational again?

    One important step is to redefine the meaning of manager. Partly, this is about reconceptualizing the role. The tech industry, for instance, has popularized “player-coaches:” employees who continue to contribute as individuals, while also leading small teams of trusted colleagues. While this balance can be challenging to strike, the upside is sustained engagement with your field and growth of new management skills.

    At the same time, companies are finding new ways to valorize management. When McKinsey asked middle managers what they wanted more of, the obvious answer was bonuses. In a competitive market, many companies are dishing out signing bonuses to attract talent into the pipeline. According to a 2021 survey, 43% of hiring managers were offering more paid time off and 40% were offering better job titles to win the war for talent. It’s not all about perks, however. Middle managers also said they wanted to be rewarded with increased autonomy and more responsibility.

    An equally critical step is to help managers handle those increased responsibilities with better technology — enabling them to extend spans of control while diminishing toil and grunt work. Take the challenge of handing out raises. Traditionally, this process required a manager to manually evaluate every employee and come up with a number and a rationale for each one. But new tools are taking the guesswork and paperwork out of the equation. We use a smart compensation tool to evaluate performance metrics and create a clear picture of what a person is paid relative to their peers, and relative to industry standards. This not only removes risk of bias but also cuts down on time. There are similar tools for goal-setting and skills-mapping, lessening the burden of regular performance reviews while making them more meaningful.

    Related: Here’s How Managers Can Role Model A Good Work-Life Balance For Their Teams

    Behind all these efforts lie advances in collecting and sharing people data. The better we can arm frontline managers with insights about their teams, the faster they can make the right decisions.

    In a world with fewer managers, these steps mean companies can increase spans of control while maintaining productivity, reducing stress and saving people time. In the end, it’s not just for retaining current managers, but recruiting new ones. Consider this: Deloitte found 73% of managers said they should be a model of well-being for their employees, but only 35% of employees could see that in their manager. Until we give them the time and resources to do their jobs effectively and happily, people will continue to have reservations about moving up in the ranks. The Jenga tower will continue to sway — if not collapse.

    Ryan Wong

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  • How to Develop an Executive Presence and Earn Respect

    How to Develop an Executive Presence and Earn Respect

    Opinions expressed by Entrepreneur contributors are their own.

    Executive presence is an elusive but powerful attribute. Those who have mastered it command attention the second they enter a room. It seems effortless from the outside, but executive presence is the result of careful cultivation.

    Typically, executive presence is found in high-ranking leaders, but it takes more than title or rank to gain this influential attribute. There are many presidents and CEOs in the world, but few can match the presence of leaders like or , who wield disproportionate influence in the business world thanks to their charismatic, composed air.

    What is executive presence, really? We all already exude a certain presence, even if we’re not aware of it. The way you dress, speak, write and interact socially all create a picture surrounding you that your peers pick up on. Those who have executive presence are intentional about their presence and tailor it carefully to communicate gravitas — that is, an air of confidence, expertise, grace under pressure and decisiveness.

    The question is: How do the greats do it? What follows is an exploration of how the most respected leaders have built their executive presence— with tips on how to build your own.

    Related: Skip to content user profile picture The 7 Qualities of People Who Are Highly Respected

    Step 1: Look internally

    The first step in understanding what executive presence might look like for you is to dig into your motivations. Whether you want a stronger executive presence for practical reasons, business reasons or personal reasons will influence your approach.

    Get clarity: The most influential people are masters at distilling and articulating a focused vision, value or passion. This communicates confidence and a sense of security to the people who follow you. The less you know about your mission, the harder it will be to inspire others. What’s more, authenticity and sincerity are key to building influence. If you’re not clear on your own motivations, people can sense that and they won’t be inclined to trust and respect you (but more on this later).

    Find your starting point: Once you understand your motivations and are clear on your mission, take honest stock of how much influence you have now. Don’t just evaluate how many followers you have on or how many people report to you. To truly evaluate your influence, pay attention to how often others look to you for support, insight or leadership. Are your ideas picked up by your peers? Are you listened to and cited for your expertise?

    Get guidance: With a better understanding of where you are, you can create a roadmap to where you want to go. To help inspire and guide you, choose a role model. Look for someone who started close to where you are now and built a level of executive presence you admire. This might be a mentor figure in your life or a celebrity or business leader whose life story you’re familiar with.

    Step 2: Build influence

    To cultivate a strong presence that has sway over others, understand what motivates the people you seek to impact. People inherently follow leaders who make them feel good — whether that’s feeling safe, heard or valued.

    Communicate clearly: It pays to have a well-rounded connection with the people you want to influence. Dedicate time to listening and learning to communicate in the language of your followers. Effective communication makes others feel heard, seen and understood — and it makes you appear more charismatic, confident and competent.

    Use silence strategically: While effective communication is important to executive presence, there’s a limit to how much you should share. It’s tempting to make yourself heard all the time (to be “loud and proud” or “large and in charge”), but strategic silence can be a better path toward an impressive presence. Reserve your voice for times when you have something meaningful to say. That way, when you do contribute your opinion, people are more likely to listen.

    Consistency is key: We covered gaining clarity on your motivations. Once you know your values and goals, make sure that you’re staying true to them in real time. When people know what to expect from you they feel secure and safe around you. That’s why everything you say, post, write, wear and how you carry yourself should align with your values and goals.

    Take baby steps: When it comes to building lasting influence, start with small steps. Executive presence is not built overnight. If your current level of influence is relatively low, don’t rush the process or expect to front the stage tomorrow. Going too big too soon comes off as inauthentic and will turn off the very people you want to impress.

    Related: How to Find Your Leadership Voice

    Step 3: Understand your limitations

    Though executive presence can be cultivated, and these tips can help you get there, it is true that this attribute comes more naturally to some leaders than others. Like many traits, it requires both nature and nurture. Some people are naturally charismatic leaders who can befriend anyone, while others are more quiet leaders who prefer their own company.

    Make it your own: Luckily, executive presence can take many forms, and you can make it your own. Morgan Freeman and Dwayne “The Rock” Johnson have very different energies and personalities, but both can command a room. The key element they share is that gravitas — the calm confidence they have in their own unique voice, knowledge and expertise, as well as how they show up authentically. You can’t communicate executive presence unless you get secure in your voice, too.

    Watch the non-verbals: Body language and image are the non-verbal aspects of executive presence, and they can account for much of how your message is received. People tend to trust what they see more than what they hear and the goal is always for congruity between verbal and non-verbal communication. Imagine if I told you I was excited to work with you, as I shook my head from side to side. You’d question my feelings and doubt my words.

    Stay true to your nature: What’s important is that you stick to what is natural to you. If you’re not naturally charismatic, don’t try to put on airs. People can sniff out inauthentic behavior a mile away and will instinctively dislike you for it. Remember that consistency is important in all things image, voice and presence. If you can’t keep up a façade 24/7, don’t attempt it at all.

    Consider your personality and what comes naturally to you. Then get comfortable, calm and confident in the traits you already have. The more secure you are in your voice, the more powerful your executive presence will be.

    Executive presence may be invisible and intangible, but it can enormously affect your career and your legacy. A 2017 study by the Center for Talent Innovation found that executive presence accounts for 26% of what it takes to advance within an organization.

    Ultimately, executive presence has the power to determine who is onstage and who is in the audience. Those who are intentional about cultivating their presence will get to the front of the stage, make their voice heard and potentially change the narrative.

    Lida Citroën

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  • Ben Olsen Deserves Another Chance, But Houston Dynamo Job Not Ideal

    Ben Olsen Deserves Another Chance, But Houston Dynamo Job Not Ideal

    It’s hard to remember a new coaching hire in MLS that will be more poorly received by a club’s own fans than Ben Olsen reportedly becoming the new coach of the Houston Dynamo. Almost as hard as remembering when such a reaction was so predictable.

    It’s not that Olsen doesn’t deserve a second MLS head coaching job, which The Athletic first reported Friday he is set to receive in Houston.

    Olsen was largely responsible for keeping D.C. United relevant for a decade in which there was below-average investment in the roster, and while the team played in a below-average facility until Audi Field finally opened in 2018.

    His overall 134-87-153 MLS record (W-D-L) is genuinely impressive given the rosters he managed, as is his ability to reach the playoffs in six of 10 seasons in the nation’s capital. United had missed out on the playoffs in all three years prior to his hiring. They have now missed them in each of the two seasons since his firing.

    But Olsen — fairly or not — also has the reputation of a manager who can do more with less but not more with more, whose tactics aren’t particularly progressive and who generally loses on the big stage. His biggest successes came in years when little was expected of D.C., and his biggest disappointments (think 2013, 2017 and 2019) in years when the club was expected to build off achievements of a season before. He went 0-1-4 in the playoffs in his last five years on the job.

    And if there was ever a description of the kind of situation where Olsen could be unfairly judged in his second bite of the MLS apple (pun intended), it’s in Houston.

    As the only MLS club in the nation’s fourth-largest city and one of its largest Latino communities, the Dynamo have the profile of a sleeping giant. And when when Ted Segal took over as majority owner midway through the 2021 season, he promised spending and performance of an awakened one.

    At best, Olsen’s hire signals to most fans that such promises are without a detailed vision. Olsen’s previous career suggests he may be able to restore the Dynamo to a regular playoff contender, but little more. And it’s unclear if that would move the needle in a city enormously passionate about the game, but also particularly for clubs on the other side of the border in LigaMX.

    At worst, some from the outside could interpret this as a hire born in a small network of familiarity by general manager Pat Onstad, at a time when he hasn’t yet earned the luxury for the fanbase to trust his decisions.

    The former Canada national team goalkeeper was Olsen’s first goalkeeping coach from 2011 to 2013. Olsen’s last goalkeeping coach, Zach Thornton, is now on the staff of the Dynamo. Although not on the Dynamo payroll, Houston native and resident Bobby Boswell is also a key figure in both Dynamo and United club history, and played with Olsen the player from 2004 to 2007 and for Olsen the coach from 2014 to 2017. In

    Regardless of the real reasons Olsen is being hired, it’s understandable for Dynamo supporters who have seen one playoff appearance since 2014 to be suspicious given thee circumstances. It’s one thing to get a band together again, but another to do so when that band. But what exactly has that band achieved before?

    Furthermore, Olsen was permitted to reach most of his achievements at D.C. in part because of his emotional connection to the club. As a player, he won two MLS Cups at D.C. and remains the team’s second all-time appearance leader, a history that helped him weather a miserable 2013 in particular. He has no such clout in Texas, narrowing his margin for error even further.

    And lastly, Olsen is the first full-time Dynamo manager who isn’t a fluent Spanish speaker since Owen Coyle followed U.S. Soccer Hall of Famer Dominic Kinnear. Being bilingual certainly isn’t a requirement to have success as an MLS manager. But in a heavily bilingual market, it’s just another way Olsen doesn’t fit the hypothetical job description for the ideal Dynamo manager job description.

    Olsen may prove Dynamo fans wrong and not only improve the club in the short term, but build long-lasting success superior to what he achieved in D.C. But the optics of all this probably mean fans are going to give him a much shorter rope than they might have given a different hire.

    That’s far from ideal at a club with only whose starting point is one playoff appearance since 2014, and whose majority owner and general manager are only in their second seasons in the role. Sleeping giant or not.

    From Olsen’s perspective, maybe this is one of the few jobs he had serious potential to land. Or maybe the familiarity those he is working with is more important at this juncture than the ability to survive over the long term. But if the goal is proving he is more than the manager he was at D.C. United, the situation in Houston isn’t the best launching platform.

    Ian Nicholas Quillen, Contributor

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  • 4 Steps That Anyone Can Take To Become a Leader

    4 Steps That Anyone Can Take To Become a Leader

    Opinions expressed by Entrepreneur contributors are their own.

    Even if you weren’t raised with a garden in your backyard, you’ve likely placed a seed in some dirt for science class at some point. If you took good care of that seed, then after a few days, you watched it push its way free from the soil and become a thriving plant.

    Leadership isn’t all that different. Much like a seed, your leader instinct sits inside you, waiting for some nurturing and care. You just have to make the choice of whether to deliver the attention it needs. If your heart is telling you to pick up the watering can and bask in the sun, how can you take the first step?

    1. Accept the fact you’re a leader

    You’re not alone if you wake up thinking you’re not a leader. According to one study, 50% of female managers and 31% of male managers say they’ve felt self-doubt at some point in their careers. But if you wake up and ask yourself how you can learn to lead instead, you’re letting in the first rays of sunshine your leadership seed needs to grow.

    All of us have the ability to ask questions of ourselves and others. Once you embrace this ability, the skill of inquiry can bring you right into the leadership position you’ve craved. In fact, it’s a big part of why I hold my position at my company now. As a member of the board, I kept asking company leaders important questions that jumpstarted great ideas, so they asked me to step up as the CEO.

    The inquiry continues to be at the core of leadership, even at the top. As you move up, you’ll inevitably fall into uncharted waters with no playbooks and get handed heavier responsibilities. This is why I constantly ask for information and opinions from other people. I know I don’t have all the experience or answers myself, but I trust that we can pool our resources and knowledge together to find out.

    Related: 6 Leadership Lessons I’ve Learned From Playing Hockey

    2. Dismantle leadership myths

    Leadership myths are like mold — they can coat your seed and damage its ability to grow. Some of the worst myths include the concepts that leaders are born rather than made and that great titles equal great leaders. We often associate leadership with titles or specific traits, but some executives only have fancy titles because they’ve spent decades in their industry. They’ve “earned” the CEO role through time and commitment, but when it comes down to it, they’re ineffective leaders.

    You can see these myths fall apart when you look at famous leaders throughout history. Mother Teresa didn’t have a complex agenda. Instead, she focused on helping one person at a time. Martin Luther King Jr. didn’t focus on how many people he could get in front of his podium — he just spoke truthfully about a vision he believed in.

    So let go of the mistaken that leadership is having an office and elaborate organizational charts. It’s not about any of those things. Leadership is about a state of mind. If you have the right attitude, you can get to the forefront of anything you want to lead.

    Related: How to Be an Adaptable Leader and Use Change to Your Advantage

    3. Ask how you can keep watering your seed

    As you go through the day, you might pick up a piece of trash that 60 other people have passed. You might return the wallet someone lost on a busy street when others may have chosen to pocket it.

    These examples show us that leadership is about the little things. They also show that you can be whatever kind of leader you want to be. My daughter, who has always wanted to be a lawyer, got a successful competitive mock trial group going at her school. In the same way, if someone likes and there’s no chess club at their school, their first small action could be to go to the activities director and ask to form a group. There are no age or certification requirements for taking initiative.

    More than just the initial step, leadership takes continued effort. If you don’t spread the word that there’s a new chess club and figure out a place to meet, guess what? Not many people will show up. Once you’ve answered the question of what kind of leader you want to be, you should continue asking yourself what you can do to take that leadership to the next level.

    4. Surround yourself with good leadership influences

    Most people are heavily influenced by those around them. That’s one of the reasons I’ve seen parents send their kids to a specific school, sports team, tutor or coach. They want to make sure their children’s peers share the belief that academics matter and want to help their kids. It’s the same reason I get anxious about who my own kids choose to spend time around. I know those relationships will play a major role in shaping who my children become.

    Influence can come from others in the office, too. It shapes not just your health but also your overall wellbeing. It’s imperative that you pay attention to the people you spend time with. Build yourself a support system of positive people who share your values and have a track record of drawing people to them. Not only will they teach you the technical elements you need to move forward, but also how to be a motivated, healthy and happy human being.

    Related: 5 Ways to Be a Leader Your Employees Will Respect

    The harvest never stops

    We all know someone who got really good at playing guitar, cooking or even juggling bowling pins. None of those people were champions at those skills on day one, but they wanted to get better. They chose to put in the work and hone their craft.

    We can work to hone our leadership skills, too. We simply have to go through the effort of nurturing the capability inside of us. This includes letting go of limiting mindsets and finding the right people to be solid examples for us. This isn’t a one-time commitment. Just like seeds need more than one watering, you have to continue taking daily action for your leadership to blossom. When those actions add up to success, you not only will get asked to take on more roles, but you can also inspire others to take action on what matters most to them. It’s a lifelong journey with no destination. The fact that there is no endpoint, however, is what makes leadership such a beautiful process. There will always be a way to make a change, and that harvest is well worth the water and sunshine you’ll use up along the way.

    Brendan P. Keegan

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  • Austin Pets Alive! | Human of the Month – Patty Alexander

    Austin Pets Alive! | Human of the Month – Patty Alexander

    Jun 29, 2021

    Drum Roll Please! Da-dum-da-dum-da-dum-da-dum-dum.

    It’s time to kick off Austin Pets Alive’s Human of the Month sponsored by RightWorks’ social impact program, KindWorks. Our relationship with this generous company began when they made a donation during Winter Storm Uri. When we reached out to thank their team, we were thrilled that they wanted to begin an ongoing relationship. KindWorks was born soon after the conversation and is allowing us the opportunity to highlight our amazing humans and the work they put in at APA!. It is our pleasure to launch this feature by introducing you to Patty Alexander, our PASS Program Manager, and Online Adoption Manager.

    There’s a lot that goes on behind the scenes at APA! — innovative thinking, a spectrum of emotions, and of course, the long hours that go into providing lifesaving care and attention to each and every animal that walks through our doors (or lands in our inboxes or social media channels in Patty’s case!).

    Patty has been with APA! for nearly eleven years and has been an extraordinary asset to our team. As the PASS Program Manager and Online Adoptions Manager, Patty is responsible for supporting individuals who are struggling with keeping their pet in their home, and either helping to determine a solution or helping to find a new loving home all while supporting the mixture of emotions that can surface during these delicate times. These roles require a lot of time and attention to detail, as well as challenges along the way, but APA! always cuts a new path. This is Patty’s favorite part of being a member of the APA! family because as she puts it so well, “we are creative, outside the box, problem-solving, innovative team.” Being a part of helping people find solutions is one of the best parts of Patty’s workday.

    One of Patty’s prized memories at APA! was when a good samaritan reached out asking for help when he found a dog at his construction site, who had been shot. She helped raise $5,000 via crowdsourcing in order to help save the dog. The construction worker drove the dog to find help and unfortunately lost his job because of his action. Not only did Patty fundraise to provide this sweet pup a lifeline, but she also helped this hardworking, heroic man find a new job. Patty encompasses our APA! motto — helping people help pets.

    You may be thinking, “Wow! Patty must be in the office 24/7!” Well, sort of… After becoming obsessed with blogs by people who sold everything to travel the world, Patty followed suit in 2014. She sold her belongings, loaded up her four-legged friends, and set off to work remotely from different locations. Talk about an adventure!

    We are so thrilled to choose Patty for our RightWorks’ KindWorks Human of APA! sponsorship. Our team and all our dear animals at APA! thank you for your hard work and constant support!

    Be sure to follow along throughout the rest of the year to learn more about some of the amazing people supporting the animals of APA!.

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