Speaker Wilson Motions to Fund Education Enrollment Growth
Salt Lake City – During an Executive Appropriations Committee meeting earlier this afternoon, Speaker Brad Wilson made a motion to fund education enrollment growth as part of the base budget for FY 2021. The motion included appropriating $50,604,300 to the state fund allocation for the Public Education Appropriations Subcommittee for FY 2021 and appropriating $4,700,000 of one-time funds for FY 2020.
“This base budget allocation to education funding will enable us to successfully manage growth in student enrollment this year,” Speaker Wilson said. “It’s an important funding priority that reflects the Utah Legislature’s ongoing and unwavering commitment to students, teachers, and others involved in our state’s exceptional public education system.”
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Gaslighting grifter governance
by Tom H. Hastings
486 words
Yeah, Donald Trump lies constantly—several proven each day. However, he is the gatekeeper to grifting, as may be seen by not only his behavior to personally enrich himself at the direct expense of the honest working taxpaying Americans, but by his squalid cast of appointees.
Some are in prison now.
Some face sentencing, having been convicted of crimes of corruption.
Some are under criminal investigation.
The entire eight years of the Obama administration was scandal-free. That seemed like what normal should be.
Now, a fresh hell opens wide daily from the Trump White House. Who can keep up?
· Hush money to sex workers during Trump’s campaign put Trump’s lawyer in prison.
· Trump doubles down on his Sharpie lies and gets billionaire Secretary of Labor Wilber Ross to threaten to fire NOAA officials unless they betrayed science and backed Trump’s lies.
· Judges are finding against Trump daily, one of the latest is that his family foundation is a fraud, and it’s not only shut down by judicial ruling, but is ordered to pay a $2 million fine for lawlessly misappropriating funds for personal use.
· Attempting to bribe a foreign leader into helping portray a Trump political opponent—Joe Biden—as somehow corrupt. Hence Article One of his impeachment.
· Refusing to allow anyone with first-hand knowledge of Trump’s practices to testify to Congress under oath, even when subpoenaed. Unprecedented in US history.
· Trump University—the scheme to appeal to the worst in our get-rich-quick nature—was termed such a scam that a federal court approved a $25 million settlement with students who said that they were bilked out of many $thousands for worthless courses.
· Russia worked on Trump’s behalf during the 2016 election, as thoroughly documented in the Mueller Report. Trump has worked on Russia’s behalf ever since with his enormous numbers of Putin panderings ever since, from advocating lifting sanctions imposed correctly by Obama after Russia invaded and seized Crimea from Ukraine in 2014 to professing he believed Putin and not US intelligence services about all this to advocating that Russia be invited to join the G-7 to yanking US troops away from the region in Syria that allowed the Turkish troops to slaughter Kurds (thus helping Putin woo Turkey away from NATO) to threatening to jerk the US out of NATO, and on and on. That bromance is patently anti-US, anti-human rights, and pro-autocracy.
This is the tip of the Trumpberg that has crashed into and is sinking the US ship of state. There are so many more ready-for-slime-time scandals churning out on a constant basis that it’s spirit-numbing to face them, bringing to mind the old Lily Tomlin wit, “I try to be cynical, but I can’t keep up.”
Congratulations, Trump, our most fraudulent, corrupt occupant of the White House ever. In the race to the bottom, you win. We are one mucked-up nation, thanks to you and anyone who supports your crime wave.
—30—
Dr. Tom H. Hastings is PeaceVoice Director and on occasion an expert witness for the defense in court.
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*For a review copy of The WOW Factor Workplace or an interview with Deb Boelkes, please contact Dottie DeHart, DeHart & Company Public Relations, at (828) 325-4966 or simply reply to this email.
When Good Help Is Hard to Find, WOW Cultures Win.
This Year-End Review Can Tell You Where YOURS Stands.
It's time to take stock of the old year and prepare for the new one. Are you creating what Deb Boelkes calls a WOW factor culture? If not, watch out: You're at risk of losing your best people.
Jacksonville, FL (December 2019)—Workplace culture matters. A great one produces happy, engaged employees who give their best efforts, challenge themselves to grow, and consistently meet goals and delight customers. A toxic one creates miserable, unmotivated clock-watchers and job-board checkers. In our booming economy, with its incredibly tight labor market, making sure your culture is closer to the first kind should be job one, says Deb Boelkes.
"In a strong economy, people have their pick of good jobs," says Boelkes, author of The WOW Factor Workplace: How to Create a Best Place to Work Culture (Business World Rising, December 2019, ISBN: 978-1-734-07610-3, $19.95). "If your culture is one of disengagement and toxicity, your most talented workers will be looking to leave. You'll be left with mediocre and low performers who have little incentive to do more than the bare minimum."
The bad news is that leaders often aren't aware their culture isn't what it should be. The good news is that they can change that. When leaders consistently motivate and inspire employees, fill them with purpose, challenge them, and make them feel safe and supported, what Boelkes calls the "WOW factor" manifests, grows, and permeates the entire culture.
Any type of company can create a "Best Place to Work" culture—also known as a WOW factor workplace—when leaders commit to being role models who train and inspire employees to create extraordinary products and deliver impeccable service at a great value (regardless of the price). This creates an unparalleled experience for both employees and customers, making both groups feel special, appreciated, and respected.
With the end of the year approaching, Boelkes says it's the perfect time to look back over 2019 and see how you did, culture-wise. Here's a checklist to help you get started.
In 2019, did you...
Hire slow and fire fast? (Or were a**holes and idiots allowed to thrive?) When your company is made up of talented, enthusiastic, hardworking people, employees won't want to leave. That's why you should hire only people who will fit in with the culture you're creating—and get rid of bullies and others who create a toxic culture. You may be reluctant to fire someone you yourself hired, but don't wait till they do maximum damage. Fire him or her now.
"I love the simple yet effective mantra of Todd Wilcox, chairman of Patriot Defense: 'No assholes, no idiots,'" says Boelkes. "These no-nonsense standards guarantee that everyone supports each other, has the right attitude, and wants to do what's best for the company."
Make adjustments and break things to make WOW happen? Adjustments are made all the time in WOW factor workplaces to make things even better than they already are. The adage "If it ain't broke, don't fix it" is NOT the way WOW factor workplaces become WOW factor workplaces. Sometimes you must break things intentionally to make continuous dramatic improvements that enable WOW to happen.
"You may have to move an employee from one position to another, for example," says Boelkes. "If someone isn't thriving, you owe it to him or her and to the company to make a change."
Encourage employees to interview elsewhere? Boelkes is a strong believer in a piece of advice she learned early in her career: Always be interviewing. While this applies to managers seeking the best possible job candidates, she says it also applies to employees. Everyone should interview elsewhere from time to time. This is one way to ensure neither the employee nor the business gets complacent. It's crucial for employees to know their value to the outside world.
"Likewise, organizations should be made aware if they are not keeping up with competitive marketplace opportunities," says Boelkes. "You certainly don't want to wait until your best team members have accepted another position elsewhere to finally offer them a raise or a promotion. By then, their hearts and minds are out the door."
Mentor in the moment? Mentoring should happen every single day, not just a few times a year during performance reviews. That's why Todd Wilcox recommends that leaders should have a smaller number of direct reports—more like five or six instead of fifteen or twenty. With a smaller group, leaders can talk to their mentees every single day.
"There are limited resources," says Wilcox. "You don't have enough time to talk to more than four or five or six people in a single day. If you're not talking to people every single day, then I would argue you're not effectively communicating, managing, mentoring, and developing them."
Hold people to high expectations? WOW factor workplaces have a well-documented set of behavioral standards and performance expectations. When someone isn't meeting these expectations, leaders will collaborate with him or her to develop an improvement plan that spells out SMART goals (Specific, Measurable, Achievable, Reasonable, and Time-bound). Each party is responsible for holding the other accountable to his or her end of the bargain. The underperformer must either get his or her act together or move on to something else.
"I have had to look dear friends in the eye and tell them they couldn't keep a job because of something they'd done," says Colleen Barrett, president emeritus and corporate secretary of Southwest Airlines. "Or I couldn't recommend them for another, and I still retained the friendship. You know, that's hard. But if you're just honest with people, I think the worst disservice you can do is NOT tell somebody when they are not making the grade. That's just ridiculous."
Refuse to tolerate excuses? Some people hold themselves back. They may think they aren't as good as others or as prepared as others to assume a leadership role. Maybe they haven't had as much education or they're from a low-income family or any of a whole variety of reasons. Don't let this happen. Tell employees they don't need to have had a model upbringing or have earned a PhD to live up to their potential. They can do their best work with what they have right now. No excuses. They'll be amazed at what they can achieve with their talent and wherewithal alone.
"We were dirt-poor," says Patriot Defense's Todd Wilcox. "My mother qualified for food stamps and aid for dependent children, but she was adamant she would not do that. She put us to work as kids. I started working when I was thirteen years old as a dishwasher, and I've been working my entire life ever since. It was self-determination. Take charge. Provide for yourself. Be accountable for the decisions you make. Those were things she taught us along the way."
Help employees connect to purpose and meaning? Britt Berrett, former president of Texas Health Presbyterian Hospital Dallas (named one of the "Top 50 Best Places to Work in the State of Texas"), explains the value of purpose in healthcare: "When I get exhausted, I'll go to the lobby. I'll watch the patients walk in and out. They are scared. They're going to be entering a new environment. We'll poke and prod them all night long. If I, as a leader, can understand my role in blessing their lives, if it can give me purpose and meaning, then I'll be much more purposeful in my efforts. That's invigorating."
Nudge people out of their comfort zones? Strong leaders look for the potential in employees and push them out of their comfort zones. They show employees that they have faith in them. They mentor them along the way. When you do this, employees are inspired to make the best use of their talents and push past their perceived limitations.
"When I was a senior systems engineer at AT&T Information Systems, I was supporting the top sales rep, Phil," says Boelkes. "My job was to make sure what Phil sold performed as expected. When he quit, his sales manager, Betty, offered me the job. When I said I wasn't cut out for sales, she replied, 'You obviously don't know why Phil was so successful. It's all because of you. You can still be you, only better, as a sales rep.' Betty's vision and persistent encouragement changed the trajectory of my career. Never again was I afraid to take on challenges."
Make them feel like they belong? Garry Ridge, CEO of WD-40, talks about fostering belonging. He says, "People feel like they belong here because we are doing things every day to help them be better. We help educate them. We help them deal with their stresses of life. Just last Friday, we had a lunch-and-learn. We had someone giving people a two-hour session on stress management. We had massage therapists in here during that time. We want people to be feeling good about themselves in many ways, not just emotionally but physically. I think what's great is in our last employee opinion survey—with a 99 percent positive response globally—the number-one measure was: 'At WD-40 Company, I'm treated with respect and dignity.'"
Regularly go beyond the expected to delight your customers? Donald Stamets, general manager for Solage, an Auberge resort in Calistoga, CA, allows employees to take the lead in this area with his Expected, Requested, and Delighted philosophy. He encourages staff to go above and beyond what the customer expects and try to delight them at every turn. For instance, if a guest is sick, employees can bring them tissues and chicken soup without asking a manager.
Boelkes says she experienced Stamets' "beyond the expected" philosophy when he was the general manager for an Omni resort and she selected them to host her dad's birthday. They were prepared with a tray of Bloody Marys (her dad's favorite drink), and the breakfast chef (Miss Donnie) led him into the kitchen and made him a special omelet. "It was as though we were the only guests in the place, and Miss Donnie had nothing more important to do than ensure my dad had the birthday celebration of a lifetime," she reflects.
"You can always improve if your culture isn't yet where you want it to be," concludes Boelkes. "The year 2020 is a fresh start. Commit to start moving in a positive direction and build a culture that will make you and everyone on your team feel lucky to work for such a great organization."
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About the Author:
Deb Boelkes is not just a role model heartfelt leader; she's the ultimate authority on creating best places to work, with 25+ years in Fortune 150 high-tech firms, leading superstar business development and professional services teams. As an entrepreneur, she has accelerated advancement for women to senior leadership. Deb has delighted and inspired over 1,000 audiences across North America.
About the Book:
The WOW Factor Workplace: How to Create a Best Place to Work Culture (Business World Rising, December 2019, ISBN: 978-1-734-07610-3, $19.95) is available from major online booksellers.
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Diesel Tech Pathway Program to Expand in St. George
What: Talent Ready Utah is expanding the Utah Diesel Tech Pathway program to southern Utah in partnership with Dixie Technical College, Washington County School District and 10 local diesel companies. Students will participate in work-based learning that gives them hands-on experience in the diesel industry and opens the door for a career in the high-growth, high-wage profession. This program creates opportunities for students to explore the possibilities offered in the diesel industry and find a rewarding career.
When:
Tuesday, Dec. 17, 2019, from 1 to 2 p.m.
Where:
Dixie Technical College
610 South Tech Ridge Dr.
St. George, Utah 84770
Interview Opportunities:
Media Availability: 1:30 to 2 p.m.
Greg Marsing, Director, Cummins Rocky Mountain
Kelle Stephens, President, Dixie Technical College
Ben Hart, Deputy Director, Utah Governor’s Office of Economic Development
Val Hale, Executive Director, Utah Governor’s Office of Economic Development
Agenda:
1:00 p.m. Event begins
1:01 p.m. Ben Hart, GOED
1:05 p.m. Kelle Stephens, Dixie Technical College
1:10 p.m. Greg Marsing, Cumins
1:15 p.m. Val Hale, GOED
1:22 p.m. Pathway kick-off announcement
1:25 p.m. Photo with Pathway Partners
1:30 p.m. Announcement conclusion
1:31 p.m. Media availability
About the Utah Governor’s Office of Economic Development (GOED)
Under the direction of Gov. Gary R. Herbert, the Utah Governor’s Office of Economic Development (GOED) provides resources and support for business creation, growth and recruitment, and drives increased tourism, film production and outdoor recreation in Utah. Talent Ready Utah, an initiative managed by GOED, develops industry and education partnerships to help build Utah’s workforce. Utilizing state resources and private sector contracts, GOED administers programs in economic areas that demonstrate the highest potential for development. Learn more at business.utah.gov or by calling (801) 538-8680.
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Sen. Lee Congratulates PM Johnson on Election Results
WASHINGTON – Sen. Mike Lee (R-UT) issued the following statement Friday after Prime Minister Boris Johnson’s Conservative Party secured a new majority in the Parliament of the United Kingdom:
“Prime Minister Johnson is due a hearty congratulations after his party’s historic win in yesterday’s parliamentary elections. I am confident he will get Brexit done for the British people. The Senate should prepare to do its part, too, by passing the United Kingdom Trade Continuity Act, a bill designed to promote economic stability and growth as the United Kingdom transitions out of the European Union.”
An online version of this release can be found here.
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Do parents want a traditional education for their children?
That’s not the case any longer, according to Jeff King, Head of MUSE School in Calabasas, California, and the CEO of MUSE Global. Jeff is the architect of the MUSE Blueprint that has enabled 100 percent of MUSE high school graduates to be accepted by their university of choice. In a recent interview, he tells C.M. Rubin, Founder of CMRubinWorld, that the younger generation of parents now “question the status quo, and seek a more holistic education for their children that will ultimately make them more well-rounded individuals.”
MUSE school was co-founded in 2006 by James Cameron’s wife, Suzy Amis Cameron, and Suzy’s sister, Rebecca Amis. The team set out to create a learning model that equips students with the skills and tools needed to flourish in both higher education and the job market. The MUSE curriculum is also heavily focused on critical global challenges such as climate change, enabling students to understand the issues unequivocally so that they are ready to play their role in the preservation of the planet. It was also the first school in the country to offer a 100 percent organic, plant-based lunch program. “We want our future generations to be nimble – professionally, intellectually, and socially,” King notes.
Read the full article here.
Jeff King is the Head of MUSE School in Calabasas, California, and the CEO of MUSE Global. He co-founded MUSE School in 2006 in order to enable students to learn skills which are required for real world challenges.
CMRubinWorld’s award-winning series, The Global Search for Education, brings together distinguished thought leaders in education and innovation from around the world to explore the key learning issues faced by most nations. The series has become a highly visible platform for global discourse on 21st century learning, offering a diverse range of innovative ideas which are presented by the series founder, C. M. Rubin, together with the world’s leading thinkers.
For more information on CMRubinWorld:
Follow @CMRubinWorld on Twitter.
