carlballou/iStockBy William Mansell and Emily Shapiro, ABC News(ROCK HILL, S.C.) — Five people are dead, including two children, following a shooting at a home in Rock Hill, South Carolina, on Wednesday, according to the York County Sheriff’s Office.A sixth person was also shot and has serious injuries.Deputies were sent to the home around 4:45 p.m. local time after a report of a shooting involving multiple individuals.The suspect was apprehended at a nearby home, the York County Sheriff’s Office said.The victims were identified as: Dr. Robert Lesslie, 70; his wife, Barbara Lesslie, 69; their grandchildren, 9-year-old Adah Lesslie and 5-year-old Noah Lesslie; and James Lewis, 39, who was working at the home at the time he was shot, authorities said.All the deaths are being investigated as homicides, according to the York County Coroner’s Office.Authorities have not released the suspect’s name nor have they released any motive.“There is no active threat to the community,” the sheriff’s office tweeted.Copyright © 2021, ABC Audio. All rights reserved.
Previous Article Next Article Comments are closed. So what is an interim manager?On 17 Oct 2000 in Personnel Today Related posts:No related photos. Definitions of an interim manager are as varied as the rolesthey perform. But one factor is common – they are invaluable for steeringcompanies through periods of change, By Alison Thomas In an ideal world, every organisation would have just the right mix of staffand skills to cope with whatever the business world threw at it. The reality,as we know, is somewhat different. In the unpredictable environment of theglobal marketplace companies need to be lean enough to compete yet agile enoughto respond instantly to changing circumstances, whether that means seizing newopportunities or warding off threats. It is an impossible balancing act unlessyou take a flexible approach towards staffing. This is where interim managementcomes into it’s own. It allows you to expand and contract your executivecapacity at will, cater for peaks and troughs, solve problems and implementsolutions. Interim managers are independent senior executives, hired at short noticeand for limited periods to provide extra management resource or fulfil aspecific assignment. When their task is complete they leave with no fuss – noterminal bonus or generous severance payment. The US calls it head-renting, asopposed to head-hunting. It is a stunningly simple idea yet it is often misunderstood. Interimmanagers go under a bewildering variety of names such as freelance executives,bridging managers, portfolio executives and free agents to name a few. It alsomeans different things to different people. “The term has been used veryliberally, from a £200-a-day finance executive or book-keeper to a £3,000-a-daycompany doctor,” says Martin Wood, a pioneer of interim management in theUK and head of BIE Board-level Interim Executive. “You could argue thatDavid James is fulfilling an interim assignment at the Millennium Dome,although he might not agree. There is so much confusion about exactly what aninterim manager is.” Wood sees the market as falling into two distinct sectors. At one end,interim managers are facilitators who go into a company at or near board levelto implement transition and manage change. Typical situations include companystart-ups, turnarounds and task-oriented projects which need a heavyweight tomake things happen. At the other end it encompasses a much broader church andis more commonly used to ensure continuity or to “keep the seat warm”until a permanent post-holder is recruited. “It is important that clientsunderstand the difference,” he says. “Otherwise they may pick thewrong supplier for their particular need.” It is equally important to grasp the difference between managementconsultants and interim managers. The former diagnose problems, proffer adviceand recommend solutions. Interim managers take full line managerresponsibility. They roll up their sleeves and get on with the job in hand.They also have more gravitas. Where many consultants are able but relativelyyoung, interim managers are usually in their mid-40s to late 50s and their valuelies in the depth and breadth of their experience. The origins of interim management go back about 25 years to the Netherlands,when the effects of recession coupled with stringent employment legislationencouraged the practice of hiring senior executives on a temporary basis. Sincethen it has spread to the US and other parts of Europe and is catching on inother countries too, as far a field as Australia and South Africa. Two recessions have played a significant role in fostering its development.On the one hand, downsizing created a pool of talent; on the other, companieswhich had pared their management resources to the bone needed supplementaryskills at short notice. This produced what would appear to be a perfect balanceof supply and demand. Yet UK companies are only beginning to exploit thetransformational power of a pool of expertise that can be turned on and offlike a tap. The stigma: “If they were any good they would have a realjob” has been slow to disappear. “Interim management is a hugely misunderstood resource,” saysNigel Corby, co-founder of interim provider Global Executives. “The sectoris not peopled by jaded, out-of-work executives – on the contrary. All sorts ofpeople become interim managers and once they discover how their skills andexpertise can make a difference and taste the flexibility that comes with thatworking lifestyle, they do not want to give it up. These are hugelyprofessional people who are very successful. They want to work this way andthey are very good at what they do.” His remarks are borne out by research conducted by the interim recruitmentcompany Interim Marketing and Management. Of 176 interim managers interviewed,74 per cent viewed interim or bridging management as a long-term option andpotential career path in its own right. The most frequently cited reason wasthe desire to take on fresh challenges and widen experience. As a career option it demands a special blend of skills and personalattributes. Most successful interim managers are financially secure and aremotivated by the desire to achieve results rather than the need to earn money.They take on assignments not in the hope of securing a permanent position butbecause they relish new challenges and welcome change. They are highlydedicated, enjoy making decisions and are not afraid of taking calculatedrisks. They are quick to assimilate culture and context, can inspire theworkforce and get things moving almost immediately. It all adds up to anexacting role which relatively few senior managers can fulfil. As a resourcing option, interim management offers several distinctadvantages. One is flexibility. Interims can be deployed by the day or week foranything from a few weeks to a couple of years. Another is speed. It can takemonths to recruit a permanent senior executive; an interim manager can be inthe post within days. It is also an effective means of tackling specific problems outside theroutine skills base of a company. For example, when air and gas handlingequipment manufacturer Howden was acquired by Charter, David Kitchen was placedby BIE in the role of interim HR director. “Howden did not have anyone onhand with enough HR experience to manage change – and why should they?” hesays. “They had not had to undergo such tremendous restructuring beforeand it needed special skills. Very few companies need people like me around ona permanent basis.” Kitchen is one of a small, select band of top-flight executives, muchsought-after for their outstanding expertise and wide-ranging experience.”He has worked in law firms, engineering factories and on internationalassignments,” explains Wood. “He has acquired such a broad range oftransferable skills that he is very useful.” In contrast to BIE, an interim provider catering for the top end of themarket, HRI Human Resources International is a recruitment agency which coversthe full spectrum of HR and training functions, from administrator to director.Some of its interim placements provide continuity in circumstances such asmaternity leave and sickness. Others have more strategic importance. “For example, if a company was introducing a new computer system thathad a big knock-on effect for HR, that would be spot-on for the interimroute,” says general manager Jenny Rollinson. Sometimes even a coversituation requires specialist skills. She recently placed a manager to bridgethe gap between the departure of one post-holder and the arrival of the next.But the organisation is in the process of restructuring and the two jobs arecompletely different. The task of the interim is to pull it all together andmanage the transition before the new appointee arrives. Post-merger restructuring is another classic scenario where interimmanagement comes into its own, according to Frazer Jones’s John Anderson, arecruitment consultant specialising in interim HR management. “The companymight need someone to come in on a specific project – perhaps to look at thenew structure of the organisation or to address the issues surroundingredeployment and redundancy,” he explains. “Sometimes for politicalreasons it can be more effective to bring in an outsider to deal with suchissues.” The range of situations where interims can add real value is as diverse asthe terms used to describe them. They can be used to supplement seniormanagement expertise during periods of significant corporate change such as aprivatisation or the setting up of a new operation. They can also be assignedto lead specific projects where real management experience is needed and there isno time for a learning curve. They can step in to open new markets, especiallyabroad where the company may lack the necessary cultural and linguistic skillsin-house. Preparing a business for sale, turning a loss-maker into profit,launching a new product, handling relocation or expansion – wherever specialistskills are needed at short notice, they can give an organisation the momentumit needs to dig itself out of a hole or climb to new heights. To be successful, an interim manager has to be supremely adaptable andcapable of taking new developments in his or her stride. This was certainly thecase for Paul Barton when he stepped in as interim financial director of theGerman subsidiary of UK-based pharmaceuticals services company Innovex.”The previous financial director had left somewhat unexpectedly and at acritical time,” explains HR director Chris Morley. “Recognising thelength of time it would take to find a suitable permanent replacement, weurgently needed cover. Interim management seemed the most appropriatesolution.” Barton was placed by PA Interim Management (now imPAct executives) for hisinternational business experience, knowledge of UK, European and US tax andaccounting procedures and fluency in German. His task was to maximise financialperformance and provide support and direction to the general manager, helpinghim to establish a productive relationship with the head office in the UK. Two months later, however, Innovex was taken over by US company Quintilesand Barton’s brief was changed. A new financial director was recruited with hishelp and he concentrated his efforts on guiding the German subsidiary throughthe acquisition process. His particular combination of skills proved invaluableand when, some time later, the company needed to set up a self-accounting unitin Mannheim it called him in again. Compared with management consultancy, whose value is estimated at £3bn ayear in the UK, the market for interim management is still tiny. The latestRussam GMS Market Research Report, published in August, puts it at £500m, whileat board level it has barely reached £100m. But all the signs indicate that itis in a rapid growth phase. Estimates range from an annual increase of 10 percent to 30 per cent or even 40 per cent. It all depends on what you include inyour definition of the market. What is beyond dispute is that it is beginningto mature as more companies test the waters, like what they find and come backfor more. Since 1986, interim management has had its own professional body, theAssociation of Temporary & Interim Executive Services (ATIES) andmembership has risen from a handful of specialist providers to 23, which aregrowing not only in number but also in size. “ATIES is looking at a numberof core ways to improve its organisation as a supply body,” explains NigelCorby. “Clients who use ATIES member companies need to be confident ofhigh standards. We are giving ourselves teeth.” Over the past 10 years demand has diversified into virtually all sectors,from manufacturing and retail to financial services and local government. It isalso taking root in the world of HR. Since Frazer Jones branched out intointerim management three years ago it has had to expand its specialist team. “It is one of the faster-growing areas of our business,” commentsJohn Anderson. “It is also maturing quite rapidly. Clients are becomingmore demanding, and rightly so. They expect a higher level of service and ofcourse they are always looking for more rapid results.” He attributes this development to a combination of factors, including thegeneral trend towards more flexible work practices and the drive tooutsourcing, which makes people realise that they do not have to do everythingthemselves. He also sees a link with the development of HR itself, as it movesaway from its traditional administrative and support function to become a keypart of business. Now that interim management is beginning to find its feet, its future lookspromising. “It has caught the mood of the times for its immediacy, flexibility andlifestyle attractions,” says Charles Russam, founder and managing directorof Russam GMS. “I believe the market will continue to grow as businessesof all sizes and in all sectors look for better ways of achieving their goalswhile reducing their overheads.” Nigel Corby agrees. “Even City institutions, those bastions ofconservatism in business, are increasingly turning to interim managers to dealwith the pace of rapid change that is sweeping through loft halls like ahurricane. I think the interim management market will become a much moreexciting way of managing change in the next 10 or 15 years. I am sure it ishere to stay.” How does it work?When selecting an interim manager you may be tempted to rely on the old boynetwork, but it is not to be recommended. “It is difficult to say ‘no’ toa friend or network colleague or fire him if things go wrong,” says NigelCorby. “Even if all goes well, you cannot be sure of getting the bestperson available.” Charles Russam agrees. “If you appoint someone you like who is not agood fit, this can be a recipe for disaster. You are also giving yourself a lotof work.”When time is of the essence, it makes sense to turn to an intermediary, whocan find the best match for your requirements with the minimum delay.So how does the process work? Practice varies but as a rough guideline,quality providers of interim management services proceed as follows.Interim managers start by working closely with the client to define theassignment, its objectives and anticipated duration. These conclusions arerecorded in writing, guaranteeing the client full confidentiality.Using their pool or database of active interims, they select one or twopotential candidates who have appropriate technical expertise and match thechemistry of the organisation. These candidates are introduced to the client,who makes the final decision.Once a contract has been agreed and the assignment has begun, the bestproviders monitor progress closely from beginning to end. This can beparticularly important in the crucial first few weeks.The exit process is equally vital. A good interim manager knows when the timehas come to move on and will provide any coaching or mentoring necessary toensure a smooth handover. A serious provider will audit the assignment tomeasure its success.How intermediaries source their candidates depends on the market sector.Providers at the top end of the market interview all potential candidatesbefore entry into a “bloodbank” of a few hundred high- calibreexecutives.Those catering for a broader range of assignments have databases of severalthousand potential candidates covering everything from director to functionalposts.Interim executives usually operate as limited companies and charge a dailyfee. According to the GMS Market Research Report, this ranges from just under£300 to almost £500. For a top-flight executive operating at or near boardlevel, rates begin at about £600, rising to £2,000 or more.Specialist providers of interim management services charge a percentage ofthe daily fee – usually about 25 per cent to 30 per cent. This buys not onlythe best technical and cultural match available, but speed. You could bemeeting potential candidates within days.Recruitment agencies operate differently. They charge an introduction feeand require the client to negotiate terms with the successful candidate.Interim managers are sometimes taken onto the client’s payroll – a practicewhich is not prevalent in the specialist interim sector – and they do notusually receive the same level of support once they are in the field.Productive asset or expensive liability?In November 1999 a Mori Captains of Industry survey commissioned by BIEBoard-level Interim Executive found that a third of senior managers had used aninterim executive at board level to implement change or manage transition. Themajority, by more than three to one, rated them as more suitable andcost-effective than management consultants.This reflects a growing awareness of the dynamic potential of interimmanagement as a strategic resourcing option.”Interim managers offer a broad range of experience and are a veryeffective resource,” says Nigel Corby. “They have no axe to grind andwon’t play corporate politics. They can also prove invaluable to the chiefexecutive when he wants to discuss internal problems. He can grapple withissues and gain from their experience and wisdom knowing that his confidencewill be respected. This is something he cannot do with a team member who ispermanently employed.”Corby believes that most interim assignments return well in excess of threetimes their cost. Why should this be and what are their advantages overpermanent solutions?Value for money Interim managers come with no hidden costs – nocontract of employment, no pension provision.Flexibility They provide additional resource as and when the needarises for specific projects or at times of peak activity.Speed of appointment They can be in post almost immediately. The costof delay in tackling a crisis or implementing a crucial project can be huge.Focus Unlike their colleagues in the organisation, they are notdistracted by career manoeuvring, their diaries are not filled with conferencesor industry meetings.Objectivity Uncluttered by cultural corporate baggage, they bringfresh eyes to the business. They have no emotional ties to the company and cancarry out unpleasant tasks with detachment.No learning curve They are usually overqualified for the assignment.Their experience allows them to hit the ground running. A special breed They are committed to independence as a careerchoice. They thrive on challenge and derive their job satisfaction fromresolving problems.Single-minded Because they have been hired for a specific purpose,they are deeply committed and focus all their energy on delivering results.This is heightened by the fact that they stand or fall by their reputation. Asone practising interim manager puts it, “You always give over and above 100per cent because you want the client to ask you back, recommend you to someoneelse or provide great references.”The benefits of interim management are not confined to large organisations,as HR recruitment consultant John Anderson explains: “Many smalle-commerce businesses are taking on interim recruitment managers to help themhandle a campaign of expansion from perhaps 10 staff to 100. It is the mostcost-effective approach, as six months from now their needs may change. “The same applies to HR. When it requires initial strategic input, theybring in a heavy hitter to set up the processes, policies and procedures, getthem going in the right direction and establish best practice. Once that isaccomplished, they recruit a more junior successor.”
OAKLAND — Jordan Bell knows there is a chance to play a bigger part with the Warriors this season, and the second-year power forward is embracing that.“I’m definitely ready for a bigger role,” said Bell, the former Oregon star, who elaborated on that topic with our Logan Murdock recently. “I think the work I put in this summer will shine during the season.”While the Warriors wait for All-Star DeMarcus Cousins to get healthy, Bell will be one of three players given the chance to compete for …
By Carol ChurchAs discussed in Can Members of the Military Get SNAP Benefits? we typically hope and believe that members of the military and their families will be provided for when it comes to food, shelter, and medical care. Most of the time, this is the case. However, occasionally families of lower-paid members or families in various special circumstances (such as those with many children or those with a disabled member) need assistance. The Special Supplemental Nutrition Program for Women, Infants, and Children (WIC) program provides specific nutritional support for pregnant and postpartum women and young children, and it is easier to qualify for than Supplemental Nutrition Assistance Program (SNAP).What is WIC?WIC provides redeemable vouchers for specific types of nutritious food to pregnant and nursing women and to infants and children under age 5. Examples of the types of food covered include fresh fruits and vegetables, dairy, eggs, meat, nuts, beans, and grains. Families can also receive vouchers for infant formula, an expensive product.Participants also have regular appointments with WIC staff to talk about nutrition and check in on their health. They will receive nutritional counseling, recipes, and other useful information. The point of the program is to make sure pregnant and postpartum women, infants, and young children who are at nutritional risk are eating well and doing well physically.How Do You Qualify?Typically, the family income for WIC applicants must be no more than 185% of the federal poverty line. You can see those numbers here. However, things are somewhat different for members of the military. Individual states have the option of excluding certain important military payments when calculating whether a family is eligible for WIC. These include, but may not be limited to:Basic Allowance for Housing (BAH)Family Separation Housing (FSH)Overseas Housing Allowances (OHA)Overseas Continental U.S. (OCONUS) Cost-of-Living Allowances (COLA)BAH, in particular, is typically not used when determining WIC eligibility. Thus, depending on which state the service member lives in, it may be possible to obtain WIC benefits even if total pay package is significantly higher than 185% of federal poverty.Pexels/Pixabay.com, CC0Members serving overseas may be particularly likely to be eligible for WIC due to how eligibility is calculated. This TRICARE page goes into detail about the Women, Infants and Children Overseas Program, which is relatrively new and offers WIC benefits to those overseas. This benefit may be quite important to young families living outside the United States.To ApplyTo apply for WIC, service members serving on base should first find out if there is a WIC office on base. Otherwise, visit this site to find out how to contact the appropriate WIC state agency.WIC is a modest program that provides healthful foods for growing families. It can temporarily fill financial gaps for families, especially those who struggle due to underemployment or unemployment of a military spouse. Since this is a common issue for military families, WIC has an important role to play.For more information on government programs that can assist military families with food needs, visit this FDA page. References:Lightfoot, L. (2017). How WIC Benefits Military Families. Retrieved from https://themilitarywallet.com/wic-benefits-military-families/National Military Family Association. (2016). No Child Should Ever Go Hungry—Nutrition Assistance Programs For Military Families. Retrieved from http://www.militaryfamily.org/featured-news/no-child-should-ever-go-hungry.htmlTricare. (2016). Women, Infants and Children Overseas Program. Retrieved from https://tricare.mil/wic/USDA. (2016). Women, Infants and Children (WIC). Retrieved from https://www.fns.usda.gov/wic/who-gets-wic-and-how-apply
“My team is preparing for the NCAA, it still needs more experience,” said San Sebastian coach Egay Macaraya in Filipino.Jessie Sumoda and Allyn Bulanadi put the finishing touches at the free throw line for San Sebastian.FEATURED STORIESSPORTSPrivate companies step in to help SEA Games hostingSPORTSPalace wants Cayetano’s PHISGOC Foundation probed over corruption chargesSPORTSSingapore latest to raise issue on SEA Games food, logisticsJM Calma led the Golden Harvest with 19 points and 11 rebounds while Bulanadi had 15 points, six rebounds, and five assists.Alex Desoyo also stepped up with 15 as he filled in for RK Ilagan, who fouled out late in regulation. Trending Articles PLAY LIST 00:50Trending Articles00:50Trending Articles00:50Trending Articles02:42PH underwater hockey team aims to make waves in SEA Games01:44Philippines marks anniversary of massacre with calls for justice01:19Fire erupts in Barangay Tatalon in Quezon City01:07Trump talks impeachment while meeting NCAA athletes02:49World-class track facilities installed at NCC for SEA Games02:11Trump awards medals to Jon Voight, Alison Krauss PBA IMAGESMANILA, Philippines—Valencia City Bukidnon-San Sebastian survived Che’lu Bar and Grill, 93-87, in overtime Monday to barge into the 2019 PBA D-League semifinals at Ynares Sports Arena in Pasig City.Mario Bonleon made the game-winning basket with 38.6 ticks to go as the Golden Harvest recovered after blowing a 14-point lead.ADVERTISEMENT Ethel Booba twits Mocha over 2 toilets in one cubicle at SEA Games venue Catholic schools seek legislated pay hike, too LATEST STORIES Filoil: UP, Adamson roll past foes Cayetano: Senate, Drilon to be blamed for SEA Games mess ‘Rebel attack’ no cause for concern-PNP, AFP PDEA chief backs Robredo in revealing ‘discoveries’ on drug war MOST READ DA eyes importing ‘galunggong’ anew Two-day strike in Bicol fails to cripple transport Don’t miss out on the latest news and information. Rey Suerte had a near double-double with 18 points and nine rebounds while Gab Dagangon had 16 points and six rebounds for Che’lu.Sports Related Videospowered by AdSparcRead Next Private companies step in to help SEA Games hosting View comments
Italy ‘Enough about Balotelli!’ – Bonucci frustrated by focus on Italy striker after France defeat Jamie Smith Last updated 1 year ago 07:14 6/2/18 FacebookTwitterRedditcopy Comments(0) Getty Images Italy Mario Balotelli France v Italy France Friendlies The Azzurri forward wasted a number of chances for Italy against France, but Bonucci defended the striker after a 3-1 loss Leonardo Bonucci says it is time to reduce the focus on Italy striker Mario Balotelli after the Azzurri fell to the first defeat of Roberto Mancini’s reign against France.Goals from Samuel Umtiti, Antoine Griezmann and Ousmane Dembele earned Les Bleus a 3-1 win in Nice on Friday, Bonucci’s reply a mere consolation.Balotelli struck on his return from four years in international exile in Mancini’s maiden match in charge against Saudi Arabia, but only hit the target with two of his six shots at his home ground, Nice’s Allianz Riviera. Article continues below Editors’ Picks Goalkeeper crisis! Walker to the rescue but City sweating on Ederson injury ahead of Liverpool clash Out of his depth! Emery on borrowed time after another abysmal Arsenal display Diving, tactical fouls & the emerging war of words between Guardiola & Klopp Sorry, Cristiano! Pjanic is Juventus’ most important player right now And Bonucci, who captained Italy despite Mancini suggesting the armband could go to Balotelli, is fed up with the media’s focus on the former AC Milan and Manchester City forward.”Enough questions about Balotelli, enough!” Bonucci snapped at Rai Sport post-match. “He makes mistakes like everyone else, he scores goals like everyone else.”He is working hard, he has gained experience and came here with the right attitude, but enough talking about Balotelli. We are a team, we cannot put too much pressure on him or minimise the impact of all the other players.”France completely outplayed Italy and at times looked like running riot, but Mancini – who offered opportunities to newcomers Mattia Caldara, Rolando Mandragora and Domenico Berardi – sought positives after tasting defeat for the first time.”This can help to gain experience. Nobody likes to lose, ever, but there were moments where we had the chances to make it 2-2,” the Italy coach said to Rai Sport. “Naturally, there is a difference between us and France at the moment.”It was a totally different game to Saudi Arabia and the players did very well. Perhaps the most important thing is that the debutants did well and if we continue like this, in a year we’ll be at their level, or close to it.”At this moment, unfortunately, France are superior to us and have so many players available to them. We must work and learn to get close to them, but we’re on the right track.”@FrenchTeam score at least goals Italy for theth time. Only Austria has also achieved this pic.twitter.com/RBX1qpdYvH— FIFA World Cup (@FIFAWorldCup) June 1, 2018Bonucci agrees the future appears brighter for Italy, who failed to qualify for the World Cup for the first time since 1958.”This team has talent coming through and we can only get stronger,” the Milan defender said. “France have enthusiasm and youth, but also a lot of experience with players at top clubs challenging for major honours. I think they are one of the favourites for the World Cup.”
About the authorPaul VegasShare the loveHave your say Keane and Mourinho ‘shocked, saddened’ after Man Utd defeatby Paul Vegasa month agoSend to a friendShare the loveManchester United identities Roy Keane and Jose Mourinho slammed their old team after defeat at West Ham.Goals from Andriy Yarmolenko and Aaron Cresswell earned West Ham their second successive home win against Manchester United, who remain without a league win on their travels since February.Former United captain Keane said: “I don’t know where to start. I’ m shocked and saddened about how bad they were.”Everything about United, lacklustre, no quality, no desire, no characters. It’s a long way back for United. It’s scary how far they’ve fallen.”Ex-manager Mourinho also said: “We were bad last season and I don’t see any improvement. I like these three (signings) they bring good quality but the team as a team I don’t at all and I’m not surprised by the result and I don’t think Ole can take any positives from the game.”