Author Archives: Blanco

Innocent Hearts give diapers to the families in need!

17 Oct 18
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Felices de recibir sus pañales gracias a todas las empresas que nos apoyan y respaldan.

Apoya nuestra causa con una donación!







Happy to receive their diapers thanks to all the companies that support us

Help us with a donation! The children and families in need are the priority!


Donating to the families in need!

17 Oct 18
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En el piso 4 haciendo entrega de pañales a nuestros recién nacido miles de gracias y bendiciones para todas esas personas que nos apoyan y respaldan En el piso 4 haciendo entrega de pañales a nuestros recién nacido miles de gracias y bendiciones para todas esas personas que nos apoyan y respaldan

Si quieres ayudarnos en nuestra labor visita nuestra pagina de GoFundMe y dona para los niños y las familias más necesitadas
On the 4th floor giving diapers to our newborn thousands of thanks and blessings for all those people who support and support us!
Support our cause and visit our GoFundMe page and donate in favor of the children and families in need!

GE, J.C. Penney Shares Revitalized By New Leadership

17 Oct 18
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BY Elizabeth Balboa



The Odds Of Outperformance

Those peaks weren’t entirely expected. A CEO change generally comes with more downside risk than upside risk, according to Investopedia. However, certain factors flip the odds.

In GE’s case, the circumstances around Culp’s rise were promising. Although the market generally favors company veterans with intimate knowledge of the operations, Culp — the first outsider in GE’s history not to have risen from within — boasts the backing of the entire board, which often inspires investor confidence.

Soltau is similarly a J.C. Penney outsider. However, she’s a 30-year veteran of the retail industryand brings experience as CEO of Jo-Ann Fabric and Craft Stores.

Not only that, but J.C. Penney had been leader-less since Ellison’s departure, and investors were impatient for a new appointment. During the transition period, the company reported a significant bottom-line miss driving a 41-percent plunge. Soltau’s appointment was a relief.

What’s Up Next

Optimism around GE’s transition may not last long. In fact, CNBC’s Jim Cramer had expected a different market reaction from the start.

“When you boot a CEO after just 13 months, the presumption is that the company’s doing far worse than you think,” Cramer, host of “Mad Money,” told viewers. “Otherwise, why not let Flannery muddle through, right?…We learned, once again, that GE is doing far worse than we thought, that the power division is even more of a disaster, and there’s no easy fix whatsoever.”

Sears Declares Bankruptcy, Lampert Steps Down As CEO

17 Oct 18
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BY Elizabeth Balboa



What Happened

On Monday, management declared Chapter 11 bankruptcy and announced an immediate CEO change for the 126-year-old company.

CEO Edward Lampert will remain chairman of the board, but executive leadership will be granted to a new Office of CEO occupied by CFO Robert Riecker, Chief Digital Officer Leena Munjal, and President of Apparel and Footwear Gregory Ladley.

With a new independent restructuring committee, the firm will also accelerate “strategic transformation” with 142 store closures, considered sales of stores and assets, and reorganization around a smaller store platform comprised of locations boasting positive earnings before interest, tax, depreciation and amortization.

In the meantime, Sears will attempt financial restructuring with $300 million in senior debtor-in-possession financing secured from revolving lenders and is currently negotiating another $300 million in junior debtor-in-possession financing from Lampert’s ESL Investments, Inc., Sears’ largest shareholder.

Why It’s Important

Sears’ liquidity position has long hindered recovery efforts, according to leadership.

“The Chapter 11 process will give Holdings the flexibility to strengthen its balance sheet, enabling the Company to accelerate its strategic transformation, continue right sizing its operating model, and return to profitability,” Lampert said in a press release.

Critics have attributed many of the company’s woes to Lampert, who withheld resources from new ventures and store remodeling and expansion. Since he took leadership in 2013, the firm has closed 72 percent of stores and lost 68,000 employees. It now loses $125 million per month.

What’s Next

Management confirmed its Sears and Kmart starts and electronic platforms will remain open for business, continue paying wages and honoring member programs, and see “operations continue in normal course.” It intends to complete restructuring “as expeditiously as possible.”

The firm is in sale talks with ESL for a significant portion of stores, and it will close the 142 unprofitable stores by the end of the year. Liquidation sales at those sites will begin soon.

The stock was down about 10 percent to 37 cents per share in Monday’s pre-market session.

These business A-listers are skipping Saudi Arabia’s big conference

17 Oct 18
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by CNN Business staff



Most of the big names who were due to attend Saudi Arabia’s investment conference next week have bailed out following the unexplained disappearance of prominent journalist Jamal Khashoggi.

IMF Managing Director Christine Lagarde joined the list of dropouts on Wednesday, closely followed by the heads of two of France’s biggest banks.
Wall Street’s biggest names withdrew earlier this week, as did some of Europe’s top executives in finance.
The biggest question mark hangs over the attendance of US Treasury Secretary Steven Mnuchin, who is still scheduled to attend. President Donald Trump said a final call would be made by Friday.
Khashoggi, a Washington Post columnist, hasn’t been seen since he entered the Saudi consulate in Istanbul on October 2.
Turkish officials have told CNN he was killed inside the consulate. Saudi authorities have so far maintained that Khashoggi left the consulate the same day, but they have provided no evidence to support the claim.
The Saudi conference, known as “Davos in the desert,” is part of Crown Prince Mohammed bin Salman’s plan to transform the oil-dependent economy.
These are the high-profile participants who have already pulled out:
  • JPMorgan Chase CEO Jamie Dimon
  • Ford Executive Chairman Bill Ford
  • Uber CEO Dara Khosrowshahi
  • Blackstone CEO Stephen Schwarzman
  • Blackrock CEO Larry Fink
  • MasterCard CEO Ajay Banga
  • Viacom CEO Bob Bakish
  • HSBC CEO John Flint
  • Credit Suisse CEO Tidjane Thiam
  • BNP Paribas Chairman Jean Lemierre
  • Societe Generale CEO Frédéric Oudéa
  • Standard Chartered CEO William Winters
  • London Stock Exchange CEO David Schwimmer
  • IMF Managing Director Christine Lagarde
  • Glencore Chairman Tony Hayward
  • Thrive CEO Ariana Huffington
  • Google Cloud CEO Diane Greene
  • Sinovation Ventures CEO Kai-Fu Lee
  • World Bank President Jim Yong Kim
  • Los Angeles Times owner Patrick Soon-Shiong
  • Economist Editor-in-Chief Zanny Minton Beddoes
  • New York Times columnist Andrew Ross Sorkin
The chief executives of a handful of prominent Asian and European companies — some of whom have benefited from hefty Saudi investments — are still planning to attend, or are refusing to talk about their plans.
Here’s a list of big names who are still planning to participate:
  • US Treasury Secretary Steven Mnuchin
  • Siemens CEO Joe Kaeser
  • EDF CEO Jean-Bernard Lévy
  • Thales CEO Patrice Caine
These executives have not yet commented on whether they still plan to attend:
  • SoftBank CEO Masayoshi Son
  • Accor CEO Sébastien Bazin

What sets the best executives apart from everyone else

17 Oct 18
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BY Jeanne Sahadi



Managerial competence, expertise and a great track record are some of the key traits that can help get you promoted to the C-suite. So, too, can being well-suited to handle the pressures particular to your industry.

But executives who end up becoming the very best leaders usually bring something more: a high level of emotional and moral intelligence.
That intelligence is what helps them create environments that people want to work in. It’s what helps them hire and retain great talent. And it’s what leads them to handle problems and failures more productively.
One long-term study even found that top executives who possess “high characters” run more profitable companies than others.

What separates the best from the rest

Here are just five of the distinguishing traits that set executives with high emotional and moral intelligence apart:
Attuned to others: They understand employees are people with lives, not just assets with skill sets.
They get to know who their employees are and listen to their concerns, which helps build trust and connection, according to Dr. Karol Wasylyshyn, an executive coach and author of “Destined to Lead.”
Emotionally self-aware: Being conscious of your own emotions and channeling them in ways that help you do your job is common in excellent leaders, Wasylyshyn noted.
Knowing the best time to express anger, for instance, can be very effective. But raging regularly is not.
The best executives also are aware of their own vulnerabilities and fears, she said.
Committed to putting the right people in the right roles: An emotionally intelligent leader is not afraid to fire or transfer people if they’re not the best fit for their jobs. But they do so in a way that lets the person leave with grace and dignity, Wasylyshyn said.
Trying to make something work with the wrong people because you can’t bring yourself to replace them is one of the biggest regrets that retiring CEOs express, she noted.
Able to live with discomfort: Highly evolved leaders are not afraid to act on tough decisions, even though they may involve risk and will invite criticism, said Dr. Ken Settel, a principal at the Boswell Group, a business consulting firm.
Other leaders, by contrast, can get tied in knots by uncertainty or the prospect of displeasing others. Or they can’t tolerate assertiveness or aggression.
“You’re always balancing interests. People can be very critical of you,” said Settel, who wrote “CEO Psychology: Who Rises, Who Falls and Why.”
Strike a balance: Everyone has stronger and weaker tendencies that influence their actions. Successful entrepreneurs, for example, tend to take more risk than most.
But when it comes to leading others, achieving greater equilibrium emotionally and socially can work to your company’s advantage.
The Flippen Group, a corporate talent and team development firm, uses a test to tease out how strongly clients exhibit key traits (e.g., self-confidence, ability to defer to others, dominance, nurturing and criticality or the tendency to look for what’s wrong). Some of the best leaders’ typically score in the middle range, the firm’s researchers have found.
“Those with great social-emotional balance truly care about their people and show it,” saidFlip Flippen, the firm’s founder. That, in turn, can boost employee engagement.
By contrast when people score outside the middle range on some important traits, that may constrain their ability to lead well.
Take leaders who score low on nurturing and high on criticality.
“They don’t celebrate or affirm their people. They don’t act respectfully toward them. They don’t know how to apologize. And they want everything yesterday,” said Flippen, a psychotherapist.

It pays to have good character

KRW International, a leadership consulting firm, conducted a long-term study of 84 companies to assess leaders’ character. Researchers measured character based on four principles: integrity, responsibility, forgiveness and compassion.
In the study, executives scored themselves and a random sampling of their employees also scored the executives.
What KRW found is that the companies with leaders that had the highest average score across all four principles typically had higher employee engagement, reduced financial and legal risk and a much higher return-on-assets than companies with leaders whose scores were lower.
“High-character people tell the truth and have appropriate failure tolerance. That’s what makes people want to run through walls for them,” said Kelly Garramone, a managing partner at KRW.
And having someone at the top who is known for having a “high” character can positively influence behavior down the chain of command.
Interestingly, Garramone noted, a leader’s reputation among employees is more closely tied to business performance than a leader’s self-assessment.
So a CEO may think he has a lot of integrity and compassion. But if his employees don’t perceive that, the company is likely to perform less well than it otherwise might.

These companies got rid of job titles. Here’s what happened

17 Oct 18
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BY  Kathryn Vasel



A job title can say a lot about a person. It can give a sense of seniority or experience and also be indicative of someone’s salary or serve as motivation to climb the career ladder.

But for these very reasons, some companies are getting rid of them.
“Clients have absolutely no clue what all these titles mean, and it’s basically a nuclear arms race,” said Ed Mitzen,who launched advertising agency Fingerpaint Marketing, in 2008 without job titles.
He pointed to the gaggle of 24-year-olds running around with vice president titles at banks and ad agencies.
“I wanted to strip out and get rid of these artificial titles and just have everybody work in a functional area,” he said.
Mitzenrarely uses the title CEO, though that’s essentially what he is, and he usually only uses the term in legal documents. Instead, he tells people that he helped start the business.
Not having titles makes workers feel more comfortable speaking up and sharing ideas, he argued.
“I didn’t want the 23-year-old to be afraid to speak up in a meeting because they weren’t a vice president, and I didn’t want people’s egos to get in the way of doing great work.”
Doing away with job titles doesn’t mean there’s no organizational chart or that people don’t know who they report to.
At Cloud-based payroll platform Gusto, workers often identify themselves by their responsibility or team.
“Titles can be a distraction,” said co-founder Josh Reeves. “And in a fast-growing startup, using titles can lead to title inflation.”
There are eight levels of employees at Gusto: entry-level employees start out as a “Level 1” and “Level 8” is Reeve’s level. Every role has a different set of expectations and goalsand department heads make it clear who reports to who.
Celebrating and rewarding achievements is even more important in offices where there are no titles to make sure workers feel that they have a career path.
At Gusto, employees sit down with their “people empowerers” (what it calls managers) at least once a month to discuss their performance and potential opportunities.
“Leaders need to have the ability to give really constructive feedback on career, compensation and professional growth,” said Reeves.
Fingerpaint gives out “piton awards,” named after the mountain climbing tool, to showcase when a worker has done a good job and is taking on more responsibility. These awards come with salary increases.
Trying to find a new job without an official title hasn’t been hard for Mitzen’s workers. In fact, he said, it can be an advantage. “They can basically go to another agency and sort of make it seem like they were responsible for more than they were,” he said.
When seeking new employees, descriptive job postings are essential — especially since there aren’t job titles to give potential candidates an indication of career and experience level.
“We spend a lot of time highlighting the specific needs and the ownership the role will take on projects,” said Reeves.
Still, not everyone can embrace a no-title policy.
“It’s a great filter,” said Mitzen. “Some people value the big corner office and big fancy titles. There is nothing wrong with that, but we may not be the best company for you based on how we work.”
But not having job titles can get tricky as a company grows.
Fingerpaint Marketing has around 200 employees, with five offices across the country. Mitzen recently hired someone to help run the people and culture group to help figure out how to keep growing sans titles. A major part of the role is developing programs to ensure that workers are recognized and rewarded.
“A company of 300, you can manage by walking around,” said Alec Levenson, senior research scientist at the Center for Effective Organizations at the University of Southern California. “If that 300 grows to 3,000, it will not be able to function. That is when you need more process and formalization of hierarchy roles.”

Our NGO “INNOCENT HEARTS INC” is giving hope to the children of Venezuela!

17 Oct 18
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Our NGO “INNOCENT HEARTS INC” is giving hope to the families and children in need in Venezuela!


In our day for the delivery of diapers in the Maternity Concepción Palacios, because every drop counts!
Help us with a