A Devon nursery is celebrating after Ofsted praise, saying the centre was good in three categories and outstanding in another.

Park Hill Nursery at Wilcombe Primary School was visited by Ofsted on June 28 with the findings released last month. The report says the personal development, behaviour and welfare are outstanding.

Children are extremely independent, the report said.

Staff provide highly effective support so children of all ages try to achieve new skills for themselves. For example, under supervision and skilful guidance, young children pour drinks for themselves and others. They learn exemplary hygiene practices, such as washing their hands after having their nappy changed. This prepares them extremely well for their next stages of self-care.

Staff involve older children very well to help set up activities and make choices about what they want to do and how. Staff work exceptionally well with parents to support children's personal development and well-being, such as potty training. Children relish being outdoors, enjoy exercise and gain an excellent awareness of their own safety. Staff use praise and encouragement highly effectively so children want to persevere and achieve.

The report also listed the nursery as good in effectiveness of leadership, quality of teaching, learning and assessment, and outcomes for children.

The report adds that the nursery offers good support and monitoring enable the strong management team to focus professional development for staff effectively. They help staff well to develop their teaching techniques, support individual children and provide them with good outcomes.

It says: For example, speech and language training has assisted staff in knowing how best to enhance their support so children make quicker progress.

Staff provide excellent support for children's physical and emotional well-being. Children have highly secure attachments in the nurturing environment. This underpins their very good confidence to explore the excellent resources and lead their play.

Staff consistently observe children's development and share accurate information with parents. They know the children well and plan a wide range of activities and experiences that motivates children to learn. All children make good progress from their starting points.

Managers are proactive in forging strong partnerships with parents, other providers and outside agencies. This ensures a consistent approach to children's learning and development.

Children learn to manage their behaviour and feelings extremely well. Staff are outstanding role models. For example, they help older children very well to listen to others and learn we all can have different opinions and to work together harmoniously.

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Ofsted praise Tiverton Nursery saying development, behaviour and welfare are outstanding - Devon Live

Your romantic partner can be a source of encouragement or discouragement and whether they uplift you or deflate you can determine what you achieve in life. New research also suggests that if you have a partner that is supportive, you are more likely to take advantage of opportunities for personal growth that come your way (Feeney et al. 2017). On the other hand, if your partner is not so supportive of you in your relationship, you are more likely to forgo opportunities for personal growth.

In this study, 163 married couples who had been married on average 9.68 years and romantically involved for an average of 12 years, were divided into two roles where one was given a decision making role and the other, unbeknown to either of them, was observed for their role in supporting their spouse during the decision-making process. The 'decision-maker' was given the choice to accept the potentially challenging opportunity of giving a speech and compete for a prize worth up to $200 or decline it in favour of the non-challenging opportunity of solving a very simple puzzle for no external reward.

The researchers found that those with a supportive spouse - as determined via questionnaires and secret cameras - were more likely to take advantage of the potentially challenging opportunity. The researchers also found that those who had supportive partners and had opted for the challenging task during the first phase of the study, also reported more personal growth, mental well-being and better relationship experiences six months later than those who had opted for the simple puzzle task.

Clearly, your choice of partner can influence your personal growth via the way in which he or she supports or hinders your decision making when it comes to important choices that will help you to develop yourself as a person, increase your skills, achieve goals and develop your self-image. As demonstrated by the research, and as one would expect, how you personally develop over time is integral to how happy you will feel and this will inevitably impact the quality of your marriage or partnership.

Applying This To Your Romantic Relationship

Is your partner a source of emotional support, do they help you to believe in yourself and encourage you to take on challenges that help you to develop as a human being or are they unsupportive, undermine your self-belief and directly or indirectly prevent your personal growth? You'll know the answer to this by reflecting on past words and behaviours they have used and watching out for their future communication and action.

If they consistently voice words of encouragement and help you in practical ways to pursue your goals, for example, through helping you to overcome any challenges themselves or taking on other responsibilities you have so that you have more time to pursue your new goals, they're a supporter. If they inconsistently voice words of encouragement or mostly use discouraging sentiments and do not often help you in practical ways, to pursue your goals (or only do so begrudgingly), they are not a supporter. If the latter is the case, you need to (a) find out what is motivating their unsupportive behaviour, (b) decide if there is anything you can do to change this to make them genuinely supportive and take action on this and then (c) decide whether you want the repercussions on your life, happiness and well-being of being with someone who is unwilling or incapable of supporting you.

What's The Motivation Behind The Behaviour?

Now if you want to understand yours or your partner's motives for encouraging/supporting or not encouraging/supporting one another in making decisions that lead to the other's personal development, here are some statements to consider (taken from the study) and see which list your/their motivations mostly fall under, the first or the second.

The first list states relatively selfish motives and the second list states relatively altruistic motives. The selfish motives may stem from low self-esteem or insecurity within the relationship or mere self-centredness. Either way, those issues need attention if you are to go on and have a healthy, happy, lasting relationship.

Remember, a supportive partner encourages personal growth which in turn leads to psychological well-being and a happier, healthier relationship. For your relationship to flourish, you both need to flourish.

Reference:Feeney, B. C., Van Vleet, M., Jakubiak, B. K., & Tomlinson, J. M. (2017). Predicting the Pursuit and Support of Challenging Life Opportunities. Personality and Social Psychology Bulletin, 43 (8), 1-17. DOI: 10.1177/0146167217708575

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Partner Power: Supportive Relationships Linked To Personal Development - HuffPost UK

Setting goals, managing your time, being motivated and being able to focus are all self-management skills that great IT managers cultivate.

Despite this, skills classes for managers tend to focus around time management and organization. Here are some other self-management skills, and ways you, as a manager, can work on developing them:

Maintaining a focus on projects, the mainstay of IT, seems obvious for IT managers but it isn't easy.

How many times do you get pulled away from projects to sit in on all-day administrative steering committees, or to participate in other non-IT functions?

This is a difficult quandary to manage through, because it is critical for you to represent your organizations in company meetings, but you also have to keep your fingers on the pulse of projects.

The solution:

When you anticipate having full days of outside meetings, come in early and take an extra hour to touch base with your project leads.You don't want make a practice of having too many overcommitted days like this, but taking that extra hour in the morning has saved many IT managers the headache of having to straighten out major issues that arose in their absence, and that they could have prevented if they'd stayed in touch.

SEE: Time management tips for tech professionals (free PDF) (TechRepublic)

It's easy to become so preoccupied with budgeting and staffing that you maroon yourself in your office and don't show yourself to be an interactive team player to your staff.

IT managers can ill afford to do this when projects depend upon strong collaboration and teamworkand then they themselves fail to demonstrate those qualities.

The solution:

Get out from behind your desk for at least one hour per working day to mingle with staff and assess project work. If there is a project problem that requires collaboration and you can help, play a key collaborative role in the meeting. Also take the time to circulate among offices and cubicles to interact with staff and get to know them. The more you establish open communications and personal comfort levels with your staff, the more they will feel at ease and work together as a team.

SEE: Knowledge transfer: An underutilized approach to developing IT skills (Tech Pro Research)

Great managers are in demand for many other types of company functions. This is why it's important to make the supreme effort to keep your personal and professional lives in balance as much as possible.

It can be tough to do.

"I was literally going down the tubes," Phyllis Stewart Pires, who was heading up the global gender, diversity, and work-life office of a major tech company, told New York Magazine, in an article on work-life balance. "I was missing family events. My friends were calling me out on being AWOL. My husband was calling me out on not doing my share. It was almost like I was obsessed with this idea that people were counting on me to really make a difference in their workplace. I couldn't let them down."

SEE: How to create work-life balance in tech: 7 tips from the C-suite (TechRepublic)

The solution:

Set aside time for your family and friends in the same way that work will make its own demands on your timeand evaluate whether your work and personal life are staying in balance on a regular monthly basis.

Regular evaluation is important because it can be easy to lose this balance if you don't continuously work at keeping it.

Some years ago, I was in a management job that required me to spend 80% of my work time travelingl. I found that work was overshadowing my family time. I made a conscious decision to change jobs so that a better work-life balance could be achieved.

As a manager, you likely spend a lot of time assessing skills shortfalls in projects and in staffbut you should also keep an eye on your own skill development. .

One key project administrative skill that is developmental for many managers is capturing the time and cost of projects. In other cases, it can be beneficial to gain a better understanding of the end business so you can better align IT projects and results with business needs. If you come from a more technical disciplines, you may want to work on improving your communication skills. Whatever development areas you need to shore up, identify them and then make a plan to acquire the skills that you need.

At the end of the day, managers are hired to manage people and projects but those who excel as managers will tell you that to do either of these well, you first have to successfully manage yourselfand to take your own steps to get there.

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4 self-development tips for tech leaders - TechRepublic

Disheartened over the teacher-student disconnect that impeded learning in Indias mainstream public education system, a veteran educator named Elizabeth Mehta believed she had a solution: a model where teachers, teacher educators, and students learn from each other. In 2003, having developed seven women from Mumbais marginalized community into skilled, early childhood teachers, she and her husband Sunil Mehta launched an NGO called Muktangan, derived from Hindi, meaning free space.

Over the ensuing years, they launched seven municipal schools plus a teacher education center, and partnered with UNICEF to train government master educators who, in turn, trained more than 10,000 teachers in the state of Maharashtra.

As Muktangan scaled and the work of managing the NGO grew, the Mehtas decided to gradually transition out of day-to-day leadership. They recruited three separate executives in succession, in an attempt to find a new leader for Muktangan. For different reasons, all three amicably departed.

The Mehtas have now turned to building a senior team from within the organization and coaching its members to lead, as it is this team that shares Muktangans values and vision. They have identified a promising individual from the team, who will ultimately take the NGOs helm. If Muktangan is going to sustain and expand, it can no longer be led just by us, says Elizabeth Mehta. They just had to find the right leader.

The Mehtas story is not uncommon. Their conundrumhow to let go of an organization they brought to life and successfully transition to a new leaderextends across much of Indias social sector. Our research reveals that widespread doubts persist about whether NGOs and funders have done enough to develop the leaders who will replace the sectors first-generation pioneers.

In part, the sectors misgivings stem from a growing recognition that many Indian NGOs overly depend on a single leader, often the founder. A recent Bridgespan Group survey of approximately 250 NGOs (to the best of our knowledge, the first data-driven study of NGO leadership development in India) revealed that founder dominance runs deep. Founders are engaged with about 88 percent of NGOs launched more than 20 years ago and have remained at the helm (as founder-leaders) of more than a quarter of these organizations. And founders are involved in 99 percent of NGOs launched between 11 to 20 years ago. Yet these founder-leaders do not often think about the next generation; 50 percent of the surveyed NGOs do not have any leadership succession plans in place, and more than 70 percent of NGOs lack a succession plan even for their senior-most leader.

Diving in further, we probed a set of exemplar NGOs profiled in the Stanford Social Innovation Review article, Why Indian Nonprofits Are Experts at Scaling Up, which spotlights 20 organizations that have extended their reach to millions of constituents. With an average tenure of 22 years, founders currently leadin title or in practice65 percent of them.

Like the Mehtas, some of the pioneering social entrepreneurs who launched NGOs a decade or two ago are beginning to relinquish their spot at the peak of the organizations pyramid. Those who are contemplating a transition or have recently done so include: Madhu Dasa, who gave up the CEO post at Akshaya Patra, which he founded in June 2000; Dipak Basu, who conceived Anudip in 2005 and recently brought on an executive director to begin managing the NGO day to day; Matthew Spacie, who founded Magic Bus in 1999, attempted to bring in a successor for several years and recruited Jayant Rastogi as the CEO in 2016; and Vishal Talreja, who launched Dream a Dream with 15 others in 1999 and remains as chief executive, but restructured the organization in part so he could relinquish some of the decision-making.

Given the long tenures of some NGO founders, the pace of turnover will likely accelerate in the coming years. The next generation of leaders will soon have to fill the vacuum. But according to our survey and more than 50 follow-up interviews,1 they are ill-equipped to do so. More than half of the surveyed NGOs do not feel confident that anyone internally could effectively lead the organization in the absence of their senior-most leader.

Most leaders do not strive to develop leaders, says Megha Jain, an associate director at the strategic philanthropy foundation Dasra. Many acknowledge [the need] when pointed out, but do not think about it as a primary part of their job or prioritize it against other urgent, day-to-day deliverables.

Evidence that Indian NGOs are failing to put a premium on developing leaders includes:

Even basic systems for monitoring performance are rare among Indian NGOs. (Image by Alison Rayner)

The result: Indias NGOs lack a deep bench of homegrown leaders who can support the pioneer at the top and step up when that person leaves. The implications threaten these organizations ability to sustain and scale impact, at the very moment when stakeholders expectations of impact are climbing. Funding flows into the social sector are escalating, driven by the rise in individual philanthropy and corporate social responsibility contributions. Funders and NGOs themselves are demanding better and bigger results. If Indias NGOs are to make real strides toward ambitious goals such as providing equitable healthcare, ensuring high-quality education for children, or providing access to safe drinking water and basic sanitation, they will have to confront the unassailable fact that exceptional organizations rely on exceptional leadersand they need to grow more of them.

Fortunately, NGOs recognize they need to fill this talent gap, and take on the challenge of cultivating homegrown leaders who will support and succeed the pioneering founders. A full 97 percent of survey respondents say leadership development is vital to their organizations success, a belief echoed by funders. And some NGOs are already taking replicable steps to grow their in-house leadership talent. Their experiences, gleaned from interviews and secondary research, identify the building blocks for surmounting three critical barriers to developing leaders: underinvestment in a foundational culture, irregular leadership needs assessment, and anemic leadership development practices and systems.

Barrier 1: NGOs lack a foundational, leadership development culture and often do not have a shared understanding of what this should look like. Pushed in part by donors to focus almost exclusively on delivering programs, NGOs do not emphasize talent development and often shortchange themselves by under-investing in people. In our interviews, several NGO leaders struggled to articulate what leadership development means. They associated development primarily with training programs and sending leaders to conferences.

Building block: Starting at the top, NGOs need to build a culture where leadership development is everybodys business. It takes dedicated founder-leaders to define and grow a culture that nourishes the next generation. Those who commit to the challenge hold themselves accountable for their own and others development. The ideal is for people at every level to feel confident enough to champion learning, the first step to leading.

One such organization that has started down this path is Smile Foundation. Launched in 2002, Smile Foundation takes a holistic approach to driving social change by focusing on child education, family healthcare, employment enhancement, and womens empowerment. Today, the NGO reaches 400,000 children and their families in urban slums and villages in 25 Indian states.

The organizations Empowering Grassroots initiative aims in part to build leadership capacity in community-based organizations working in villages and slums. Building on the same theory, Smile Foundations model seeks to empower employees at every level by ensuring that decision-making is decentralized at the level of the regional director, manager, or team closest to the issue. Because decision-making is pushed to the front lines, more people can build skills through on-the-job experience. Leadership is not associated with position and power, says Amit Prakash, senior manager of research and program development. Anybody can play that role.

Even as Smile Foundation works to put more authority in the hands of employees through their daily work, it also cultivates additional learning opportunities to increase the odds that people grow and make better decisions. Leaders encourage senior managers and people with particular skill sets to informally mentor junior staffers and stakeholders. At the same time, the organization has implemented specific mechanisms to help people build skills together. For example, it participates in an initiative called Change the Game Academy, which combines online courses and face-to-face coaching on project management, communication, and local fundraising. And groups within Smile Foundation, such as the Project Approval Committee, give emerging leaders the opportunity to step outside their daily responsibilities and think about challenges confronting the entire organization.

Finally, Smile Foundation has rolled out a 2017-2018 work plan that seeks to build employees ability to innovate and lead. As part of that effort, it will put in place succession plans for current leaders, beginning with the chief operating officer, who hopes to identify a successor in the next three to five years. In this way, Smile Foundations executives begin to build pathways for next-generation leaders.

Barrier 2: NGOs do not assess their leadership needs on a regular basis, especially in the context of meeting future challenges and seizing opportunities. Fifty percent of NGOs surveyed said they do not formally assess their leadership needs on a regular basis, including 22 percent who do not assess their leadership needs at all (see below).

Few NGOs regularly assess their leadership needs, even larger NGOs. (Image by Alison Rayner)

Building block: NGOs need to map leadership development needs and adapt as the organization scales. Organizations get a higher return on leadership investments when they target the white space between their current base of skills and their future challenges. Founder-leaders (like other senior leaders) at high-performing NGOs define the organizations goals and then determine the skills required to achieve them. This allows them to meaningfully measure their leaders performance and future potential, and plan for any gaps. Importantly, they do not cling to the organizations leadership model; rather, they adapt it for the future.

Consider the Bangalore-based, Janaagraha Centre for Citizenship & Democracy, which seeks to improve the quality of citizenship and infrastructure in Indias cities. The NGO, which has 115 full-time employees, focuses on civic learning, civic participation, and city-systems reforms. Since the organization launched 16 years ago, its founders have constantly reassessed and reinvented its leadership structure to better confront emerging challenges. The NGOs leadership model has so far undergone three major iterations:

Seeking to backfill the gaps in Janaagrahas operational expertise, the founders recruited private-sector executives with deep experience in areas such as finance, IT, and marketing. They then installed a five-member management committee to steer the organization. The move pushed the second-line leaders to step up and take full responsibility for all of Janaagrahas operations, not just their individual portfolios. In that way, the organizations bench learned to lead by doing.

In 2016, the Ramanathans decided to augment the committee with a chief executive, but with one stipulation: The CEO had to come from within. It would take too much time for an external recruit to learn to navigate the complexities of managing Janaagrahas programs. Together, the senior leaders selected Srikanth Viswanathan, then-coordinator of advocacy and reforms, to shepherd Janaagraha into the future.

Janaagraha also engaged the consultancy Aon Hewitt in a year-long effort to help it become a learning organization (as outlined in Peter Senges book, The Fifth Discipline). The endeavor, led by the NGOs founders, involved using focus groups, case studies, and various assessment tools to examine Janaagrahas current leadership team and design for the future. Next, CEO Viswanathan wants to roll out an organization-wide performance competency framework developed with the help of a senior executive volunteer from the Tata group.

Barrier 3: NGOs lack processes, systems, and practices for developing leaders. While on-the-job stretch experiences can be powerful, founder-leaders do not systematically plan for them or ensure they meet development needs. Nor do they supplement these experiences with formal programs that build leadership knowledge and skills. Underlying causes for todays ad-hoc development practices include insufficient resources (both funding and tools), low awareness, and lack of prioritization.

Building block: NGOs need to provide opportunities tailored for high-potential talent that make leadership development an everyday habit. Founder-leaders who successfully build homegrown leaders do three things well: track and assess the performance and potential of second-line executives and managers, provide constructive feedback, and deliver learning opportunities customized to each individuals development needs. These organizations understand that leadership development works best when such tasks are woven into a formal process, which helps build a culture of continuous learning and improvement.

And yet, even though the vast majority of survey respondents say that leadership development is vital to their future success, more than half concede they are incapable of grooming the talent within their own ranksan extraordinary waste of human potential. A notable exception is an NGO called Make A Difference (MAD).

Launched in 2006, MAD mobilizes 4,250 young leaders to seek better outcomes for roughly 3,400 children annually in shelter homes that extend across 23 cities. MADs holistic range of interventions includes academic support, life skills, emotional health, and transition readiness.

MAD transitioned to a dual leadership model in 2014, when an external advisor, Rizwan Tayabali, joined founder Jithin Nedumala as co-CEO. Together, the CEOs set a tone of collaboration and learning for the organization. MADs second line is comprised of directors (akin to division heads) who serve as the core decision-making team and mentors for the next level, the regional managers. Directors are expected to think like chief executives, and regional managers are encouraged to think like directors. The logic: Get people to look beyond their functional roles and take on more responsibility for the organizations outcomes. For example, managing revenue streams is not just the finance teams problem. All of us, says Tayabali, are responsible for money in and money out.

MAD has created a suite of explicit, low cost practices to help directors grow leadership skills, including:

MAD is already seeing results such as more efficient decision-making and clearer alignment around goals. Thus, Tayabali and Nedumala are pushing leadership development practices further out into the organizationto regional and city managers, and even its sprawling network of young leaders.

For all of this leadership development innovation, neither Smile Foundation, Janaagraha, MAD nor any other NGO can fully empower its next line of leaders and transition from pioneering founders on its own. Funders have a critical role to play, especially around supporting grantees and building an ecosystem around leadership. However, fewer than 30 percent of NGOs report that funders are involved in their leadership-building efforts, and more than 50 percent of survey respondents report that their organizations have received zero funding to develop leaders over the past two years.

As Aparna Sanjay, executive director at Social Venture Partners India, concedes, Even large grantmakers insist on funding only projects. We all need to make more strategic investments for organization building such instances are very few and far between.

Funders focus on tangible outcomes is understandable; we all want to see social change investments benefit constituents. But when funders hold back on investing their influence and resources in general operating support for good overhead like leadership development, they undercut the very processes that can sustain and scale NGOs over the long term.

Funders can do far more to help founder-leaders at NGOs develop homegrown leaders. They can start by providing financial resources and expertise to help grantees build their leadership benches. That means paying what it takesideally through unrestricted funding or capacity-building investments tailored to grantees specific needsto build leadership capacity (see below). They can also add incentives to their grantmaking, by including specific requirements for developing leaders.

Money catalyzes efforts to build effective leaders; so too does knowledge. Funders also have a vital role to play in connecting NGOs to relevant expertise, whether though formal networks such as Social Venture Partners, or through direct referrals to external experts in areas such as leadership and fundraising.

And yet, it is not enough to focus solely on individual NGO founders. The challenges are too vast. There is a yawning need for funders to help build the entire ecosystem for leadership development in India, by investing in sector-wide supports and articulating a value proposition that spurs action.

Funders can invest in developing external training programs customized to the specific needs of senior Indian NGO leaders, and in particular founder-leaders, as opposed to the broader approach that many programs take. Funders can also develop tailored resources akin to the +Acumen initiative, launched in 2012, which features a range of free or low-cost, online courses covering such topics as adaptive leadership and storytelling.

Funders can do much more to tailor leadership investments to each NGOs needs. (Image by Alison Rayner)

Equally important, funders can make the case for developing homegrown leaders and communicate it across the sector. A critical first step is to build an evidence base that spotlights the return on leadership development investments. They can also communicate the necessityand the urgencyof cultivating the next generation.

In an essay published in BloombergQuint, Amit Chandra, a leading philanthropist and managing director of Bain Capital, delivers an unequivocal message: With [the increased] level of financial capital available [to NGOs], it is imperative that we invest in human capital that is capable of handling much larger flows [of finance] with greater impact and accountability If we apply the same approach that we have in building companies towards the development sector, I believe we can make much better progress in solving Indias social sector problems, because a lack of funding is no longer a problem.

NGOs and funders across India are increasingly recognizing that no founder, no matter how pioneering, can keep pace with the needs of a growing organization. Like the Mehtas, more and more pioneering founders are opening their eyes to the fact that as organizations scale, so does their complexity and the array of problems to solvea challenge for any solo leader to navigate. Yet in most organizations, this recognition has not translated into action.

Because NGOs and funders have not adequately addressed the challenges and constraints of cultivating leaders, the result is too often the same: A pioneering founder takes on most of the decision-making, without nurturing a strong second line. Thus, the next generation of NGO leaders is ill-prepared to amplify the sectors achievements and overcome the countrys challenges. That is not a formula for long-term success.

Moving forward, the sector will require two things: a shift in mind-set, so as to make leadership development a priority, and concerted effort by all stakeholders. Founder-leaders of NGOs like Smile Foundation, Janaagraha, and MAD offer practical, real-world approaches to developing the next generation of leaders from within. But their ideas and insights are starting points, not blueprints others should dogmatically follow. Ultimately, it is up to each organization and its funders to explore and test what works, and invent their own best practices for cultivating tomorrows leaders.

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NGO Leadership Development in India: From Pioneer-Founders to Homegrown Leaders - Stanford Social Innovation Review (subscription)

A University of Minnesota researcher is working to fight high dropout rates among Native American high school students by fostering personal development.

Minnesota recently ranked near the bottom nationally in high school graduation rates for Native American students. Around half of Native American high school students in Minnesota receive their diplomas, and even fewer attend post-secondary education.

In an attempt to alter this trend, Jean Echternacht, a University research associate with the College of Education and Human Development, developed Expanding the Circle,a high school curriculum based on her work with Native American students.

The curriculum is concerned with non-academic skills that are needed to make the transition from high school to post-secondary education, Echternacht said. These include decision-making, self-advocacy and goal setting; all skills Native kids may not be as likely to learn at home.

She said the curriculum grew out of a need to familiarize Native American students with education, personal development and professional preparation.

Echternacht gathered data from her work with Native American high school students on the Fond Du Lac Indian Reservation in the late '90s and several years of one-week summer programs.

The first edition was published in 2002. The second edition, which Echternacht co-authored, was released last month.

Both editions of the curriculum are divided into four sections: discovery, framework, choice and reflection each focused on aspects of cultural identity.

These activities make them ask themselves: Who am I as an Indian kid? What is important to me? What do I care about in my culture? Echternacht said.

Part of the curriculum involves students developing and sharing stories about themselves, Echternacht said, which is a common cultural tradition. The storytelling is a way for students to express what they have learned and what they want to do with their lives.

When they get up to speak, theyre terrified, said Echternacht. But their growth is always amazing.

Historical mistreatment of Native Americans is another aspect Echternacht factors into her research.

Theres a long history of trauma that affected [Native Americans], she said. It is still a part of Indian kids lives.

Anna Ross, director of Minneapolis Public Schools Indian Education, said past cultural mistreatment is an underlying cause of high dropout rates.

This is what happens when you have district and community members that are unaware of the history of Indian boarding schools and mistrust of education, Ross said. Historical trauma must be understood to solve these issues.

After learning of Echternachts new curriculum, Ross expressed interest in employing it in her department for high school students.

The new edition of Expanding the Circle will be presented at the National Indian Education Association Convention in early October.

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UMN researcher combats Native dropout rates - Minnesota Daily

Should you pony up for Tinder Gold? Only one way to find out.

There are big things happening in the world of charts. Taylor Swift's "Look What You Made Me Do" replaced "Despacito" as the #1 song on the Billboard 100, yes, but we're talking, of course, about Tinder becoming the highest-grossing app in the App Store. It's the first time it has held that spot, which is somewhat surprising and, frankly, alarming, considering it might well be this generation's best shot at continuing to propagate the human species.

The consensus seems to be that this is likely due to the rollout of Tinder's latest subscription level: Tinder Gold. The newly launched model costs $4.99 a month, on top of the $9.99 per month for Tinder Plus (you can't get Gold without first getting Plus, kind of like how you can't be Charizard without first being Charmeleon).

Wait, but why would I want Tinder Gold? Tinder Plus has, like, so many dope features.

And yes, it's true, Tinder Plus comes with a wide range of super exciting features, like: "Rewind," allowing you to correct an accidental left-swipe (aka a "no thanks" swipe), which does nothing to teach the app users lessons about missed connections, disappointment, and eternal regret; "Super Like" which lets someone know you really, really like them, which was done, long ago, with the words "I really like you," not a cool, blue "Super Like" star; and "Tinder Boost," which allows you to skip to the front of a potential match's feed so he/she sees you before any other maybe matesa move that, if done in a bar, would get a beer poured on your head.

But Tinder Gold? Well, Tinder Gold lets you see who has right-swiped (aka a "yes, please" swipe) on you before you even swipe. It curates a "Likes You" page that you can scroll through and choose from a list of pouty homegirls/boys, knowing that the object of your hand-picked affection, just like a piece of Caprese Salad off a passed hors-d'oeuvres tray, won't object. It's a sure match. No risk required! Insecurity begone! Bugger off, personal development! (Heed Robin Williams' sage advice in Good Will Hunting: "I think that's a super philosophy, Will, that way you can go through your entire life without ever having to really know anybody.")

We know you. You live in a world where every moment countswhere speed equals success, youre always on the go, and you cant let anything slow you down. Especially your Tinder feed.

Uh. You don't know me any more than my Tinder matches know me, which is not well, considering we're going to meet up to get to know one another. I don't mean to be all cranky old man about this. I've used Tinder. (Or at least my mom did, pretending to be me.) It's great that Tinder exists to link humans to humans to butts at a rate that has never before been possible, to create connections for those who might not otherwise make them. In the sense that this speeds up the rate at which matches become dates become connection, yes, it is a great development.

But, in another senseto be extremely alarmist about a TechCrunch blogthis $4.99 cocoon of external validation is the worst part of our society's Cult of Productivity brought to its logical extreme. Speed definitely does not equal success, not always. Warning to all you romantics out there (on Tinder?): some things take time and work. Bad sex does not. But a long-term relationship probably does.

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Tinder Gold ($14.98) Is for Horndogs Who Don't Mind Being Single Forever - GQ Magazine

In carrying out the Trump administrations directive to maximize employee performance, OPM has said, agencies are to make the performance rating process more than a routine and rote implementation of procedures a few times a year.

A recent memo to agencies says that successful performance management is dependent on continuous employee engagement between employees and supervisors throughout the performance appraisal period . . . our research shows employees feel most empowered and enabled to succeed when supervisors involve them in continuous dialogue throughout the annual performance management cycle.

The goal, it said, is to create clear, shared understanding of expectations and goals; align position responsibilities and agency mission; identify areas of strength or needs for improvement; support employee development; and clearly communicate how an annual rating is derived.

It said this should include: brief but regular and meaningful communications to discuss priorities and needs; valid, regular, and timely data to provide feedback on performance progress, including varied perspectives from multiple stakeholders; coaching and development to help employees succeed and flourish; and support for professional and personal success and wellness.

The OPM memo and accompanying guidance on the ratings process address just one of the topics in the April OMB memo telling agencies to draw up plans for maximizing employee performance. Agencies also are to make sure their policies do not create unnecessary barriers for addressing poor performance, and ensure that managers are trained on managing performance, are held accountable for taking disciplinary action when warranted, and receive support from HR, labor-relations and other central offices if they do take such actions.

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OPM Stresses Employee Engagement in Ratings Process - FEDweek

The 12th Annual Newtown Road Race, held September 2, was a family event loaded with impressive personal success stories for young children and seniors in high school on up to senior citizens including some 80-plus years of age, as a matter of fact.

Jason J Edwards emceed the annual race event, which benefits Newtown Youth & Family Services. Abby Giansiracusa sang the National Anthem before the runners departed from the park entrance up the hill on Elm Drive, shortly after 8 am on a crisp fall-like morning in which temperatures were in the 50s.

Christian Lestik, a Newtown High School senior, ran with several members of the cross country family, and won the 5K race for the second year in a row, shaving nine seconds off his winning time, as he came across the Dickinson Park finish line in 17:31.

Its a lot of fun. I love the course, said Lestik, 17, who was 16 seconds faster than second-place runner and NHS cross country teammate/fellow team captain Joel Duval, also 17.

Brenda McRae was the top female finisher, logging a 13th-place result with a time of 20:23.

The fact McRae, of Sandy Hook, ran the race at all was an impressive feat never mind the fact she lead the female field. McRae, 33, is less than a month removed from spinal surgery; she injured her back catching her daughter during a fall on a pool deck this summer.

So Im very happy with my time, McRae said.

McRae and her family moved to town only a year ago, but she has already made a name for herself in Newtown road races, winning the female division at the Turkey Trot and Sandy Hook 5K. So how does the Newtown Road Race stack up?

This ones the best. Its flat, the weathers perfect, said McRae, before going to watch her children in the events Kids Fun Run.

Newtowns Tim Bartlett and his children, Hannah and Dylan, ran the 5K race together.

They both leave for college tomorrow so we figured once last fun thing to do together as a family, Tim Bartlett said after they refueled with snacks under the park pavilion.

Sandy Hooks Brian McGambley was among several participants to jog the course while pushing a child in a stroller. He had Grace and his wife, Jeannette, went with their other daughter, Brynn, also in a stroller.

Its a fun time. Its kind of our family thing, McGambley said.

Anthony Moreno, 17, placed third in 19:11; Austin Burns, 21, was fourth in 19:24; Philip Tisi, 35, placed fifth in 19:33; Jose Pasini, 44, was sixth in 19:39; Alex Wong, 16, came in seventh in 19:42; Matt Brantl, 16, was eighth in 19:49; Johathan Nahmias, 16, was ninth in 19:56; Jake Bulkley, 13, finished tenth in 20:09.

Bulkley is not a runner, but rolled out of bed and decided last minute to give it a go, said his dad, Scott Bulkley, who also ran the course with his wife and children. Jake Bulkley, who plays lacrosse and tapped his natural athleticism, won the 13 and under age bracket. Scott Bulkley is the lacrosse coach at Newtown High. NHS Athletic Director, Matt Memoli, also ran the course.

Joe Whelan, 53, was 11th in 20:11; and Todd Perrin, 16, placed 12th in 20:19. After McRae, Michael Connelly, 13, came in 14th with a time of 20:31; Cody Gotthardt, 23, was 15th in 20:35; Thomas Hartley, 16, placed 16th in 20:38; James Christos, 35, was 17th in 20:40; Fernando Caetano, 59, came in 18th in 20:54; Kevin McDonald, 60, was 19th with a time of 20:58; and Ally McCarthy, 13, was 20th in 21:00.

Eastons Edward Soderberg, 81, won the 80 and over age category, finishing in a time of 41:53.

This was great, Soderberg said of the course, which he ran for the first time.

Soderberg, who has completed two half marathons this year, is doing his part to help others stay fit; he teaches exercise classes through the Monroe YMCA.

James Bergeron, 82, wasnt far behind Soderberg, coming across the line in 42:30 to round out the two-man 80-plus division results.

The husband and wife running tandem of Pat and Bill Smith, of Newtown, again had strong performances. Pat, 70, won the 70-79 age division in 32:05, and Bill, 75 (soon to be 76 and still running strong) was third in his division with a time of 32:07.

I love it. Its agony while youre doing it, but I love it, Pat said of running.

The Smiths didnt start running until 2011. It was around the time of Bills 70th birthday, Pat recalls, and he wanted to do something special so he signed up for the Newtown Road Race, having had no buildup or training for the 5K.

I was just happy he didnt want to jump out of an airplane so I ran with him, Pat said.

They both won their age division that first time around, and have stuck with it, also participating in other Newtown races throughout the past handful of years, and winning age divisions multiple times.

Rita Kelly (42:28) and Sandy Lubin (42:43), both 72, were the second- and third-place finishers, respectively, and Elizabeth Eaton (44:13), 75, was fourth in the female 70-79 division.

The top four males in the 70-79 range were Frank McGowan, 72, who finished in 28:29; Frank Maco, 70, who was second in 29:54; Smith; and Ken Ziman, 70, who came across in 38:04

Age division champions are as follows: Female 13 and under Ally McCarthy, 13, 21:00. 14-19 Allie Paynter, 17, 24:16. 20-29 Meredith MacMillan, 28, 25:11. 30-39 Amber Kerr, 37, 22:46. 40-49 Leah Begg, 48, 23:57. 50-59 Laura Nowacki, 52, 22:39. 60-69 Debbie Perry, 61, 26:10. Male 13 and under Jake Bulkley, 13, 20:09. 14-19 Joel Duval, 17, 17:47. 20-29 Austin Burns, 21, 19:24. 30-39 Philip Tisi, 35, 19:33. 40-49 Joe Pasini, 44, 19:39. 50-59 Joe Whelan, 53, 20:11. 60-69 Kevin McDonald, 60, 20:58.

Visit the Plattsys Timing webpage for overall results and age division results.

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Family Fun And Personal Success Stories At Annual Road Race - The Newtown Bee

LEFT: Chris Maxey RIGHT: Rod Key

In celebration of its two-year anniversary, Murfreesboro-based Ufit has a big announcement: the local personal training and fitness studio will now be known as Ufit Wellness Studio.

"Our mission is to educate and empower our clients - not only through physical fitness, but also with a well-rounded nutrition and wellness plan - and our new name reflects that focus," says studio director Chris Maxey.

Ufit invites local residents to celebrate its 2nd Anniversary with a Rutherford County Chamber of Commerce ribbon cutting at 4 p.m. on Wednesday, Sept. 13, inside the studio located at 169 Mall Circle Drive in Murfreesboro.

In the past year, Ufit Wellness Studio clients have lost a whopping 965 pounds and 1,420 inches. As part of its anniversary celebration, the Ufit family will donate 965 pounds of supplies to Greenhouse Ministries.

Attendees can enjoy live musical entertainment and enter for a chance to win giveaways, including a FitBit, Ufit personal training sessions, and more!

Along with a new name and increased emphasis on nutrition and health, Ufit also welcomes Rod Key as new owner of the business. He brings more than 25 years of fitness coaching and entrepreneurship experience to the team, as well as the vision and leadership of a USMC Gunnery Sergeant.

"I'm very excited to be involved in the success of Ufit and we have big plans to reach many more folks who are ready to take control of their health." Key said. "Come see our highlighted success stories from real people in Murfreesboro. If you've been on the fence about getting healthy, this is a perfect opportunity to learn about Ufit from clients who are currently in our program. We have helped hundreds of clients create and maintain a healthy lifestyle. You can be next!"

To learn more about Ufit or to schedule a free consultation, visit http://www.personaltrainingmurfreesboro.com/, call 615-797-8348, or visit the studio at 169 Mall Circle Drive in Murfreesboro.

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Ufit Rebrands with Increased Focus on Health, Wellness Personal training studio - Wgnsradio

Flashback to June 1st 2016

The date I had written atop the private entry in my journal I randomly happened to stumble upon the other day. As I read the entry, I began noticing the strong emphasis Id placed on the low-down, personal, nitty-gritty aspects I had going on in my life at that time.

This was a very uncomfortable period of my life (Ill be filling you in on those details later on in the second half of the article), but coming back full circle, reading the depictions of my previous experiences made me realize how these same lessons still felt incredibly applicable and very much relevant to whats happening within my current life today.

So what do I mean by low-down, personal, nitty-gritty aspects?

Im referring to emotional gunk. That stuff we all have living inside us but would rather neglect until were absolutely forced to look at it whenever it decides to inconveniently resurface, and resurface it will no matter how resourceful we think weve become in keeping it all tucked away safely under tight lock and key. I dont blame you. Who doesnt feel like keeping their emotional unpleasantries hidden sometimes?

Uncomfortable emotions can feel like enemy foreign invaders, although as experiences theyre the furthest thing from foreign since we all share them in common. It just may not seem like we do because the majority chooses to rarely comfortably display any uncomfortable feelings out in the public eye. This has become particularly noticeable since the dawn of social media, where true vulnerability and rawness become easily overlooked and oftentimes replaced by heavily stylized, over-glossed content displaying fast-track schemes of becoming rich, physically fit or beautiful. And while theres noting inherently wrong with having or wanting any of these things, I see the issue as how the attainment of success is being displayed in the way these adverts conveniently leave out any details of discomfort, hard work, growing pains or the discipline required from you to achieve such high levels of success.

As I sat writing this article, what came to mind was perhaps my favorite quote in reference to success, and I like it so much, I even decided to use reference to it in my title, but just as a warning, this quote drops the F bomb, and occasionally Ill be dropping the F bomb throughout the article too. So if certain language types offend you, do yourself a favor and please stop reading.

Now without any further ado, may I present to you this fabulous quote which of whom the author is unknown:

Success is like being pregnant, everyone says congratulations but nobody knows how many times you were fucked.

Keenly accurate, and quite humorously, this quote really plays on the perspective of how the world only seemingly pays attention to the end result of success, but rarely if ever glimpses into the sheer depths of resilience dedication and mindset required to get you through the many sleepless nights, hunger, heartache, hard work, pain and struggle you will face along the journey of getting there.

Do you actually have what it takes to be successful?

Do you have the ability within you to get fucked by the process countless times on your way to the top with the resiliency to continually rise up, choosing to hold your head high each time it happens again and again?

Or are you part of the majority of people who believe theres some magic elevator out there you can just hop onto in order to fast-track your way straight into the pinnacles of success?

Well, from personal experience I can tell you these magical elevators dont exist. To become successful means taking the stairs all the way up, and theres a lot of goddamn stairs. This is not a trek for the weary and if you feel incapable of mustering up within you the willingness to put in the work to formulate the necessary growth mindset youll require to get there, just duck out now and save yourself the hassle, and youre better off going back to the comfortable box from which you came, because without the proper mindset aimed at the ability to grow, adapt and change you wont make it, and truthfully, this is why most never do.

You cant avoid failure. In fact becoming successful demands failure. You cant learn the ins and outs of what works for you and what doesnt any other way. An entire library of knowledge and all the Google searches in the world dont mean anything until you actually dive straight into the line of fire, stick your neck out and put what you believe it is you know to the test. Then and only then will you prove to yourself what youre capable of and make the necessary changes you need to get better because success can only be gained through experience, and I can promise you, there will certainly be times when it feels like these experiences fucking youlong, slow and HARD. So be smart and always wear protection.

The type of person who gets fucked sideways a couple times, decides packs their bags and run back home with their tail tucked between their legs? Or are you the type who when reaching the end of their rope they tie a knot in that sucker and hold on for the ride even tighter? The second type knows that regardless of whatever happens, theyve shown up wearing the adequate protection of the growth mindset so no matter what life throws their way, theyve got this.

You have to realize that long withstanding success is a gift not given to everyone, and its definitely not granted to the weak of mind. The famous saying only the strong survive is applicable here, because a strong vision, passion, drive, and support are required of you to push through the muck of struggles.

This journey of success will test you, so when lifes shit hits the proverbial fan, the proper mindset is needed to keep you from getting emotionally too far ahead of yourself and returning back to the present moment.

No matter whats happening in your world externallyremember this too shall pass.

The seasons of life are cyclical and forever always changing in nature. The same can be said for any adverse situation you may be facing because just like the turning of each season, whatever struggles you may be in now, shall most certainly pass too.

It always seems darkest before the dawn, but when dawn finally hits the sunlight exponentially grows brighter and brighter until suddenly you look around and find yourself basking in full-blown daylight.

So regardless of how dark life can sometimes gets, just keep on keepin on my friends. The sun doesnt care if it blinds you, so be like the sun and dont allow any adversity dim your fucking shine.

There are plenty of moments where emotions run high, intense frustration, anger and sinking disappointment, and I know every single one of these feelings all too well

When I eventually hit rock bottom back in November 2015, I had already spent two years prior inadvertently spreading myself thin financially, thus by the time November arrived, it catapulted me into a life of not only being spread thin financially but also now physically, mentally, spiritually and emotionally too.

I found myself stuck in a position no one ever wants be, choosing between whether Id spend my last dollars on putting a roof over my head or eating once a day. I decided to opt for the roof.

Id just moved to Bali two months prior, and everything Id planned out to prevent something like rock-bottom from happening, specifically my online job and the yoga teaching gig I scored at a five-start resort, both fell through within my first week here. I was actually stuck in Bali, and even though I can think of far worse places to be stuck in, this didnt negate how the mere thought of becoming homeless in a third world country quite frankly scared the crap out of me, and the equally terrifying exchange of now only being able to afford to eat just one piece of fruit per day felt no better.

Talk about being tested.Talk about wanting to give up.Talk about feeling like I had just been royally FUCKED.

In fact, I was about to live out my worst nightmare as someone whod previously spent his entire life successfully basing it on financial security. The concept of death never much scared me. For me my greatest fear was to be alive but unable to afford basic survival.

The critical aspect of my mind went nuts. I could practically hear it scream YOURE KILLING US YOU FOOL! But oddly enough my heart seemed to know the entire time that I was exactly where I was meant to beand back then in those moments I was meant to be was lying on the floor next to a puddle-like mixture of vomit and tears losing my freaking mind.

The scenario above hardly paints the dreamlike portrait of success often portrayed in social media fairy-tales, and honestly I felt more like my life had become the punchline of some insidiously cruel joke. Like somehow the Universe had gotten its rocks off by dropping me on my head and leaving me with felt like at the time, abandoned to die. Ironically its when I finally surrendered to the way my life was in those moments, was precisely when a new version of life rush in and thus The SoulTrekker was born.

The SoulTrekker became the new identity I needed to overcome these hurdles, and I had to release my past self in order to step into my transformation and become him. The old fixed mindset I had used before was now dead, but I didnt mourn its passing. As Fredrich Nietzsche so eloquently wrote: I threw roses into the abyss and said: here is my thanks to the monster who didnt succeed in swallowing me alive.

Fast forward to a year later and it was like damn deja-vu all over again. May 2016 eerily reminded me of November 2015

Eight bucks to my name and once again unsure how I would put a roof over my head, but this time it was a bit worse. I wouldnt be able to eat just one piece a fruit per dayI wouldnt actually be able to eat anything at all.

But this time around my mindset had shifted and I was seeing life through an entirely new lensthis time around it didnt feel like my worst nightmare. In fact I wasnt afraid at all. Id already done this same dance before and I survived. Not only did I survive, but recognized how painful experiences can become the gifts we need to propel us forward into new heightened levels of self-awareness when we decide to not remain locked inside them like a prison.

The pity-party was over for me. Id turned the chapter on my old story of I Am a Victim and wrote a new story with an entirely different title called: Empowerment. I was breathing in a newfound humility with a much different understanding as to what the acts of trust and faith truly mean. I realized I had the meaning of surrender all wrong, I didnt needed to surrender to anything outside of me, I only needed to surrender to myself.

Another chance at rebirth and another opportunity for the legendary Phoenix to rise from the ashes once again.

I welcomed in the experience this time around. Did I warmly welcome this experience with a false sense of positivity? Hell no I didnt, Im human. I was fucking pissed. My welcome was more the frustrated grumble of Oh come on! Really?! Youre back AGAIN?! but since Id danced with it before, I decided to do the tango in welcoming part two of this experience in to the best of my ability.

Is there honestly any part of the birthing process where it doesnt get messy? I doubt it, and as a man biologically incapable of ever physically experiencing giving birth, I may never know, but one thing I do know is the end result is usually beautiful, and the re-birthing process really is no different in this sense, including the whole process of getting fucked countless times before it finally happens.

Success is like being pregnant and the entire process of getting to achieve success is worthwhile because life can reveal the incredible vastness of your true potential, and the abilities you have to go hard by following your dreams into creating something really big in your life.

The role of men is changing in the 21st century. Want to keep up?

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Photo Credit: Pixabay

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Success is Like Being Pregnant: Everyone Says Congratulations, but Nobody Knows how Many Times You got Screwed - The Good Men Project (blog)