YouTube/Brocade Brasil Research shows that the bond between grandparents and their grandchildren can be ” magical .” Not only do grandparents often love you unconditionally and spoil you rotten but the best ones provide guidance and support, and share with you their most treasured and useful pearls of wisdom. When Adam Bryant of The New York Times askedLloyd Carney, CEO of Brocade , a networking-solutions company with a market capitalization of $3.7 billion, about the business lessonshe learned growing up in a recent interview , Carney talked a lot about his grandfather. Carney told Bryant that he always had aunts and uncles who were trying to start their own businesses and his grandfather “would always be focused on profitability.” “He had a saying: ‘Any fool can lose money.’ He wouldn’t care whether you were selling shirts or tomatoes or you were in the trucking business,” Carney said. “It’s in the back of my head every time I see a business plan. I’m always focused on ‘When will we make money doing this?’” Carney said his grandfather also built great teams.”I watched him put some of his children, aunts, uncles in positions of authority and then fire them if they didn’t perform. He didn’t care. Either you can do the work or you can’t do it.” http://www.theactproject.com/consultantinterview/2016/09/29/a-breakdown-of-core-factors-for-specialist-training-for-nhs/Another important lesson Carney learned from his grandfather: Almost nobody is irreplaceable. “He used to do this thing called a bucket test. He would be arguing with one of his employees, and he’d call me in and say, ‘Get a bucket of water.’ So I’d bring the bucket of water to the room, and he’d say, ‘Lloydie, put your hand in the water.’ Then I’d take it out, and he’d say to his employee, ‘See that hole that Lloyd left in the water? That’s the hole you’re going to leave when you leave here.’ “The guy was usually trying to get some big salary, trying to explain how invaluable and important he was.
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“And oftentimes, some of the lists, what would happen would be veterans would actually move out of state, they’d move back with their children in some other state. Or sometimes veterans passed away and you would just have to and so then you would see veterans whose place moved around on that list.” The administrator who kept the wait lists was Simms, the woman at the center of the dispute with Butler and Goins. State officials tried to fire Simms in part because they said she failed to properly maintain the wait lists. Simms challenged the firing, and in answers to questions in that case, state VA attorneys stated six veterans who should have been on wait lists were not included and later died. The state did not directly blame Simms for the deaths, and an administrative law judge ruled that while Simms was responsible for wait list issues at Anna, others at the home also shared some blame. The accusations were dropped after Simms agreed to resign and never seek a state VA job again. Duckworth said she did not know about the six deaths and had no way to interfere with the wait list. “Where the veterans were on the list was not anything that I had any ability to influence because it was influenced by time and physicians’ review of the medical condition of the veterans, as submitted with their medical application from their physician,” she said. Now Kirk’s campaign is using the audit and records from Simms’ civil service case to blast Duckworth in a TV ad.
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