35SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Jeff Owen Jeff has over 12 years of experience in the financial services arena. Prior to Rochdale, Jeff worked at the Federal Reserve Bank of Kansas City, and was part of the … Web: www.rochdaleparagon.com Details I don’t know if any of you are like me, but living in a house with children seems to dictate the type of entertainment that I get to enjoy. For any of you that have not seen the Croods, an animated film set in the pre-historic era, it follows the supposed lone surviving cave-family, the challenges they face and ultimate opportunities that come about from a previously unknown genius that eventually leads the family in its search for a new home. The movie contained a few key lines that took me back to some board rooms and credit unions that I had visited over the past few years. The teenage cave-daughter, describes her family’s survival at one point by stating, “My family has always survived by living by my dad’s one rule: never leave the cave. We never had the chance to explore the outside world, but what we didn’t know is that our world was about to change.”Following the advice of their dad that ‘new was always bad’, and to ‘never not be afraid’, the family survived by hunkering in its cave as the community outside was changing and things were underway that would affect their ability to survive. Without the renegade daughter failing to heed the advice of her dad, the family would have surely perished.At one pivotal point in the family’s journey, the daughter tells her dad that he has to stop worrying so much. While he exclaims that it is his job to worry, she exclaims that the rules don’t work out here. In a typical dad/daughter exchange, dad comes back with a “well, they (the rules) have kept us alive.” The line that most stood out to me and caused me to really consider the discussions that I had participated in over the past few years was the daughter’s response: “That wasn’t living! That was just …. ‘not dying!’ There’s a difference.”I wonder how many credit unions have settled with purely ‘not dying’. I have spent the majority of my time over the past few years assisting credit unions with implementing or running enterprise risk management programs and wrestling through annual strategic planning processes. In many cases, discussions are focused on day-to-day affairs and considerations of the organization’s biggest risks and what can be done to mitigate them. This is an absolute necessity and should be core to each and every financial institution’s management toolbox. However, the discussion must evolve beyond the world we live in today as we take a hard look at what is going on in the outside world and be willing to explore the unknown that will inevitably push us outside our comfort zone.One such exercise consists of engaging your board and senior management in a discussion around the organization’s risk appetite. Risk appetite helps describe the organization’s willingness to assume risk in its pursuit of value. It is part of the tool set we use to shape organizational performance and manage our approach to achieving organizational goals and strategies. It has the opportunity to help the credit union not only manage risk, but enhance its overall performance.Much as we as individuals maintain a risk appetite, an organization also has an appetite for risk, although it usually goes unwritten and unspoken. Decision makers across the organization are left to their own interpretation of the organization’s appetite for risk as they attempt to ferret out which opportunities to pursue, which obstacles to avoid and the speed at which they should operate.A clearly defined and articulated risk appetite statement from the board and/or senior management provides a basis for which the risk culture of the organization can be more fully understood. It provides a general sense of direction to personnel across the organization, using broad statements to describe what the organization will and won’t do and how the organization will respond to certain challenges. Well thought out and clearly written risk appetite statements give a green light to management to step out of the cave, closely examine the environment and make proactive decisions that will push the organization forward.We have found the use of qualitative appetite statements beneficial as you begin the risk appetite process. Facilitated dialogue with directors and senior managers around several key components and stakeholder needs allows the credit union’s leadership to debate differences in the amount of risk that the credit union is willing to assume in various areas. Collectively, the discussions can be summarized and drafted into risk appetite statements for ultimate approval and communication. Over time, the risk appetite statements should be used as a litmus test, as new initiatives, opportunities or issues are weighed against the statements.While the risk appetite statements do not dictate what the credit union can and cannot do, those initiatives that cause the credit union to act outside its stated risk appetite should be carefully vetted with the decision to move forward outside the stated appetite thoroughly documented. This helps ensure consistency in thought and action across all organizational decision makers, and empowers personnel to push the limit and take those risks deemed appropriate by senior management and the board.As the Croods ultimately prove, ‘not dying’ is only sustainable for so long. Credit unions must continue to push the envelope, not in a reckless manner, but intentionally setting their sights on what’s next and how to ensure they are positioned to offer value to their members beyond what is expected. The fact of the matter is that if we don’t do it, someone else gladly will. The final piece of advice offered to the Croods came from the unlikely teenage boy that stole the daughter’s heart and led the family to its new home. Prior to him becoming orphaned, he described the last advice received from his parents: “Don’t hide. Live. Follow the sun; you’ll make it to tomorrow!”
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John Bartlett will continue his more than 50 years of leadership at APH in the newly-created position of chairman emeritus, where he will nurture key customer and supplier relationships, explore new growth opportunities and mentor company leaders.Advertisement As Automotive Parts Headquarters Inc. (APH) celebrates its 100th anniversary and prepares for its next century in business, Corey Bartlett, president and CEO, has announced a new leadership structure, including new senior management roles and responsibilities.AdvertisementClick Here to Read MoreAdvertisement Dennis Gregory has been named executive chairman. Since 2008, he has served as COO/CFO during a period of significant expansion for the company. In his new role, Gregory will lead the company’s strategic development, guide APH’s growth initiatives and foster a culture of innovation. Left to right: John Bartlett, Corey Bartlett, Jesse Westrup and Dennis Gregory Jesse Westrup, who brings extensive operations experience from previous roles, has joined the company as chief operating officer (COO). He leads APH’s industry-savvy merchandising, inventory, pricing and distribution teams as they prepare for rapid growth in the future. Westrup reports to Corey Bartlett. “John led APH to become an industry leader with a strong commitment to its customers, employees and suppliers. We look forward to drawing on his experience and wisdom for many years to come,” commented Corey Bartlett. “The opportunities ahead of us are very exciting and I look forward to working with our entire leadership team to prepare for our next 100 years.”
The project can offer hints and tips for dealing with people with dementia, information about community action groups and dedicated dementia awareness training sessions. The project plans to work in partnership with local organisations to form specific action plans which once completed, will entitle them to display the ‘Dementia Friendly Community’ logo which will also help to raise awareness of the condition. The initiative aims to support, empower and involve people living with dementia across Dumfries and Galloway so that, regardless of their personnel circumstances, they feel able to participate as a member of a supportive and enabling community. AddThis Sharing ButtonsShare to FacebookFacebookFacebookShare to TwitterTwitterTwitterShare to LinkedInLinkedInLinkedInA project aimed at “Creating a Dementia Friendly Community” in Dumfries and Galloway has been backed by local MP Richard Arkless. Gladys added: The project plans to engage not only with people living with dementia, their families and carers but also with local businesses and organisations, to make day to day living easier for those people affected by dementia across the region. Commenting, Mr Arkless said, ‘Everyone experiences dementia differently – there is no universal solution but there is a lot that can be done to support some of the common problems associated with dementia. This project can teach everyone in the community how small change in the way we interact can make a big difference to people who are experiencing memory loss, or difficulty handling money or who can sometimes find it difficult to communicate. ‘As our population ages, dementia affects more and more people and in rural communities like Dumfries and Galloway, social isolation for people with dementia can be the biggest challenge. ‘I would encourage everyone to find out more about becoming dementia friendly – please contact Alzheimer Scotland for more information.’ ‘In our region there are around 3,500 people living with dementia and they often experience a range of problems as they go about their daily business from difficulties with shopping to using public transport. Often, it’s the little things – the little losses of independence that can really make a difference to the confidence of those affected with dementia and the work that Gladys and her colleagues across the region are undertaking, will make a huge difference to the support network available to people with dementia.’ Mr Arkless last week met with Gladys Haining, Locality Worker for Nithsdale Area of Alzheimer Scotland to find out more about the project. Mr Arkless added; ‘This is an exciting project across Dumfries and Galloway and one that can make such a difference to the lives of people living with dementia, their families and carers.’
(Reuters) – Abu Dhabi’s Sheikh Khaled bin Zayed Al Nehayan, cousin of Manchester City owner and Arab billionaire Sheikh Mansour bin Zayed Al Nahyan, failed in a 2 billion pounds ($2.55 billion) proposal to buy UK’s Liverpool Football Club, the Daily Mail reported late on Thursday. The Emirati member of the family governing Abu Dhabi held talks with representatives of Liverpool’s owners from late last year to early this year, the report https://dailym.ai/2MS3cOU said, citing documents.Midhat Kidwai, managing director of Sheikh Khaled’s Bin Zayed International, met Liverpool chairman Tom Werner in New York, according to the report.The buyout would have been a joint venture between Sheikh Khaled and a Chinese minority stake partner, the Daily Mail reported. A Liverpool statement cited by the newspaper said the club’s American owners, Fenway Sports Group (FSG), have not put the club for sale but are considering a minority investment.“FSG have been clear and consistent: the club is not for sale. But what the ownership has said, again clearly and consistently, is that under the right terms and conditions we would consider taking on a minority investor”, the club told the newspaper. FSG, Liverpool and Bin Zayed International did not respond to requests for comment outside regular business hours.Liverpool, which finished fourth last season in the league, has won the English league title 18 times but the last of those triumphs was in 1990 before the Premier League was set up.