James DeGale became world champion by beating Andre Dirrell on points in their IBF super-middleweight title clash in Boston.Harlesden’s 2008 Olympic gold medallist floored the highly regarded American twice in the second round, with a thunderous overhand left doing the damage.Dirrell recovered and gave DeGale plenty of problems, but a late flurry from the Londoner saw him win a unanimous decision and make history by becoming the first British boxer to win Olympic gold and a professional world title.He faced a talented opponent in Dirrell, whose only previous defeat was a split points decision against Carl Froch in 2009 – a fight many observers believed the man from Michigan had won.But DeGale, 29, grasped his opportunity to secure the vacant title that was up for grabs after Froch opted to relinquish the belt.And he paved the way for a potential rematch with arch rival and fellow West Londoner George Groves, who won a close points decision when the pair met in May 2011 – DeGale’s only loss.Groves, twice beaten by Froch having been knocked out in their rematch last year after being controversially stopped while ahead in their first encounter, is in line for another world title shot.Hammersmith’s former British, European and Commonwealth champion is expected to challenge WBC champion Badou Jack later this year and a victory could lead to a unification showdown with DeGale.Dirrell did well to make it past the second round after being sent to the canvas by a vicious shot.The 32-year-old touched down again as DeGale followed up but he made it to the end of the round and appeared to have the upper hand in some of the subsequent rounds, although they seemed tough to score.Canadian judge Alan Davis had the bout 117-109 in DeGale’s favour, which seemed somewhat bizarre, while Daniel Fitzgerald of the United States and Britain’s Howard Foster both scored it 114-112.See also:DeGale ‘too fresh and too good’ for ButeDeGale to defend title against Medina next monthFollow West London Sport on TwitterFind us on Facebook
Click here if you are having trouble viewing the slideshow on a mobile device.SAN FRANCISCO — Legendary Giants outfielder Willie Mays met rookie Jaylin Davis during the team’s last homestand.Mays, a Hall of Famer and perhaps the greatest player in baseball history, had simple advice for the struggling prospect.Relax and have fun. After slugging his first career home run to send the Giants home as walk-off 2-1 winners over the Colorado Rockies on Wednesday, Davis is heeding the …
9 May 2011Brazilian mining giant Vale has opened a new US$1.7-billion (R11.39-billion) coal mine in Mozambique, tapping the southern African country’s thermal and coking coal reserves of around 23-billion tonnes.Mozambican President Armando Guebuza and outgoing Vale chief executive Roger Agnelli opened the mine together on Sunday by pressing a button that triggered an underground explosion, enabling the company to bring to the surface its first coal from the mine in Moatize, outside the city of Tete in northwest Mozambique.As a giant smoke cloud mushroomed over the hundreds of VIP guests, a large truck brought a symbolic load to a conveyer belt and onward to a coal washing plant.“A dream of decades today becomes a reality,” said Guebuza.Largest single investmentThe $1.7-billion project is the largest single investment to date in Mozambique, one of the world’s poorest countries.Vale plans to start production in July and export one-million tonnes of coal this year, ramping up output to 11-million tonnes in a few years – and, local officials hope, boosting Mozambique’s current economic growth of 6.5%.Agnelli said the project would add as much as $3-billion to the economy.“Africa means opportunities,” he told journalists.Mozambique’s coal reserves have gone largely untapped since independence from Portugal in 1975. A civil war from 1977 to 1992 crippled the country’s economy and decimated its infrastructure.Two decades later, Mozambique is welcoming foreign investors to its mineral wealth and licking its lips at the prospect of a boom.In 2004, Vale became the first international mining giant to be granted a concession in Mozambique. At the peak of preparations, the company counted 7 500 workers, mostly Mozambican.Australian mining company Riversdale, in a partnership with Indian companies Tata steel and Jindal Steel and Power, are also developing major coal mines in Mozambique.Infrastructure concerns remainBut concerns remain about getting the product to market, as infrastructure renovation lags behind: “We are running at this stage to get the infrastructure ready for export,” said Agnelli, adding that exports would start in July, though railway authorities told AFP they would only be ready in August.Mozambique is scrambling to finish a much-delayed rebuilding of the 600-kilometre Sena railway line that connects coal-rich Moatize to the Indian Ocean port city of Beira. The coal terminal at the port is also unfinished.Even when ready, the Sena line will only be able to handle six-million tonnes of coal a year – four-million allocated to Vale and two-million to Riversdale – caps that are less than half the companies’ respective export goals.Vale is investing in another railway line from Tete to the northern port of Nacala, the coutry’s only deep-water port and a gateway to Indian Ocean ports for Mozambique’s land-locked southern African neighbours.The company is also funding the reconstruction of an international airbase in Nacala, Agnelli said.Sapa
Cognitive: Leadership requires that one be able to assess the current state, envision a better future state, and to determine the strategy, tactics, and actions for bringing that future state into being. This work requires that one be intelligent enough to be able to do each of these things in an environment of accelerating, constant, and disruptive change with limited resources.Intrapersonal: This is the Ancient Greek admonition: “Know thyself.” The ability to understand one’s own feelings, thoughts, and motivations is a recognized form of intelligence. When a leader knows themselves, they know who they are, their strengths, their deficiencies, and what areas that they may need help. This intelligence is a large part of what allows the leader to develop and utilize the next intelligence.Interpersonal: The effectiveness of a leader is limited by their ability to lead the people in their charge. This requires a higher than average intelligence when it comes to people. This intelligence is what allows the leader to understand others, to interact with them in ways that cause them to grow, inspiring them to act, and recognizing their feelings. This is the ability to take multiple perspectives, especially 2nd person, 3rd person, and likely even greater numbers.Moral: Hitler was high enough on the cognitive line. He was also intelligent enough when it came to interpersonal skills. Certainly, we can guess that he was lacking as it pertains to intrapersonal intelligence. But when it comes to moral intelligence, he is one of four or five people in modern times vying for the lowest possible score. Every leader needs a list of non-negotiables, and much of that list will be values. Determining what those values are and building a culture around them requires moral intelligence. No matter what your leadership style is, you should always remember that employees often do as you do, not as they’re told. That’s why it’s important to make sure your actions are in line with your words and directives so that employees can model their work after you. Beware of falling into these potential traps: What a Leader Does Developing the elements that makeup leadership is a lifelong process. The following is a list of fundamentals that should be a part of any personal leadership style.The vision thing. The leader can only lead if she has a clear vision of where she is leading the people in her charge. That vision—and the ability to share it in a clear and compelling way—is what draws followers to her, and what inspires them to take action.Making change. No leader ever finds themselves in charge of an organization that doesn’t need to change, or one that could not produce greater results than they are currently producing. That means a leader leads to change. That change is what moves an organization from its current state to its future.Strategy. A leader has to have some idea of how to compete and how to win. Strategy is the plan to do so. Without a strategy, the vision will not come to life, and you won’t achieve the change.Execution. A leader has to ensure execution. Execution is a big deal. You can have the best strategy on Earth and the tactics to achieve them, but without execution, it is all for naught.Growing people. Execution isn’t easy. To execute, the leader requires people to change, to grow, to develop personally and professionally (you cannot have the latter without the former). A great leader helps those in their charge become the best version of themselves. The greatest of leaders build leadership factories.Teams. Leaders build teams. They bring diverse groups of people together to achieve what would otherwise be impossible. Teams are a force multiplier, creating value far in excess of the individuals.Non-negotiable values. A leader creates a culture. They decide what values are non-negotiable, the core beliefs and behaviors that make the organization in their charge what it is. They decide where the organization stands, what it is for, and what it is against. And then the leader protects that culture. These are some of the component parts of leadership. But, the bottom line is that what a leader really does is lead. Leadership is a fluid practice and in order to become a better leader tomorrow, you need to know where you stand today. Here is a breakdown of the most common types of leadership styles at work today and the impact that each one can have on an organization. You want your salespeople to study so they’ll have the business acumen to create value for their prospects and clients, as well as distinguish themselves in a crowded field of “me too” competitors. You want them to read, to educate themselves, to do their homework. Are you better and more widely read than your sales team? Do you have the business acumen to be a peer when you are sitting in front of their clients? Or might you fail the test you ask your team to pass? 7 Most Common Leadership Styles Essential Reading! Get my 2nd book: The Lost Art of Closing “In The Lost Art of Closing, Anthony proves that the final commitment can actually be one of the easiest parts of the sales process—if you’ve set it up properly with other commitments that have to happen long before the close. The key is to lead customers through a series of necessary steps designed to prevent a purchase stall.” Buy Now Democratic LeadershipDemocratic leadership styles can be very effective in the business climate. This type of leader makes decisions based on the input of each team member – making all employees feel valued and included. The leader is making the final call but each employee has an equal say on a project’s direction or the bigger outcome.This is one of the most effective leadership styles because it allows employees to get comfortable with decision-making and authority that they may put to use in future roles. This is also how executives make decisions in company board meetings.Autocratic LeadershipAutocratic leadership is the opposite of democratic. This is when the leader makes decisions without taking input from anyone who reports to them. Employees are neither considered nor consulted before making a decision, and they follow orders as the leader determines.This leadership style is highly ineffective because most organizations can’t sustain this kind of environment without losing employees very quickly. Companies are much more successful when they have a more open leadership style that makes use to the intellect and perspective of other team members as well as the leader.Laissez-Faire LeadershipLaissez Faire leadership is the least intrusive form of leading. This means that leaders let team members pretty much do as they please – they have autonomy and authority and can proceed without the leader’s direction.Some employees thrive under this type of leadership style. They feel trusted to work however they like and don’t feel constrained or micromanaged. However, it can sometimes backfire. Without more direct management, some employees will have a hard time developing more fully. And without keeping this leadership style in check, it’s easy to overlook critical company growth opportunities. Strategic LeadershipStrategic leaders know how to straddle the line between a company’s ongoing operations and its potential growth opportunities. This leader accepts all things related to the executive interests of a company while also ensuring that current working conditions are stable for employees.This kind of thinking can be very effective for a company because it supports multiple types of employees at once. But, it also sets leaders up for a dangerous precedent – it’s easy to get overzealous about how many people you can actually fully support at once. If a leader doesn’t maintain focus, the company can easily lose direction and focus. Transformational LeadershipTransformational leadership is always changing and adapting to the company’s needs. For example, an employee might have a basic set of tasks and goals to stick to every week, but the leader also constantly pushes them to work outside of their comfort zone.This type of leadership is super popular with growth-minded companies today. It is highly motivating for employees who prefer a dynamic and challenging work environment. However, transformational leaders can also risk losing sight of where their employees are at individually. It requires thorough coaching to help guide employees in their new and changing responsibilities.Transactional LeadershipTransactional leaders reward employees for their work. An example would be a sales team that gets a scheduled bonus for making their numbers every quarter. This type of leadership is a great way to help establish roles and responsibilities for specific employees and give them the incentive to succeed. However, many companies find that it can encourage bare-minimum work if employees make too direct of a connection between their investment of time and how much they get paid. Bureaucratic LeadershipBureaucratic leaders, unlike autocratic leaders, listen and consider input from employees but don’t adapt well to change or consider input that conflicts with company policy. This type of leadership is not as controlling as autocratic, but it still greatly limits the freedom in how much employees can contribute, advance, etc. This is not a great style for innovation and definitely won’t help companies who have ambitious goals and are after quick growth. You say that your salespeople should block off time for their most important tasks, like nurturing their dream clients, prospecting, and following up. You want the members of your team to do the things that make a difference and produce results. Are you blocking time for coaching your sales team, the most important activity and the one that generates the highest return on effort? Howard Gardner, a developmental psychologist, made an important observation about human intelligence. That observation was that one’s cognitive abilities provide a view of only one type of intelligence, a general intelligence. Gardner posits a theory that is now well accepted, that there are additional types of intelligence, like musical intelligence, kinesthetic intelligence, intrapersonal intelligence, interpersonal intelligence. Highly effective leaders don’t rely on what they know but constantly work to improve who they are and what they do. Like any position, there are certain qualities you should strive for and certain ones that do more harm than good in the long run. For example, fear-mongering, intimidating and mean managers might produce short-term results but lead to unhappy employees and a high turnover rate. By contrast, managers who are patient, understanding and nice tend to have happy and loyal employees. It’s critical to find the right balance. Of all the human capacities, leadership is surely one of the most demanding. It is also one that requires the development of multiple lines of intelligence that make one an effective leader. You may believe that there is more intelligence necessary to lead, but you are unlikely to be able to subtract from these without also reducing the effectiveness of the leader. Be a Model Leader Your people will follow your lead. They’re more likely to do what you do than what you say, especially when your words and your actions are in conflict. If you want your people to follow you, you have to lead them. That means you have to embody the values you want them to hold, and demonstrate the actions you want them to take. No one is born a great leader – but most people can become one. There are many different types of leadership and leadership styles and we are constantly changing and improving the way in which companies grow and mature. If you’re currently a leader in your industry or are aspiring to be one, it’s important to understand which leadership styles are most effective and how to emphasize and implement the specific strengths you bring to the table. A leader leads. They lead the people and the organization in their charge forward. You tell your sales team to get out from behind their email and get in front of clients, to go where the action is and make a difference. You tell them not to waste time with the browser and their twelve open tabs. However, you dole out this direction from behind your CRM’s dashboard. Staring at the score never helped anyone win a game. How often do you see a coach with his back to the field of play? The 4 Bits of Intelligence of Effective Leadership Styles
India’s Sukhen Dey has won the gold medal with a splendid lift in the clean and jerk. His compatriot Ganesh Mali took the bronze.Dey comfortably lifted 139 kg in his second attempt even as the other weightlifters made heavy weather of it.Dey, who won a silver behind Hamizan Aminul Ibrahim in the New Delhi Commonwealth Games four years ago with a total of 252 kg, ended up here with a total weight of 248 kg, leaving Malaysia’s ZMD Pisol with the silver and teammate Mali with the bronze with a total weight of 244.Incidentally, Srinivasa Rao, who won the bronze in Delhi, lifted 248 kg.