Tomahawk - Ancient Weapon In Modern Combat

Tomahawk - Ancient Weapon In Modern CombatTomahawk - Ancient Weapon In Modern CombatThe U.S. military is turning to a well-known weapon of Native Americans to help with the fight in Iraq and islamische republik afghanistan the Tomahawk. Ancient Weapon A Tomahawk is a type of ax that has been used as both a weapon and a tool by Native Americans for hundreds of years. The word Tomahawk is translated from a word by the Virginia Algonquin natives called Powhatan. Native Americans have traditionally regarded Tomahawks as a general purpose tool. However, they have also used the ax device in battle either during hand-to-hand combat or as a throwing weapon. Tomahawks were originally made with stone ax-shaped heads. These later changed to iron and brass heads. European settlers to North America quickly adopted the Tomahawk as a tool and weapon as well, and the instruments became popular trading items between natives and settlers in the 17th and 18th centuries. Today, Tomahawk throwing i s a popular event at American historical re-enactments and is also a category in competitive knife throwing. Special handmade Tomahawks are still made by master craftsmen throughout the U.S. and Native American bands. Military Application Now, the U.S. military is adopting the Tomahawk for use in hot spots such as Iraq and Afghanistan. The U.S. Army Stryker Brigade is employing Tomahawks in Afghanistan, and the device is used by several American reconnaissance platoons in Iraq. A Tomahawk is also included in each Stryker vehicle as part of a tool kit. A Stryker is a 4 x 4armored fighting vehicle. Soldiers are using Tomahawks for hand-to-hand combat and for taking down doors and entering buildings. The Tomahawk is proving to be a diverse instrument with multiple applications with the U.S. military. In addition to its use in combat, soldiers are also using Tomahawks to open crates, dig trenches, remove road obstacles and knock out improvised explosive devices and detonate landmine s. The Tomahawks used by the U.S. military are manufactured by the American Tomahawk Company based in Byesville, Ohio.

How to Fire Yourself and Hire a Replacement

How to Fire Yourself and Hire a Replacement How to Fire Yourself and Hire a Replacement This doesnt have to mean dislocating yourself from the organization but it can mean relinquishing the supreme control that founders/CEOs often retain over every part of the business. There are several ways to do it.For example, you could split the CEO role in two and retain control over the parts that you excel in, which could be the more technical or product related areas of the business, and perhaps an external professional could focus on operations, sales and marketing. Or vice versa.Alternately, you could move out of day-to-day operations into a board role or perhaps more of a strategic consultant role so you can focus on what you do best, which could be ideas, innovation or thought leadership.The beauty of it is that having built this great firm you can choose to cherry pick the role you want, to a degree, as long as it can fit into a sensible operating structure. And after its all done, yo u might even feel relieved. And of course, just because you dont excel at something you dont necessarily have to relinquish control as long as you can adapt and develop skills in those areas.So, as you can see, there are many quite palatable options and scenarios around voluntarily firing yourself as founder/CEO. And if it is something you are ready to do, one of the first things you should do is take an honest look at your own strengths and weaknesses and begin to develop a sortiment of potential abdication scenarios much like I have described above. Each scenario should constitute, at the very least, an organization chart showing your role and duties in the new structure and the role and duties of the incoming CEO and other key executives. And it goes without saying that you should try and focus your role around your strengths and relinquish areas where you are weak.Having completed this exercise you can go to the market and search for CEO or high-level management talent. Its vita l to be flexible, which is why I suggested a range of scenarios, as you can never be sure what talent is available and you may wish to adapt your internal structure in order to fit in a particularly promising CEO candidate.Of course, this is a highly simplified outline of the process and principles of founder/CEO abdication, and in reality, this would be a long consultative process requiring input from a range of key stakeholders.Good luck with your enterprise.

How to Create a Smart Staffing Plan

How to Create a Smart Staffing PlanHow to Create a Smart Staffing PlanAre you an employer trying to determine how much staff and budget youll need for the next six to 12 months? While I dont have a crystal ball, I do have some tips that can help you create a smart staffing plan.Assessing your firms staffing plan begins by answering one question Do you have an adequate number of workers currently in place to achieve your objectives, at least over the near term?This is much more than a simple yes-or-no question, though. Let me explain, using two scenarios.Scenario 1 You are fully staffedEven if you feel you already have enough employees to meet your geschftliches miteinander goals, and your staffing plan is complete, you still have a few more things to consider. And not accounting for them could spell disaster. More than anything, you need to ask yourself these follow-up questions to ensure your staffing plan will help move your geschftsleben forward in the months aheadHow quickly can you adjust to unforeseen staffing challenges? Even though you may have enough people on hand to support your plans, what would happen if business conditions or priorities change? What if a critical team member - or worse, multiple key players - suddenly left the organization?Do you have the right skills in the right places? Just because you have the right number of people doesnt mean you have them focused on the right projects. What are your business goals for 2018, and what portion of your team is working to achieve each one? Roughly speaking, the more important the goal, the more people you should have dedicated to meeting it. Prepare yourself now for the possibility that you may need to reallocate members of your team - or bring in new workers if your staff lack key skills to support evolving business priorities.Given these realities, I recommend setting aside a portion of your budget for unplanned hiring needs. Id also suggest establishing a relationship with a reputable recr uiter in your area who can help you locate skilled professionals should you have an immediate need. A good one can help you react to a staffing shortfall more quickly than you could on your own.HIRING? WE CAN HELPScenario 2 You plan to hire in the year aheadIf, on the other hand, you dont have enough people or the right skill sets in-house to achieve your business objectives, youve got a little more work to do in formulating a realistic staffing plan. In particular, you need to ask yourself several key questions, includingHow quickly do you need to hire? Skilled candidates are in demand, and it can take weeks to find the right hire. If youre in a geographic location where competition for talent is fierce, it might take even longer. So, you might need to departure your candidate search right away.How quickly can you hire? A key step in setting your staffing plan is making sure all stakeholders understand the hiring priorities and have agreed on key details, such as the number of peop le you plan to hire, salary ranges, start dates and the like. Getting these particulars ironed out early on will make the hiring process go more smoothly and increase your chances of success.What factors could make it difficult for you to hire? Be aware of anything that could make hiring even more challenging - or near impossible. Start with the employment market in your area. How deep is the pool of candidates you seek? What is the demand for these professionals? Also, think about your job offers. Your firm must be prepared to offer compensation that is at least on par with what competitors and peers are providing to top candidates.Should you adjust your priorities? Consider postponing any initiatives that arent imperative, at least until youre confident that your business is truly prepared, from a staffing perspective, to take them on.My point with all this is that it takes a great deal of thought and effort to put together a staffing plan, even if you think you dont need one. It s worth the work. Really understanding where your business is at today in terms of its staffing strength provides a foundation for determining where it needs to be in the near future - and allows for you to withstand the unexpected. Paul McDonald Paul McDonald is senior executive director at Robert Half. He writes and speaks frequently on hiring, workplace and career management topics. Over the course of more than 30 years in the recruiting field, McDonald has advised thousands of company leaders and job seekers on how to hire and get hired.McDonald joined Robert Half in 1984 as a recruiter for financial and accounting professionals in Boston, following a public accounting career with Price Waterhouse. In the 1990s, he became president of the Western United States overseein g all of the companys operations in the region. McDonald become senior executive director of Robert Half Management Resources in 2000, and assumed his current role in 2012. He earned a bachelors degree in business administration with a concentration in accounting from St. Bonaventure University in New York.