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The lens used for these two recordings is the Sigma EX 105mm 1:2.8 DC Macro.
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The Philosophy of LeaderShaping, the off-spring of the "Six Levels of Leadership," depends heavily on "Communications" and "Intelligence" to be successful. When one or both of these elements becomes compromised, the result is known as the Fog of War. In military terms, this phenomenon encompasses all of the confusions and miscalculations, which can occur during an actual combat situation. In the case of unsuccessful organizational behavioral influences within the business sphere, it is defined as swaying public opinion across popular culture due to misinformation or ambiguous reporting of the facts. The Fog of War offers a clear definition for the "Devil's Paint Brush:" a description of the actions across any organizational body that causes immanent death over a period of time.
An organization dealing with uncertainties within its master plan, internally and externally, can relate to the Fog of War through a common event known as "Murphy's Law" (that whatever can go wrong, will): the natural result of organizations and their leaders rushing headlong into situations of negligible visibility. Further, this is explained as the influences of externally induced obstacles, which disrupt internal goal-oriented/directed behavior and process. The results of this common event could be catastrophic, as leaders in an organization fail to recognize the intentions of their cohorts, or target competitive positions thought to be clear of the organization's interests. A collapse in process can be attributed to the Fog of War.
When Napoleon still ruled most of Europe, a Prussian general named Carl von Clausewitz wrote a book entitled "On War" - one of the all-time, classic books on warfare and strategy, still studied in military academies worldwide. In it, he coined the term "friction" to mean all the things that fail in the chaos of battle conditions. It's better known in business as Murphy's Law: that whatever can go wrong, probably will.
In another chapter of the same book, "Intelligence in War," he discussed the problems of getting accurate information in the middle of a military engagement (for business purposes, this is known as "Intelligence of Process"): the effects of occupational hassles on negative mood and effort exertion.
Communication failures can also occur as a result of the Fog of War. By not closely examining operations, leaders cannot relay vital and timely course corrections or competitive positions to their Centers of Gravity in real time. This action can place the organization in harm's way. Such delays and miscommunications are typically blamed on the Fog of War, since competitors and foes (in some cases, these people reside internally) may have to improvise a new strategy or retreat without sufficient time to relay their actions to their own operations. The Fog of War can also be blamed (in some cases) when vital orders from leaders are unsuccessful in reaching the strategic and execution teams in time.
The concept of a Fog of War has come under considerable criticism over the years. But, in the last eighteen months, it has been pronounced due to economic instability and poor planning by leaders across industry. Political leaders, elected officials and public and private leader's response to these allegations often includes an allusion to Fog of War, meaning that some failures were due to real-time confusions, miscalculations and non-effective response to injury - not poor planning.
Some critics charge that the military depends too heavily on the Fog of War defense to excuse their own actions or missteps. This same defense can also be argued in the business sectors, but either sector being considered, military or business, the defense "should" not be accepted on a frequent basis - as a defense to failure (excuse) or missteps - for it goes against the very reason that "leadership" was birthed. Here's an example of the Fog of War at work in business.
Fog and Friction: Why Organizations Suffer from the Devil's Paint Brush
In 2008, I had the pleasure of training a new client on leadership, execution and team building. For the sake of eliminating any instance of embarrassment, I'll change the client's name to ABC & Company. Their dilemma at the time was two-fold; first, they wanted to become a stronger, more cohesive working team. Second, they wanted to learn a better way to execute by improving the leadership culture across the organization. During the four months of their training, an interesting occurrence continued to show itself - an example for demonstrated "Intelligence of Process."
While outlining the Six Levels of Leadership, the client quickly realized that their business (and its future), like warfare, was messy and uncertain. They also learned that what von Clausewitz wrote holds true on both the battlefield and in the boardroom. As soon as people move from the calm of planning meetings to the messiness of action, fog obscures the vision and friction confounds preparation. While actions fail to work as planned (friction), accurate information is missed, lost, or mangled (fog). Regardless of how things are expected to turn-out, "all best laid plans change upon first contact with the enemy." Amazingly, and with all of their training, the client quickly learned that regardless of any amount of training and learning, behaviors not changed brings calamity to any well run organization or military unit.
Fast forward a year to mid 2009, the client found themselves dealing with the Fog of War in the most profound way. A senior official responsible for running one of the organization's successful profit centers decided to leave for a new opportunity. In doing so, the senior official offered a resignation, effective thirty days from the date of submission. In this specific situation, the executive leadership's actions fell fault to Murphy's Law and the Fog of War all in one swoop. Because their culture was one that demonstrated a "hierarchal leadership" approach, one that was actually disconnected from the day-to-day operations of the specific revenue center, the resignation caused confusion, tension, adrenaline, and anxiety to govern the more important pre-events of the transition process.
If you create "battle" pressures within an organization - by a lack of leadership and timely communications, competitiveness, low employee moral, fear of dismissal, pressure to win no matter what, and tyrannical management - you'll get what real battles bring: chaos, confusion, constant breakdowns, frantic levels of anxiety, and many unnecessary losses. By the last week of the resignation and leading up to the last day as a member of the organization, the senior official was faced with employee infighting, a lack of trust from the consumer markets, insubordination, rebellious attitudes, and disobedience. The culture across the organization along with the stresses, competition, anxieties and pressures increased fog and friction a thousand-fold. This is a clear example of the effects of occupational hassles on negative mood and effort exertion. Simply, this is the potential for the beginning of the end - and, if this is not a wakeup call for the hierarchal leadership culture across ABC & Company, it could be the end of the organization as a whole. Little do they realize, but the Devil's Paint Brush is designing a masterpiece on the very canvas of the client's organization and culture.
Ten Lessons to Overcome the Devil's Paint Brush
Every business activity has to generate a benefit to the business; if it does not I suggest you change it or stop doing it; hence, the concept of the Fog of War. The implication is that you need to measure the productivity of a number of activities so that you can measure and improve their profit contribution. This is why it is important to outline a series of lessons to overcome the Devil's Paint Brush. These are your levers of productivity for your business - "a common architecture, a common application and a seamless approach" by all stakeholders to combat Murphy's Law. This segment explains the principles of execution to increase/overcome barriers to productivity. Simply setting goals will not achieve your objectives; managing the activity that produces the result is what really counts. As we begin to look at how-to overcome this fog phenomenon, it's important to comprehend the words of Carl Jung, a Swiss psychiatrist, influential thinker and the founder of analytical psychology (known as Jungian psychology): "The pendulum of the mind oscillates between sense and nonsense, not between right and wrong." - Memories, Dreams, Reflections, 1962.
The lessons to overcome the Devil's Paint Brush show you where to start:
1. Empathize with your Enemy. In order to limit opportunities for conflict, yet experience potential for peace, empathy must reside in all situations. However tough business and organizational needs might be, communicating with the enemy, empathically, creates an opening for successful outcomes. Empathy is the corrective action that overcomes all forms of misrepresentation and misunderstanding. Leaders using this strategy can remove themselves from their current emotional state, look at a situation through the lens of the opposing force and understand the thoughts that drive the decisions being made. The key to winning this strategy lie in your ability to know the enemy and how their culture responds to differing circumstances. In a military context, during the Vietnam War, the Vietnamese Government saw the United States as wanting to replace the French Government to preserve colonial power. The United States saw the Vietnamese as another potential cold war power, similar to the Russian Government. In the end, both countries were wrong. Neither imposed the strategy of "empathy" to learn what the other actually wanted (strategic intent was never understood). In the end, hundreds of thousands died on both sides and life for both cultures changed forever.
In the business context, leaders can only win this strategy by remaining connected to the day-to-day operations. Keeping a finger on the pulse of the business, internally and externally, including the actions, behaviors and thoughts of all stakeholders, allows leadership to remain ahead of the curve. But, at times of uncertainty as when essential staff moves away from the organization to pursue greater opportunities, the incident cannot cause for alarm as in the case of calling the fire "out-of-control." This is the time that the leaders are able to spread their wings and demonstrate the true strength and foundation of excellence - the true substance of the organization must prevail beyond the parties being removed. To be successful, leaders must empathize with the situation from all aspects (good and bad), understanding what is needed to use the situation as a growth opportunity, and get their hands dirty to realize how-to maximize the talents of the remaining human capital. People are the greatest asset to any organization, so this means that the leadership must be able to understand the thoughts and feelings of others - their internal and external customer. This cannot be done if the leaders are disconnected from the daily functioning of the organization or department being effected.
2. Understand "Rationality" as the No-Safe-Zone. I remember watching a fantastic movie titled, "Thirteen Days," staring Bruce Greenwood and Kevin Costner. The film is set during the two-week Cuban missile crisis (Soviet nuclear weapons in Cuba) in October of 1962 and it centers on how President John F. Kennedy, Attorney General Robert Kennedy and others handled the explosive situation.
In October, 1962, U-2 surveillance photos revealed that the Soviet Union was in the process of placing nuclear weapons in Cuba. These weapons had the capability of wiping out most of the Eastern and Southern United States in minutes if they became operational. President John F. Kennedy and his advisors had to devise a plan of action against the Soviets. Kennedy was determined to show that he was strong enough to stand up to the threat, and the Pentagon advised U.S. military strikes against Cuba, which could have led the way to another U.S. invasion of the island. However, Kennedy was reluctant to follow through because a U.S. invasion would have cause the Soviets to retaliate in Europe. A nuclear showdown appeared inevitable and the question to ask now, some forty-seven years later is this: "how was it prevented?"
This story offers one of the greatest lesson for leaders to truly understand how-to win the strategy here. I encourage you, the reader, to rent the film from your local video rental for a lesson in leadership, patience, communications, strategy and the Fog of War. Having a true understanding of the actions from both presidents, Kennedy and Khrushchev, during this tense stand-off teaches just how fragile "rationality" actually is in times of uncertainty. It was later found out in a meeting in 1992 that the Soviets had parked 162 nuclear warheads, including 90 tactical warheads in Cuba during this critical moment in the crisis.
In the business context, leaders must have a proven process by which individuals are selected to be leaders, given they possess the required attributes and style that best fits the organization. Leaders responsible to the selection process must be equipped to make the best decisions to maximize the greatest payoff distributions. They must select the abilities after removing the noise inferred ex post from the immediate observed outcomes. The framework design to follow must offer a model, which leaders' judge relative to three different outcomes: First, risk must be considered at all levels of the organization. Behaviors and personalities coming together as ineffective ingredients can have a greater cost to the organization than any newly appointed incoming/ineffective leader. Second, "overconfidence" must be considered to ensure the actual needs of the organization are not being underestimated. This can cause a potential appointment decision to be based on "rationality" rather than "best practices" to meet current and future needs. Third, numerous implications for the analysis of real-world leadership and organizational behavior, new product development, relation of risk-taking to an organization's situation and culture (past, present and future) must be discussed (i.e. one who underestimates project risk, has a higher probability of being chosen as the leader than an otherwise identical rational manager). Rationality can in fact cause a "No-Safe-Zone."
3. Maximize Efficiency, Decrease Ineffectiveness. Time is critical and has a value that is mostly misunderstood. Efficiency must be a major consideration when faced with serious issues. Maximizing efficiency requires both "incremental change of process" in the way things are being done today, and "fundamental change" that brings on greater gains in efficiency for the future. Another aspect for consideration on this topic is "acceleration." As we venture into the new world after the down sizing of the global business sphere, we'll begin to see the need to do more with less - less cost, less time, less risk and less redundancy. To win this strategy, leaders must learn to increase efficiency across all aspects of their information infrastructure, deploy the most energy-efficient common application platforms for best practices, simplify their processes of compliance with regulations and policies, utilize the benefits of the digital age (automate IT management platforms and archetypes), secure accurate and trustworthy information at every level to execute strategically and flawlessly, and aim to be a strategic partner that enables the success of the people and organization simultaneously. Experiencing high levels of success in this area not only maximizes efficiencies, but also leverages expertise to help the organization emerge from areas of uncertainty stronger than ever into the future. All of these actions (and some not listed) decrease ineffectiveness across an organization and offer, to a leader, the many opportunities to be more effective within their operations.
4. Proportionality is an Absolute Guideline that Fails - within Reason! Some people seem to pursue an intuitive definition of proportionality in warfare: that the civilian casualties in war on either side should not be significantly higher than the civilian casualties on the opposing side. But, the actual definition, from international law, does not define it that way: the incidental or unintended harm caused to civilians or civilian property must be proportional and not excessive in relation to the concrete and direct military advantage anticipated by an attack on a military objective. The question now is this: which definition makes more sense, the intuitive one or the legal one? One problem with the intuitive definition is that civilian casualties on one side could be used to justify deliberate civilian casualties on the other side. But, the official version is also problematic because it seems to justify any number of civilian casualties if the military advantage is judged great enough. Neither formulation, however you examine them, offer a quantitative comparison, which means that in any war, people holding different biases are unlikely to agree on whether or not proportionality was actually observed. Simply stated, "proportionality" in the military context is all about the rights and wrongs of killing civilians.
Proportionality in the business sense also has parallels to the definitions above, only it is outlined as a strategy to win. How, you might be asking yourself. Earlier, we outlined the definition for the Fog of War as the "actions across any organizational body that causes immanent death over a period of time." One of the actions that leaders fail at is taking care of their organization's greatest asset - the people. The principal fundamental asset of an organization is its people. They are the engines that drive performance and make things run. Without people, nothing can be achieved.
If leaders fail to inspire greatness from their people, they'll quickly establish a guideline of perception that things such as profit and process has a greater value. This action is one that promises to cause immanent death to an organization. The key is to establish "Success Traps" that help individuals achieve Personal Proficiency to increase Professional Mastery. Leaders must be able to get people to answer a few questions:
- How do "I" respond to problems and challenges?
- How do "I" influence others to my point of view?
- How do "I" respond to the changing pace of the environment?
- How do "I" respond to rules and regulations set by others?
And, they too must be able to get their people to answer the following questions, as it relates to the overall state - and the future state - of the organization as well:
- Do "I" know where the organization wants to be in the future?
- Do "I" know what the organization will apply its resources against to achieve its Future Picture?
- How will the organization apply those resources? And, how might "I" contribute in the process?
- When and under what conditions will the organization exit from its current strategic plan? And, what influences will "I" contribute to ensure greater success to its outcomes?
It basically comes down to a single issue: "does leadership help everyone in the organization lead upwards? And if so, do they reveal the secrets of Service Performance Management to everyone?" In the current economy, facing the challenges of a deepening global recession with limited financial resources; many organizations are charting a new course. As business leaders navigate this evolving terrain, it is important that they satisfy the demands of customers, employees, and vendor relationships - and develop new strategies that address the economic, social, and environmental impact of their business processes and practices. This is where service performance management adds value: Strategies to create business and societal value to provide the strategic clarity needed to align performance and service oriented management to business and organizational strategy, and hold individuals accountable while managing successfully through the downturn.
When leaders take care of their people, "proportionality" becomes a non-issue. But, when they do not value their people as their greatest asset or forget, immanent death over a period of time (shorter rather than later) is realized.
5. Achieve the Data - Optimize its Resource. Machines that run at high speed demand constant and abundant lubrication to prevent friction between the moving parts. Slower-speed machines need less. Running a machine, or a business organization, faster than it is designed to perform is the perfect recipe for provoking the maximum number of breakdowns. This is even more true when an organization is being forced to operate efficiently and effectively on a daily basis. Although its design requires peak performance, without the proper data to optimize its resources, things will go wrong and the leaders will experience the Fog of War.
Speaking about the need for data quality helps organizations generate the right form of business intelligence and assist leaders with making the right business decisions that becomes the game changer for the people and organization. The key to maximizing the data relies on a simple acronym that is all too familiar: GIGO - "Garbage in, Garbage out." Data integrity is essential to an organization's success and the leader's ability to make great decisions.
6. Belief/Seeing are both often WRONG. "We see only what we want to see, and in most cases, our judgment in the face of chaos, causes us to be wrong - and right - when we only see half the picture." Tom Petruno's Money & Co. Blog back in April, 2008 talked about Wachovia Bank's shareholders wishing that they could have a "do over" of the bank's major foray into California. What he was referring to at the time was Wachovia's 2006 purchase of Golden West Financial, the California lender that specialized in so-called option ARMs. As mortgage loan losses soared in 2008, Wachovia was forced to slash its quarterly dividend payment by 41%, from $.64 a share to $.375. At a time that the business world, more specifically, the financial markets were imploding, Wachovia was stated as saying "California really is bad and the acquisition of Golden West Financial was riskier than we initially thought" (Source: Goldman Sachs & Co. report). The Golden West Financial organization didn't just specialize in option ARMS, it lived, ate, and breathed them. According to Bloomberg News, "99% of Golden West's mortgage loans were option ARMs." You wonder, then, how it's possible that Wall Street didn't recognize how risky these loans were until, um, today (April 2008). Leaders must learn to take heed in the lesson that others have paid the ultimate sacrifice. The key to winning this strategy lies in a keen ability to "achieve the data and optimize its resource - and, understanding that there's more than what meets the eye!"
7. Prepare to Re-Examine your Reasoning. Robert S. McNamara, the Eighth Secretary of Defense for the United States serving under Presidents John F. Kennedy and Lyndon B. Johnson from 1961 to 1968, is quoted as saying: "Were those who issued the approval to use Agent Orange criminals? Were they committing a crime against humanity? Let's look at the law. Now what kind of law do we have that says these chemicals are acceptable for use in war and these chemicals are not. We don't have clear definitions of that kind. I never in the world would have authorized an illegal action. I'm not really sure I authorized Agent Orange. I don't remember it, but it certainly occurred, the use of it occurred while I was Secretary." He is also quoted as saying: "What makes us omniscient? Have we a record of omniscience? We are the strongest nation in the world today. I do not believe that we should ever apply economic, political, and military power unilaterally. If we had followed that rule in Vietnam, we wouldn't have been there. None of our allies supported us. Not Japan, not Germany, not Britain or France. If we can't persuade nations with comparable values of the merit of our cause, we'd better reexamine our reasoning."
What an amazing leadership lesson for us to learn from. These words are profound in a way that stipulates the reason to develop GREAT teams across an organization - and, hold them accountable for their actions and their leaders for the decisions being made when executing strategy. The greatest mistake that leaders can make is not reexamining their reasoning for moving forward with a decision. Responsible leaders develop a framework, or adopt a proven model that provides their people with a toolkit to think strategically, assess financial implications of their decisions, mobilize change within the organization and communicate with other business leaders. These actions help their managers and team leaders to chart the future of their departments, as well as manage for bottom-line performance in real-time. When a leader is able to perform in this manner, he/she provides engaging opportunities for others to specialize in a specific area of career interest. Having the confidence to remove yourself from popular culture, the "Art of Detachment," and reexamine your reasoning, eliminates opportunities for mistakes to be repeated - by ALL parties.
8. Learn to Win Good by Engaging the Devil. Again, quoting Robert S. McNamara, he stated: "How much evil must we do in order to do good? We have certain ideals, certain responsibilities. Recognize that at times you will have to engage in evil, but minimize it." This statement is in relation to the many awful things that took place in Vietnam. But, it still rings true today for the battles that are engaged by leaders in the business battle space. Sometimes, doing the right things means "not" doing what is right. Small business owners are faced with this dilemma day after day. However you look at it, it comes down to a decision having to be made. What do you do when you have to make a decision to speak an untruth because the circumstances are not right and the outcomes from the truth will do more harm? Here's a way to deal with this dilemma.
In most cases, the Fog of War in business are the prime causes of loss and wastage in organizational settings - waste of money, time, effort, manpower, and resources of every kind. They turn opportunities into fiascos and cause excellent plans to fail. The world is already a turbulent place; there's not much that you can do to change that. It makes no sense to add to your problems through self-inflicted and unnecessary pressure. So, the best way to avoid the effects of the Fog of War and ineffectiveness within the organization is this: slow down and operate from a clear Memorandum of Understanding that provides a common architecture, a common set of applications and a requirement of teams to complete the necessary tasks to win.
It is important that you, as a leader, have the necessary time to be proactive in order to limit any risk while moving forward (the difference between making a "compromise" vs. being "compromised"). When things go wrong, as they often do, do not switch into a panic mode, yet operate as if all is OK. The only way to pull this off is to learn how to remove yourself emotionally from the scenario you found yourself in, get reliable feedback from your peers, ensure the information (data) is accurate and uncompromised, make decisions with the future picture in mind (don't win the small battles ONLY to lose the big war), and flawlessly execute to win.
And, if you're wise, you'll have expected failures along the way, prepared your contingency script and continue with non-missteps and limited surprises. Take time to let the fog clear and the dust settle. Most situations are less pressing and critical than you think. Success in business rarely depends on split-second decisions; but, in some cases, success may require you to come into the devil's living room. When this happens and you are faced with asking yourself the question posed earlier in the segment, or a question that is unfavorable, keep the future picture and mission within sight. Engaging the devil may have to occur; when you must, do so with stunning insight and perspective. The cleanup when it's all over must be as limited with work as possible and its cause cannot be revisited by you.
9. Never say Never - Never say I Can't! Winning this strategy is simple: one of the lessons I learned early on during my service as a United States Marine is this: Never say never - never say I can't! Never, never, never, never... say never or I can't. And more importantly, never answer a question that is asked of you. Answer the question that you wish had been asked of you and do it honestly. Quite frankly, it is my opinion that if leaders follow these two rules, they'll find themselves in a pretty successful position and be able to sleep at night with a clear conscience. These rules offer a simple approach. These rules are very easy to follow.
10. You Can't Beat a Man at his Own Game - Human Nature. Here's one last quote from Robert S. McNamara: "We all make mistakes. We know we make mistakes. I don't know any military commander, who is honest, who would say he has not made a mistake. There's a wonderful phrase: 'the fog of war.' What 'the fog of war' means is: war is so complex it's beyond the ability of the human mind to comprehend all the variables. Our judgment, our understanding, is not adequate. And we kill people unnecessarily." There's an old adage that says "everything that's gold don't shine and people waiting in a long line do not constitute that they are waiting for something that is good." Any military commander or business leader who is honest with him/herself, or with those they are speaking, will admit that he/she has made mistakes in the application of military power or in making sound business decisions. In order for leaders to win this strategy, human nature must be paid attention to at all times.
The Summation
The final lesson as we close this article is one that explains how leaders don't just become prisoners of their perceived success. They also become prisoners of their errors. Avoid the Devil's Paint Brush, even when you refuse to see it headed in your direction.
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I speed through my six lenses and tell you what I can about them in ten minutes. Tell me if this is good, or if you want anything else! I'll be more then happy to answer questions. Feel free to comment and/or subscribe. Thanks!
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Sorry I haven't uploaded any skating videos lately, the next one will be. Filmed on a Canon T2i, I'm so glad I bought this lens.
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When it comes time to upgrade from a point and shoot camera to a digital SLR there are quite a few very capable cameras from which to choose. Canon, Nikon, Panasonic, and Sony all have cameras worthy of consideration. However, Nikon has two cameras vying for you attention as a first time DSLR buyer.
The choice you have involves the Nikon D3000 vs Nikon D5000
The Nikon D3000 is the newest camera release in this category. It is a bare-bones DSLR that takes great pictures. The reason photographers move up to this level of cameras is so they can have the ability to change lenses and take better pictures than they can with a point and shoot camera. The D3000 definitely fills that need. It also sports a 10.2 megapixel image sensor with Nikon's exclusive EXPEED image processing system. All in all, it is a very capable camera and will give images as good as any camera in its class. The really great feature is the price. It is the cheapest DSLR on the market. Perhaps that is why Nikon left off some of the other features that are becoming common in digital slr cameras.
The Nikon D5000 is more of a full-featured camera. It has a 12.3 megapixel image sensor with the EXPEED image processing system. Other features that are either better or not even included on the D3000 are an articulating LCD so the photo can be framed from unusual perspectives, D-SLR Movie function, 19 scene modes (vs only 6 on the cheaper model), and Live View which includes face priority auto focus and subject tracking.
From a practical standpoint, the Nikon D5000 will be very comfortable for someone who has been using an advanced point and shoot camera because of the Video capability and the Live View. Both of these features are available on all of the newer compact digital cameras.
Bottom Line: both cameras are highly rated, and you would not be disappointed in either. If you want less expensive, the Nikon D3000 is the right choice. However, if Movie mode and Live View with an Tilt Screen LCD are important, you can't go wrong with a Nikon D5000.
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This is my first test with a canon 7d as a sport video cam - 1280x720 pix 25 fps - orginal movie is 60 fps - lens used: canon 50mm 1:1,4 and sigma 70-200mm 2,8. - there is a filckering in the movie because the ligth in the hall had 50hps an the raw movie was filed with 60fps. Göppingen won the game - GWD Minden without any luck. the movie is in HD. German Handball Bundesliga German: Aufgenommen in der Kampa Halle in Minden ist dieser kleine Film ein Test für meine neue Canon 7D Kamera gewesen. Zum Einsatz kam eine Canon 7D mit einem Canon 50mm 1:1,4 Objektiv sowie ein Sigma 70-200mm 2,8 Objektiv. Aufgenommen wurde im Format 1200x720 Pixel mit 60 fps. Anschliessend wurde per Software das Ganze auf 25 fps herrunter gerechnet. Der Film zeigt Ausschnitte aus dem Handball Bundesligaspiel GWD Minden gegen FA Göppingen. Göppingen gewann das Spiel knapp mit 2 Toren Vorsprung
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Ich Habe das Pentax 50-200 mm 1:4,5-5,6 umgebaut damit es mit dem sigma 2x tTeleconverter verwndbar ist.
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Product Support Specialist, Tim Cady talks about the versatility of the 18-50mm standard zoom lens with optical stabilization. Please click on the following link to learn more about the 18-50mm OS lens: www.sigmaphoto.com
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In this episode of "Learn to Speak Camera", I give a brief overview of the main types of lenses which most consumer and professional cameras can use. Since compact and bridge cameras are stuck with the lenses they have, some of this does not apply to them. However if you own a compact or bridge camera you may find it informative to learn what you could have access to. I would recommend hiring a DSLR body and a couple of different kinds of lens if you want to get practical experience of the differences. The errata for this episode are posted here: www.facebook.com The properties of lenses are important and intricate topics, which will be visited over the next episodes: Focal Length in episode 5, and Aperture in episode 7. The related topics of Crop Factor, Shutter Speed, and Autofocus will appear in episodes 6, 8 and 14 respectively. Sorry about the jaundiced look - lighting problems! I get this fixed by episode 7. Excerpt from "Feeling", from the album Ice Breaker, used with the very kind permission of Candice and Matthew: naturalwriters.co.uk The amazingly lovely Sigma 10-20mm EX DC HSM ultra wide angle lens I mentioned in the video... in - Canon fit (Amazon UK): www.amazon.co.uk - Nikon fit (Amazon UK): www.amazon.co.uk L-series Canon lenses to gaze upon: www.amazon.co.uk The "Learn to Speak Camera" series is aimed at novice and amateur photographers, and those others who would consider the hobby if only it weren't so confusing. Each episode will deal with a single ...
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Early in my career, I realized I had been trained well for examining, treating, and prescribing for my patients. I also realized that being trained as an optometrist is completely different than being trained to practice optometry or manage a practice. I wasn't prepared for managing the business of a practice: hiring, managing, training, and leading employees.
By the time I realized I was unprepared, it was, of course, impossible to return to step one and start over. I was a business owner and my success was on the line. For the first three years of my practice, I read all of the books I could find on how to better manage my practice. Eventually, I came to the conclusion that while management is important, what I really struggled with was how to separate management from leadership. Managing is done to employees. Leadership is done with employees. I was a good clinician and a good manager, but it was not until I became a good leader that the practice began to grow exponentially. Staff turnover became virtually nonexistent, and I began looking forward to going to the office each day.
What gives a doctor the right to lead?
It certainly isn't because they own the business or have earned the title, "Doctor." Positions, titles, ranks, or degrees don't qualify anyone to lead others, nor does the ability to lead come automatically with age or experience. Ever heard of the "natural born leader?" Many people feel that if they weren't born a leader, they will never be one. While it's true that some have a natural or innate ability to lead, others become strong leaders by first acknowledging that they aren't a "natural born leader" and then learning, honing, and practicing leadership skills that serve them quite well.
Whether you are a natural born leader, a student of leadership, or a combination thereof, leadership skills must be groomed and constantly improved. To become the best you can be as a leader, you must put forth constant, purposeful effort and be willing to invest time and resources in your own personal development.
I have learned that we aren't "given" the right to lead. We aren't "assigned" the position of leader. The right or privilege to lead can only be earned. Becoming a leader takes time, requiring devotion and a constant focus on your followers. In fact, one of the most effective means of learning to lead is to allow those who would follow to shape you. Being an effective leader is not about making other people follow, but rather becoming the kind of person they want to follow. You must learn to create and describe a vision that others understand and want to join. Then, you must become the person that others trust to lead them to where the vision guides you.
I've identified 10 Pulse Points to guide you on your quest to becoming a better leader.
1. Put your ego on the shelf. Truly great leaders are not interested in leadership for personal gain. They are servants of those who follow. Great leaders aren't just remembered for the things they accomplished but also the things accomplished by those they lead. When I find myself in a situation where a patient thinks I've solved their problem, I accept their thanks and explain how I couldn't have done it without my staff. While I might have made the diagnosis, it wouldn't have been possible without the data gathered by my staff and the insights they often share.
If you really want people in your organization to follow, you must be willing to share (and pull them into) the spotlight, recognizing them for a job well done (which often goes unnoticed).
2. First, learn to follow. It's difficult to become an effective leader if you don't first learn to become a good follower. The United State Military Academy is perhaps one of the most recognized leadership institutions in the world. It teaches its officers to first become effective followers. Consider that West Point has produced more leaders than the Harvard Business School. While you, as a functioning part of the organization, can be subordinate to another, your willingness to follow is greatly enhanced by mutual respect.
3. Create positive relationships. Leadership is a function of influence, which means it is, by nature, relational. Today's generation of leaders seem particularly aware of this and demonstrate through their actions that their followers as individuals are more important than their titles and positions. Today's leader knows that before people go along, they must get along.
Because I had started my practice cold, I learned to perform every task and job in the business. There was nothing I asked my employees to do that I hadn't done, wouldn't still help them do, and would do on my own if necessary. In 1993, I built a building to house our rapidly growing practice. The staff and I were all happy to have a kitchen in the office so that eating lunch could be a more relaxing and enjoyable break in the middle of a busy day.
Because the cleaning crew only came in on Monday, Wednesday, and Friday, it was necessary for someone to take the trash from the kitchen to the outside trash container on Tuesdays and Thursdays. In staff meetings, we made the decision that because everyone benefited from the use of the kitchen, everyone should take a turn cleaning and taking out the trash. I had 13 employees at the time, and my office manager organized a schedule to rotate the responsibility for cleaning the kitchen among those 13 staff members. During staff meeting, I raised my hand and suggested that because I was going to use the kitchen like everyone else, I should take a turn cleaning the kitchen once every 14 weeks. It wasn't a big deal and it didn't take much time, but my pitching in was only fair - and a great way to demonstrate my willingness to do anything the staff was asked to do.
4. Strive for excellence. No one respects or follows mediocrity, at least not for very long. Those who earn the privilege to lead have committed themselves totally to what they do. Leaders lend not only their skills and talents, but also great passion and dedication, performing on the highest level of which they are capable.
Demonstrating a commitment to the same standards of excellence that I expected from staff doesn't mean I did everything right the first time. I was always striving for excellence, but it didn't always come from my first efforts. Many times, I had to do things several times to get the results I wanted, results that met my standards of excellence. The process of doing - and doing again until I had done my best - was a process I thought was useful for my staff to see. The lesson I taught by sharing my shortfalls, mistakes, and the extra effort it took to finally get things right is excellence is not always the result of your first effort, but rather the result of setting your sights and dedicating yourself to reaching your goal. There are many good lessons learned from making mistakes, so the only costly mistakes are those where nothing is learned.
5. Rely on principles, not emotions. Leadership is often easy during the good times. It's easy to lead when there are no budget constraints, competitive threats, or organizational turmoil. But when everything seems to be against you, you're out of energy, and you don't want to lead, that's when you earn your place as a leader.
In every phase of life, leaders face crucial moments when they must choose between pushing onward or retreating. Leaders make it through those times by relying on tested principles and experience rather than knee-jerk emotional reactions. When you make a tough decision that benefits others above yourself, you're making decisions like a leader. Making a principle-based decision that's in the best interest of your employees is perhaps the best way to demonstrate your commitment and dedication to putting your team first.
There were many times over the course of my career when I would have liked an increase in my personal income; instead, I tightened my belt so that I could give my staff raises that were deserved and necessary to keeping them motivated to growing the business. I viewed raises for my staff rather than myself as an investment in the business that would ultimately benefit everyone, including me when the time was right.
6. Make enriching the lives of others your mantra. Leaders whose legacies are revered long after they're gone helped people live better lives, reach beyond their comfort zones, and achieve their full potential. Perhaps the highest calling of leadership, its highest value, is in what you can help others become.
Maybe it's the teacher in me or my interest in seeing others learn, but one of my greatest pleasures has always been helping people accomplish things that they either didn't know or didn't believe they could accomplish. This must stem from my childhood: To say I wasn't a good student would be an understatement of monstrous proportion. At a young age, I was labeled as that kid who was capable but didn't apply myself. Lazy. I could have done better.
It wasn't until I was in ninth grade that Edwin P. Heinrich, headmaster at St. Johns Country Day School recognized that I was bright enough to be admitted to the prep school. He saw that I was a visual learner and needed to get my hands on things before I was in command of the knowledge. The only times Dr. Heinrich ever showed any frustration or displeasure with me was when he asked me to perform some classroom calculation and I responded that I couldn't. (He told me in private after the class that the correct response was that I didn't know how, not that I couldn't.) To be a leader is to be a teacher, and the difference between can and can't is a not a matter of how your employees learn, but rather how you as a leader teach.
Helping your employees become more knowledgeable positions them to accept greater responsibility. The more responsibility they can accept, the more valuable they are, and the more valuable they are, the more they should be compensated. I followed this logic throughout my career, and it's the best way I've found to increase job satisfaction and eliminate employee turnover.
7. The gift of power. A common mistake made by novice leaders is trying too hard to hold on to power. One of the ironies of leadership is that the more power you pass to your followers, the more powerful you become. I encourage my clients to see themselves more as a river than as a reservoir. Sharing your power strengthens others in your organization, extending your influence far beyond your own sphere.
A professional practice of any kind has one common limiting variable: time. By delegating tasks to employees who have been trained and entrusted with responsibility, you can maximize the amount of work accomplished, the number of patients seen, and the number of problems solved. Any professional practice, from dentistry to optometry, can benefit from investing in its employees. Remember, many hands make light work.
8. Seek counsel from those who follow. Regardless of how smart leaders may be, or how much experience they may have, seeking advice and direction from their followers always makes their decisions better. Decisions made with consideration for the input and experiences of those the decisions affect are always superior to what the leader can discern alone.
You may spend thousands of dollars flying in a consultant to solve a problem at your company. Then, when the consultant is finished and gone, it's up to you and your employees to live with the consequences of the consultant's plan. Think of your staff as your inside consultants. Your staff members are intimately familiar with every facet of your practice, and more often than not, they can give you better advice with less expense and in less time than an outside consultant. Moreover, after the decisions are made and the advice is executed, your staff members are still around to tweak the solution for peak performance. They know (or will learn) that the advice they give today is what they must live with tomorrow.
9. Share praise, and take responsibility. As a leader, any praise or positive recognition you receive should always be redirected to your staff or followers. Criticism and negative comments should always be deflected away from them. As a leader, one assumes final responsibility for performance and never uses followers as a scapegoat for blame. In my practice, I found that my staff members recognized the shielding I did on their behalf. They felt confident that I had their back. You can't expect your staff to focus on moving your practice forward if they must constantly look over their shoulder. I'm not saying that issues shouldn't be addressed if staff members make an error, or that staff shouldn't take responsibility for the actions; but they need to know that you are there to stand up for them when they have done their best and things just didn't work out the way everyone wanted.
10. Be forthright in all things. Above all, your staff must know that you are consistently honest. This honesty is perhaps best described as doing the right thing in every situation, even if it is to your disadvantage. The leader does the right thing when no one is looking and when no one would ever know.
Your verbal communication and body language speak volumes, not only to your patients but also to your staff. Your staff should constantly put themselves in the patient's shoes to give the best service. You lead by example. Do you demonstrate fairness? Employers who speak to patients respectfully until they leave but then disrespectfully after they're gone clearly communicate that they might do the same thing to staff members.
As the leader, you are an example for everyone who follows you. Make sure that your staff catches you doing the right thing for both them and your patients, in every situation. If you make a mistake, your staff knows it, so own up to it in front of them. If you mishandled a patient encounter and need to apologize, or you reconsider your advice to a patient, let your staff know about your feelings and your intentions to rectify the situation. Nothing breeds honesty more than the example you set for your staff. A foundation of integrity for both patients and staff is the best foundation of all.
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Some highlights from my trip to Japan in Aug '09. Cities visited include Kobe, Matsumoto, Nara, Kyoto, Matsuyama, Gifu, Nagoya, Takayama, Shirakawa-go. Please leave comments and rate. Good or bad, it doesn't matter. I enjoy constructive criticism!! Video was shot using a Canon T1i and Sigma 18-50mm F2.8 lens and 10-20mm F4-5.6 lens.
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Newsflash! SingleShot has now found a possible replacement for the Panasonic AG-HPX171E... Let us introduce the Canon 550D. A new world with possibilities. Of couse we will still use the Panasonic but the Canon is going to be helping us a lot! Anyway.. This is a demonstation of some simple footage with the Canon 550D with the Canon 18 - 55mm lens and the Sigma 70 - 300mm lens. Sorry for the shakiness but since we used the 70 - 300mm lens we had to be far away and zoom in and then use the macro focus to get closeups. It's an amazing camera and the Sigma lens is as well. The Canon is standard but it does the trick. The built in mic is actually quite good and impressed us greatly. But of course it's not as good as a Shotgun mic but it works for home videos and for some stuff without dialog. Our settings while filming this video: 1920×1080 - 25 fps Low light ISO: 400 - 1600
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I bought it because it was CHEAP and it works on NIkon DX format DSLR. I am using this lens on the recently purchased Nikon D2H (Professional Camera from 2003-04). Even though it is only a 4MP camera, enlargements can be made up 20X30 without loss of full resolution. The lens is nice and compact. The overall length does not change when zooming in and out. Any questions or comments are welcome.
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Review of many of the Panasonic GF1 MF and AF lenses. 14-45mm F3.5-5.6, 20mm F1.8 pancake, Sigma 30mm F1.4 Nikon mount, 35-70mm F2.8-4.0 Canon mount, 50mm F1.8 Nikon mount pancake, 50mm F1.4 Olympus OM lens, 50mm F1.4 Canon mount, 85mm F1.8 Nikon Mount. I am attempting to show the differences between the lenses above with respect to low light stills and video. I also show examples of how the AVC-HD light codec does against the MJPEG codec in low light situations. The 14-45mm and 20mm lenses are probably the sharpest lenses I have. However, the 14-45mm lens has poor low light performance at its telephoto end. The 20mm is always sharp and performs well in almost any situation. It is a fantastic lens but it is not cheap at $400 new. The 50mm Nikon pancake lens is bigger than the Panasonic 20mm pancake but it is almost as sharp. The real benefit of the Nikon pancake is that it is only about $20 used on ebay. It is the best bang for your buck lens I have found.
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A person who possesses certain characteristics is capable of becoming a great leader. These characteristics can be learned by anyone who believes they are performing inadequately in their current position of leadership. An effective leader is someone who is able to successfully communicate assertiveness, confidence, leadership, responsibility and boldness.
Great leaders past and present often test positive for psychological traits such as these. If you were to break down the demands of each of these traits, you will become closer to understanding completely what it takes to become a more effective leader. In addition, a great leader must also be friendly, outgoing and good-natured. All of these characteristics are a major factor to becoming a more effective leader.
Research indicates that individual who possess traits such as these is typically happier, and people are more prone to follow someone who is in high spirits. An effective leader must be confident in his or herself. He or she must also be:
Secure
Self-reliant
Certain
Poised
Brave
Self-assured
Fulfilled
Individuals who have high self-confidence are able to deal with challenges more successfully and are not discouraged easily. Effective leaders are better at handling unexpected events, making assertive judgments, and are able to articulate their opinions and thoughts quickly.
An effective leader is assertive, they must also be:
Argumentative
Influential
Headstrong
Hostile
Persuasive
Opinionated
When it comes to making decisions, an effective leader does not falter or hesitate, keeping the confidence of their followers. Becoming a good leader means that you know when something needs to be done, and you do not let anyone or anything stop you when you know you are right.
For many reasons, in order to lead effectively you must be bold. You must be able to keep your cool in unfamiliar territory, adapt to changes quickly and be willing to do whatever it takes to reach your goals and accomplish an overall objective. Bold leaders are more likely to prevail when there are tough decisions to be made.
In order to become a truly great leader, you must have a strong desire to influence, direct and control others. You must take on your role as a leader naturally and take pleasure in the challenges and responsibilities of being the one in charge. Your leadership style must be active, ensuring that you will take control quickly in any situation.
One of the most important traits that an effective leader must master is leadership. In order to master leadership one must be:
Authoritative
Commanding
Controlling
Directing
Dominant
Dynamic
Forceful
Influential
By making a commitment to study and make a conscious effort to learn the traits of an effective leader, anyone is able to improve and enhance their leadership skills. Not only will mastering the traits of a great leader help you become an expert in your industry, but can also help to improve your overall well-being.
Learn From Fellow Leaders
By following someone who is already an effective leader, you gain the experience and confidence that you need to become a leader yourself. A great many experts agree that anyone who wants to become successful in their business stand a better chance at it when you receive guidance from a mentor. A mentor has the type of wisdom that can only come from experience in the industry. When you are looking to climb the ladder of success and become an expert in your field, you would fare well from following in the footsteps of a great mentor.
Such a relationship will bring you valuable advice and guidance. You may benefit from having a mentor by attending events and meeting people that only those with mentor level experience are able to access. Mentors are more than happy to offer their guidance to subordinates because it gives them a chance to strengthen and improve on their own leadership skills and abilities.
Many businesses have failed because they underestimated the true value of a great mentor. A mentor can bring valuable insight and teach you a horde of useful things. Having great mentor in your life gives you peace of mind and comfort knowing that you have someone with knowledge of the industry that they are willing to share with you.
One advantage to having a mentor it they are able to encourage you and give you courage when you need that extra push. Others may offer encouragement to you, but when you hear it from a person who knows the ins and outs of your business it seems to have a greater meaning. A mentor can motivate you with nothing more than a straightforward comment affirming you that you are still on track, especially when you feel times are tough. Mentors have the ability to provide reassurance because they have experienced everything that you are going through on their own.
Gaining wisdom often comes from making mistakes. When you have a good mentor to follow, you are able to learn from their experience and avoid making the same mistakes with your business. Experience is the most effective lesson you will ever learn, but that experience does not have to be your own. You will save yourself a lot of time, money and heartache when you have a mentor helping you steer clear of the mistake that they made along the way.
You may form a great relationship with your mentor, but you do not necessarily have to be all that fond of him or her. You want a mentor who is a leader first and a friend last. A friend sees you for who you are while a mentor sees the person you are destined to become. A friend will simply accept your flaws and shortcomings, but a good mentor will not tolerate weakness.
A mentor will push you to be the professional expert that you know you can be. It takes a special kind of person to be able to draw the ability and talent out of less developed people. Talent is not just some skill that can be taught. A mentor is able to see the talent within and help you to bring out your best, and help you to discover special qualities you were not aware you had.
The main objective of a good mentor is to ensure your success; therefore, a good mentor is always willing to be truthful with you no matter what the situation may be. A mentor does not simply tell you what you want to hear. Telling you how great you are when you are wrong will never make you right.
A good mentor is invaluable for a number of reasons, such as providing:
Advice
Counsel
Encouragement
Knowledge
Motivation
A mentor is essential for your personal growth toward becoming a leader in your industry. In order to be an effective leader you must be able to follow the lead of someone who has already achieved great success in the industry.
BOTTOM LINE
Now, you know what it means to be an effective leader as well as the importance of being able to follow those who can teach you everything that you need to learn about your business. To be a true leader, you need to be able to influence others to be the best that they can be. As a leader, you must be an example for others to follow, as well as guide them and inspire them to achieve the goals that they have set for themselves.
Anyone can learn to lead. Each of us possess the potential for great leadership, just as we can all sing and dance. True some people are better at it than others are, but we can all build on the foundation with which we are born through practice, mentoring and training. You do not necessarily have to be born a natural leader to become a very effective leader.
Leadership is the course of action that assists a team in reaching its goals with success. Leaders and the other members of the team are able to have a mutual influence on one another's ideas. By exhibiting great leadership, one is able to find solutions that would otherwise go unknown. An effective leader is organized and possesses a harmonious combination of special behaviors, knowledge, skills and values that they are not only able to use for to achieve their own goals, but to also aid others in doing the same. Everyone has his or her own beliefs of the different traits that a valuable leader should have.
Each team is different when it comes to values and beliefs about what is considered an effective leader. The team will assess the leadership skill of the candidate and decide on a leader based on how the traits compare to the characteristics that particular team finds valuable. It is vital that you are aware of your own knowledge, values and abilities as well as what others think of you.
For instance, if creativity is a highly valued characteristic for the team, then it is crucial that you be seen as a creative person. When you are completely aware of your own weaknesses and strengths, you will also be able to create a plan to work on the areas in which you may need a little improvement.
If you intend to successfully become a more effective leader, you must make an effort to practice and learn the skills. A few of the most important components are:
The ability and skills to communicate successfully
Building teams
Vision
The ability to add value to individuals and the team
Taking risks
Understanding and knowledge of specific jobs
Basic knowledge about your business, how to run an effective meeting and to efficiently take care of business are typical characteristics of a good leader. An effective leader is well aware of the business, its purpose, goals and objectives. A good leader knows that they cannot successfully achieve their objective on their own. The notion that the leader is above the others in a team is a thing of the past.
An efficient leader is fully involved in the team's projects and stays in contact with the members of the team. A truly valuable leader will enable the members of the team to reach their objectives by offering emotional support, technical assistance and total vision. A good leader will insist on the assistance and support of everyone influenced by the project.
One of the greatest characteristics of an effective leader is that they take the time to reward and recognize the members of their team for a job done well. When the members of the team are bored, frustrated and tired with a certain goal, task or project, they may be tempted to throw in the towel and call it quits. It is the responsibility of the leader to motivate and encourage the group to continue with the project through completion.
Expressing genuine respect and concern for the business, the community and all the people affected is a sure fire strategy to achieving expert status in the industry. You will not find a special recipe or magic spell to turn you into an effective leader. You must endure the trial and error process and never quit learning and practicing until you are the successful leader that you know you can be.
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