The latest lockdown in the Australian state of Victoria could affect a team's morale, but it can also be a great opportunity to reinvigorate them.We are very conditioned to thinking things will improve - most of the time they do. However, it's also true that things get worse before they get better. Whilst we all know this, it can be hard for many people to deal with.
Your teams will be feeling this. A sense of going backwards is bound to have an effect on internal energy, optimism and morale. As leaders, we have to remember that our teams are the priority, without them we don't have a business. We need to do more than simply engage, or create energy through doing 'fun' things. This won't cut it - leaders need to lift confidence, build resilience and help teams feel more in control individually and as a group - i.e. change the trajectory.
There are two specific things leaders can do to change this trajectory:
Share and review your business values and business purpose
Create structured conversations around customer
Share and review your business values and business purpose
Too often the values and if it exists, the purpose of the business are too easily forgotten. Right now is why we need meaningful values (those values that guide the way we want do things) and a sense of real purpose for the business. Purpose is about doing something for the good of others - i.e. why should anybody outside of your business care what you do? Both values and purpose need to be re-shared with teams and those teams encouraged to discuss, share stories and give honest feedback. This in turn will force attention on your strategy and vision. Your teams will relish the opportunity to reflect and discuss matters that are meaningful to them and you'll have great insight with which to refine strategy and direction.
Create structured conversations around customer
Customer care can create a strong unifying focus for an organisation - no matter if they are front line staff or deep into the value chain. Having structured team conversations around customer is not only relevant but helps create a collective focus away from an internal feeling of low morale. Generate a series of conversations and tasks around 'How can we leverage our sustainable competitive advantage to create even greater value for customers?' Begin with pen portraits, translate customer understanding into human terms and create plans to better serve - across the business.
By engaging teams in a deliberate, manageable and systematic way around business values, purpose and customer, you may well be surprised at what people reveal and what improvements come back. Make sure you participate fully in this by being transparent, authentic, asking great questions and listening hard.
Do contact me to chat these areas through. There are a range of highly effective tools and processes to support these initiatives.
I'm very happy to help. If I can be of assistance, please do not hesitate to contact me at Mobile: +61 434 607 76 or email me at jim.parry@so-brand.com.au.
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Simple 3 Step Plan for Survive and Thrive
4/20/2020
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Things are still changing around us. This short video will outline a simple 3 step process to help you to either develop a plan or to stress test your current one. I hope this helps. Just let me know if you would like the templates or would like a quick Zoom call to work through this and stress test your plan.
Happy to help.
Stay safe
Jim
jim.parry@so-brand.com.au .
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Involving employees in strategy development can make all the difference
5/6/2019
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Creating the strategy itself is the easy bit. To quote Jack Welch from Winning: “In real life strategy is actually very straightforward. You pick a general direction and implement like hell”. But it’s the implementation that can be hard. Imagine it, the leadership group huddle in a room for days, perhaps weeks and create what they believe is the best strategy for the business. Much work has been done on market analysis, strategic pillars, initiatives, KPIs and business case analysis to determine the best way forward.
Then, the leader proudly shares the strategy document across the organisation to hopefully a fanfare of approval. Some things improve, there is a bit of buzz around the new direction and people rightly feel optimistic. But then, bit by bit some things revert back to the status quo, some things work, some things don’t. The strategy is fine, but change is hard and a sense of frustration remains.
Sound familiar?
The trouble is, people aren’t robots (at least not yet). They have opinions and that very tricky thing – emotion. Think about it. Would you rather be told how to do something or be asked for your involvement and opinion how best to do something? Failing to effectively engage your employees on critical subjects such as strategy – which in essence is the plan to make the business even more successful (something everyone cares about), is really sending the message that employees are there to just do what the leadership says. It becomes a very linear and one-way process.
Every member of your organisation has a point of view. They want to be heard, listened to and their opinions valued. A strategic process that recognises this through involvement including asking and listening to people’s perspectives is more likely to achieve several things:
1. A much higher level of buy-in and acceptance because the process will have created a greater sense of ownership.
2. Greater relevance and practicality as employees from various parts of the organisation will have given the strategic direction a reality check.
3. An important feedback loop to enable the organisation to learn effectively through implementation, which in turn informs the longer term strategy.

The Strategic Process
A way to look at this issue of closing the gap between strategic ideals and implementation is to run the strategic process for both the long and short term in parallel - see model below. The short term process, involving teams and leadership, identifies the key issues facing the business. Strategies, supporting initiatives and teams are then created to deal with these key issues.
The learning from these working groups and implementation teams start to refine the longer term strategic direction. Senior leaders observe and learn from the implementation process. It becomes a process of involvement and engagement, coupled with permission to fail and learn. This provides deep insight and practical knowledge to create a longer term strategy that is relevant and dynamic.
Of course this demands good leadership capability: selecting the right staff for the business, providing them with clear roles, space to operate and support in building their skills. Not least is the ability of leaders to get involved with teams, ask great questions and demonstrably LISTEN.

So a process of creating a strategic direction, involving your teams and creating feedback loops can provide your business with a strategy that is enduring, engaging and relevant.
Jim Parry at So-Brand Strategic Advisory provides support, facilitation and coaching to business leaders on market leadership strategy and implementation.
Free diagnostic! How well is your business prepared for change? Complete the diagnostic and we’ll send you your free report.
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Competitive Advantage is about having a unique offer, right? Well, not quite.
3/19/2018
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Achieving competitive advantage is a key objective of business. To win the customer dollar from your competitors. So businesses spend significant focus and resources on looking to create product or service differentiation, finding that magic element that creates white space between us and our nearest competitor.
Of course, having a unique proposition is a big part of competitive advantage, but that’s just the tip of the iceberg. A key word missing here is 'sustainable'. I don’t just mean sustainable in the environmental sense (although this is fast becoming a very necessary norm for us all) I mean in the enduring sense.
Take a favourite brand like Apple. Well known of course, but good to use as an example because it’s so familiar. Apple as we all know, designs and innovates to create great products for the customer, but they deliver through a deliberately created culture that reinforces the values, vision and purpose of the organization on a daily basis. This culture, guided by vision and purpose, adjusts, alters and develops the approach to deliver these outcomes. Arguably, for Apple, it’s the customer service and innovation ethos that really drives the sustainable competitive advantage. People using other brands might think that they have similar or even better product functionality.
Businesses like Apple have long realized that for competitive advantage to translate into profit, it has to be sustainable, and for it to be sustainable it has to achieve that highly desired space between what customers highly value (what they will pay a premium for) and what really works for the business. Ultimately the aim is that this becomes something that is done better than the competition.
The three parts to Sustainable Competitive Advantage (SCA)
1. Deliver what customers really value: What the customer values highly enough to want to pay a premium for. Customers may want many things, but here it’s about what they will pay you for. What customers will pay for quickly separates ‘nice to have’ from ‘must have’.
2. Create a positive impact on the business: There is no point for example, in driving the business to deliver everyday low prices, when the business is built for niche, premium quality products. To achieve sustainability in competitive advantage, this has to be believed in everyday and delivered every day. The business has to be orientated towards this across the whole value chain. That means marketing, operations, innovation, financials and people.
3. Be better than competitors: Being better than your competitors is of course key, but you have to know the battlefield upon which you will win. Identifying and delivering high customer value and creating positive impact in your business are those battlefields.
Understanding and delivering Sustainable Competitive Advantage (SCA) is finding your product or service’s place in the world. It’s your brand’s positioning. Your strategy should be in service of delivering your SCA with your vision and purpose guiding you.

Without a clear SCA and all that supports it, profitable and lasting success is nigh on impossible to achieve.
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Great brands come from big belief not big budgets
5/23/2017
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A key part of success, whether you are a small business or a multinational is your brand. Actually to hone that further, it’s what your customers think of you – what you stand for, how you make them feel.
So how does a growing business build and protect a great brand? Firstly, it doesn’t need loads of marketing dollars and an extensive marketing team. But what it does need is big ideas, passion, clarity about what your business stands for and a focus on delivering this promise to customers.

What your business stands for. Your brand cause.
Why should people, whether they be customer, staff, stakeholder or suppliers, care about what you do? It’s helpful to look at Simon Sinek and his golden circles of Why, How, What. If you haven’t seen his TED talk, on How Great Leaders Inspire Action, it’s well worth a view. You’ll see why it’s used so much – because it’s simple and compelling.
Your brand cause (or your Why) is what you and your business believes in – where your passion is and how you are making a difference. It’s the outcome that both you and your customers care about. Recently, I have been working with a strategic market research business that believes passionately about the value of customer insights and research, with their ideal target customers holding the same belief. Through a simple process that is outlined below, we created the brand positioning and cause as 'Enjoying the process and value of discovery.' It was developed by creating customer profiles and understanding the overlap between what mattered to the customer and what matters to the business.
The products and services are vehicles through which to deliver a brand cause and are not in themselves necessarily unique. So the cause matters greatly. For the market research consultancy, they now champion 'Enjoying the process and value of discovery.' knowing that their customers and staff love fresh and effective ways of finding new insights and sharing the value of that insight. This is what helps makes the consultancy distinctive even though there are many other firms offering similar services. Their brand cause sets them apart.
This research consultancy now uses the brand cause as a filter for decision making. It drives their marketing, helps articulate their sustainable competitive advantage, gives focus to how they operate and helps investment decisions and recruitment.
A brand with a cause. This is what gets staff and customers EXCITED. You are leveraging emotion and going beyond just products and services. By focussing all that you do through your cause, you create differentiation and a reason for the best customers to choose you and the best people to work with you.
Creating your brand positioning and cause
1. Build a picture of your perfect customer through mind mapping their world. Who are they? What’s their role? What frustrations do they have? What fears do they have? What are their wants and needs? What are their aspirations? It’s helpful to give them a name. This profile might be based on an actual customer or a mixture of attributes that you would like to see in all of your customers. Either way, it represents the ideal customer you are targeting in human terms.
2. Mindmap your own belief sets. This can be in a group or just you. What is it that you stand for? What do you wish to make better? Why is this important? Why should anybody care about what you do?
3. Identify the overlaps with your customer profile. Where are the common areas of beliefs and passions? What do you have in common?
4. Create your statement. Sleep on it and test with key stakeholders – staff, customers, trusted suppliers. Keep the statement to one sentence if you can. The fewer the words the better.
5. Bring it to life, share with staff and use this to drive your marketing, operations, recruitment and strategy. How does this look across your people, processes, customers, financials, products/services and how you promote your business? Being focused, strategic and living this cause through all that you do, will create a brand positioning that is differentiated, embedded, authentic and extremely hard to copy.

So-Brand provides support to business leaders probably frustrated by internal culture, slow progress and siloed working, who see these as blockers for doing great things.
Free diagnostic! How well is your business is prepared for change? Complete the diagnostic and we’ll send you your free report.
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Your Business Needs To Excite.
4/11/2017
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Excitement: A feeling of eager enthusiasm and interest : the state of being excited
Many of us are familiar with brand. That bundle of emotion and rational reasons to buy. This applies to both the B2B landscape as well as B2C. Indeed emotion probably plays a bigger role in B2B as clearly set out in Google and CEB’s 2014 paper From Promotion to Emotion – Connecting B2B Customers to Brands.
The analogy of The Elephant and the Rider is simple and effective in highlighting the importance of emotion in decision making. As outlined by Jonathan Haidt, in his book; ‘The Righteous Mind: Why Good People are Divided by Politics and Religion”. The analogy of the Rider on the elephant is our rational mind, looking to provide good sound reasons why we should act or not. However the rider struggles to control the elephant - our emotional mind. When emotional triggers are activated, this can overpower the rational mind and speed decision making.
So whether it’s B2B or B2C, we look to create emotion in our business, products and services proposition. Certainly any brand, business, product or service that appeals to customers emotions is doing many things right – what could be better?
But, is this enough? How can we push emotion further?
Businesses need to EXCITE. Excite those that work for the business and those that buy form the business. People will advocate and champion your business, product or service with energy and passion when they are excited.
If staff aren’t excited about the brand, product, company or service, then who will be? According to a US Gallup poll in 2015 over 68% of employees are disengaged with their work. What a huge loss of focus, capacity and energy for the business. Not least the cost of replacing disengaged staff who will inevitably leave through choice or poor performance.
It’s not just excitement in terms of thrill or that tickling pleasure of experiencing something you can’t wait to happen. It’s that defining connection between what we want and what we get. Something that feels right and makes us feel the way we want to feel – be that reassured, safe, confident, important, loved, beautiful, healthy, successful, independent, belonging.
Excitement affects our brains and our bodies. ChangingMinds.org tells us what happens to our minds and bodies when in a state of excitement;
“Arousal starts in the brain, where the Reticular Activation System connects the primitive brain stem and the cortex and affects sleeping-waking transitions. In arousal, it's acting to increase our wakefulness and consequent alertness and attention”
If you think about the businesses, products and services that excite you – they fit with your values and needs, but how do they make you feel?
I can think of several examples in my world:
Uber. A disrupter brand, constantly innovating, pushing the boundaries of assumptions in the taxi industry. Uber has an energy and clarity of purpose that makes it exciting whether you are a customer or member of staff.
Shopify. The e commerce platform, delivering a flow of useful apps, web design styles, helpful support and simple tuition for the budding entrepreneur as well as the established business.
Bellroy. An Australian wallet company, now a global brand, striving to deliver slimmer, better designed wallets. A philosophy of freshness and ‘Carryology’ the principle of convenient and stylish design that fits the way people live.
These businesses all have a defining purpose and an excitement about them. We can all think of our own examples of brands we love. It's the ones that are exciting stand out.
However, excitement in isolation can be fleeting, like a firework. For strategic success, excitement has to be seen with creating sustained value - for both staff and customer. When this happens the business creates flow, that freedom that comes with growth and efficiency. Where excitement is fleeting or temporary, with low sustained value, it's a firework i.e. it's soon over. This means the strategic aim of a business to generate excitement must be part of it’s DNA. It means it has to be embedded and be authentic in the way the business works. Ultimately, it’s finding that connection between what excites the business and what excites the customer. i.e. Your SCA – Sustainable Competitive Advantage.

5 steps to deliver excitement
1. Start within. Challenge your business culture and values. It’s often said that it all starts with culture, which is guided by behaviour (values). Start to get clear on this and everything else, including strategy falls into place much more easily.
2. Understand the business or product/service vision. A vision is just that, a picture of the future that looks, well exciting. This vision then has to be underpinned by a one page strategy, that highlights key areas of focus and actions to get there. Share and engage staff with the vision, tell stories, allow them to contribute – how can we deliver this, what will this look like?
3. Identify your perfect customers. Segment your market and create customer profiles or avatars for each segment. What are their frustrations, fears, wants and aspirations?
4. Find what excites you and what excites your customer. This overlap is your brand positioning, and a source of your sustainable competitive advantage.
5. Use your one page plan to focus on priorities and create accountability and ownership in your business. Connect staff objectives to strategic objectives. Give them clarity and freedom to make mistakes.
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When a leader says 'I believe'
10/2/2016
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I am very fortunate to have enjoyed a career that has taken me through various sales positions, marketing consultancy, numerous international marketing leadership roles in Europe and Australasia and now today as a business facilitator and leadership coach. Whilst to a large degree we make our own luck, some things such as a simple conversation at the right time can have a material impact on our lives.
For me, one such occasion was in 1988 when I was embarking on a business development role with a creative consultancy in London. Boom time indeed, but it is safe to say that at that stage I was a little green around the ears and not knocking down walls with my sales performance. My then boss (who remains a friend to this day) provided me with some harsh but fair feedback. Most of what she said is long forgotten, except for these words; ‘Jim, I believe in you’.
The impact of those words was profound. My boss had successfully made me feel valued and important, whilst at the same time giving me some very necessary performance feedback. The key, was the sense that whilst I wasn’t using the tools of my trade as well as I could have, I felt believed in as a person. It felt to me that improvement and change in my sales performance were only marginal things and entirely possible to achieve. It also made me believe in her.
Most of us are very familiar by now with Simon Sinek’s golden circles of What, How and Why. With the Why representing our belief and purpose. As Simon Sinek says; ‘People buy why you do what you do, not what you do’.
This is a huge area for leaders who need to articulate vision, manage constant change, connect with staff and customers, differentiate their brand and deliver great results. In much of my coaching and facilitation with a wide range of businesses and leaders, I’ll often push hard at the need for leaders to use the words ‘I believe’ especially when dealing with change. Whether that’s I believe in a plan, a strategy or a person, it’s a powerful set of words that creates connection, authenticity and vision.
Belief is also a major component of successful change, organisationally and individually. Research conducted by Chris Mason, Founder of Mindshop, revealed that 70% of change initiatives fail, with the 3 factors of successful change and subfactors being;
1. Readiness for Change (Leadership Support, Need for Change, What’s in it for Me, Process, Confidence)
2. Capability for Change (Individual and Organisation)
3. Belief in that Change (Significant others, Perceived Difficulty and Attitude).
The thing about belief is that it is infectious with a tipping point reached when the early adopters buy in. When we believe in something that others believe in too, it’s powerful and lasting.
So think about how and when you’ll use those words ‘I believe'. You’ll be amazed at the impact they can have for the organisation and for the individual.
Jim Parry is the Owner and Principal Advisor of So-Brand.
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Businesses need to keep it simple. Focus. Learn. Capture
4/28/2016
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Each year the pressure grows on all areas of a business including its people, cash-flow, leadership, innovation, business models, technologies and ability to implementation strategies successfully. This pressure can lead to issues arising across the business that ultimately impact its overall growth and profit potential.
Standing back from all the specific issues stemming from this high pace of doing business most can quickly be related back to the inability to implement change successfully.
So what does a business leader or owner do? What are the strategies that should be implemented to adjust the business and its people to this NEW normal environment for doing business?
Here are three strategies that can assist businesses and teams in coping with the high pace of doing business:
Strategy 1 - Focus on micro tasks to deliver strategy - Your Now, Where, How
Think back to the last planning session you had or project team you were involved in. You have determined where you are NOW and WHERE you wish to go (believe me it's constantly surprising how often businesses don't clarify the WHERE before launching into solutions). So then it's about the HOW - how you bridge your NOW and WHERE. What was the nature of the strategies / actions that were set? Were they quite broad or were they very specific outlining the steps that need to be taken. Too often planning sessions lead to broad statements such as: 'Do a marketing plan', 'Refine our sales process' or 'Fix that problem' but rarely outline HOW to achieve those outcomes or the micro steps / tasks required. This leads to teams either heading down the wrong paths or not starting to change at all, stalling momentum. The simple solution when you see this occurring is to keep breaking down the broad task into micro tasks that highlight the HOW and the steps required to reach the desired outcome. People need to be able to clearly imagine the action they have been assigned to. If they can't it's likely it won't get done. Try this simple strategy in your next planning session and you instantly see the benefits.
Strategy 2 - Provide just-in-time learning
Sending teams to two day residential training sessions to learn new skills are slowly becoming a thing of the past. There is certainly still a need to hold those types of events in specific situation but 5-7 years ago every training event was a two day off-site with little accountability to the new learning acquired or how it would be implemented. The retention of new learning was thus very low and too often forgotten (until a need arose and the learning had to be acquired again!).
To obtain the skills to address specific issues in this fast paced business world you need to shift the thinking of your people to just-in-time learning. This means that as a need arises to address a specific issue (such as understanding the strengths / weaknesses of your competitors as part of a marketing strategy) the focus should be on putting time in your schedule to learn that skill in 30-60 minutes via an online learning platform or quick internal training session and then applying it in the field quickly. The retained learning is much higher with this approach as there is immediately application of the learning. Best of all a solution to the issue is provided straight away to allow momentum to continue with the desired change or new strategy.
Strategy 3 - Capture and track your strategies / actions
How often have you gone to reflect on a strategy you development months ago and then had to spend hours searching through your emails, journals, files or go and follow-up a team member to get yourself up to speed again with the discussions that occurred and actions that were confirmed. Even if you have a good discipline of having One Page Plans operating in your business (and even pasted to your office wall) it can still waste many hours in your day searching for the detailed plans you have developed or putting yourself back in the same head-space you were in to reflect on the next steps you should take.
To assist this process and speed up your pace of implementing strategies it’s critical in any modern business to be using the latest technologies / applications to help you track projects and tasks. What are you currently using in your business? There are a lot of great, cost-effective options available. The time savings and productivity gains will be felt immediately and free you up to be focusing on the growth and profit of your business.
It's the old saying about keeping things simple. These simple strategies help you adapt your approach to allow you to implement change much more effectively and not get left behind.
To assist this process I provide all my clients with access to Mindshop Online. Mindshop Online allows you to capture and track in one location all your strategies, actions and professional development which are only visible by you and your advisor. Your advisor can then provide confidential support and solutions drawn from hundreds of tools, courses and resources within Mindshop Online.
Mindshop Online is a fantastic way to help leaders speed up their pace of implementation to give them back valuable time to focus on the growth and profit of their business.
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Webinar. 3 Simple Ways to Cut Through and Win Your Customer's Heart. March 03rd, 2016
3/4/2016
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3 Simple Ways to Win Your Customer's Heart
2/29/2016
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In a recent paper Promotion to Emotion developed by Google and CEB (Corporate Executive Board), some fascinating insight is shared on the role emotions play in buyer choice of B2B suppliers. It centres on business suppliers understanding personal outcomes for the buyer, which means emotion. Emotion in purchase decisions is not just the preserve of consumers, in fact in B2B it is a more significant part of the buying decision than B2C. Perhaps it has to do with the higher risks in business decisions (financial risk, personal reputation, status, career). Indeed, B2B purchasers are 50% more likely to buy a product or service when they see personal value. They are 8 x more likely to pay a premium when personal value is present.
But how does the small to medium sized business easily get to this nirvana of emotional connection for business customers as well as consumers, without the benefit of large marketing teams and insight resources? Well it sounds hard, but it is simpler than one might think. Here are 3 steps to win your customer’s heart;
1. Step into your customer’s shoes
Yes, we have heard this since learning marketing at college. But really, how often is this done with true empathy, insight and understanding? A simple method is to mindmap the world of your bulls-eye customer, segment by segment. Your bulls-eye customer should be your perfect customer in terms of frequency and weight of purchase, attitude to your type of product/service and location. Depending on whether you have business customers or consumers, this will naturally affect the mindmap, but the point is, you are building a pen portrait of your customer. Start answering these questions and expand your pen portrait from there (using a white board and mindmap, with customer as your start);
Who is the customer?
Who do they typically work for, what type of organization?
Why do they buy what they buy?
Where do they buy?
What problems are they trying to solve?
Who else do they need to convince about the purchase?
What’s a great day look like in their world?
Where do they get their information from?
What kinds of people are in their network?
As an example, I have started to construct a basic mindmap answering some of these questions for a fictional courier customer ‘Brian’, using a free mindmap software called Coggle https://coggle.it/. You can add whatever data and insights you think are relevant, however keep it simple and human – you are trying to establish what you have in common with your customer.
2. Construct a shared value
Shared Value is simply the belief set that you share with your customer, or expressed another way, the higher order emotional outcome your customer is looking for. Using the customer mindmap as a source of what this might be, examine your own belief set. What do you truly care about – what’s your personal and business 'Why'? In a recent exercise with a client we got there pretty quickly by asking the question ‘what excites you about your work and what you do?’ We developed this to create a pretty compelling overlap with that client’s bullseye customer. Remember though, your real brand positioning is what your customer thinks, not what you think! So this process is about finding your common ground. A tool to structure and determine the positioning is shown below. With your customer mindmap to hand, work your product or service through the stages in the shared value tool below:
See the B2B example illustration I have created using UPS. See also the connections between the mindmap of Brian and the shared value below;
3. Embed this shared value into offer, customer experience and communications
The shared value structure creates an explanation of your product or service, from who you are targeting, what they get from it, why it’s different, the emotional connection, and why they should believe you. It can be used to structure communications, update your value proposition and indeed your whole offer, including desired customer experience. Refer all that you do against this shared value, it should drive your marketing communications and offer development.
A B2C example is Nature Valley. Nature Valley provide natural health foods and snack bars. This insight and shared value drives Nature Valley’s whole positioning – just look at their website. http://www.naturevalley.com/
Nature Valley embrace the whole offer of their products around this core shared value of ‘Connecting with Nature’. It allows them to own a clear position in the customer’s mind, based on what that customer truly cares about – Nature. That then creates a very different conversation than just healthy snack bars.
By placing your customer’s emotional needs i.e. what they truly care about, rather than just rational needs at the heart of your business philosophy, you’ll start to achieve connections in a way you never did before. Of course it will take some crafting to get the language right and you also may need to qualify this work through building insight. But once you determine this – you and your staff need to be committed to it and visibly build your brand to deliver.
To hear more, tune into my short 30 minute webinar at 6.00pm Australian Eastern Standard Time on Wednesday 3rd March (log in details here). If you can’t make this, just jump on to my website anytime after and listen to the live recording.
Jim Parry is the Owner and Principle Advisor of So-Brand.
So-Brand helps business leaders and owners create, articulate and implement strategy, creating strong connections with staff and customers.
Free diagnostic! How well is your business is prepared for growth? Complete the diagnostic and we’ll send you your free report.


The Internal Revenue Code requires this information under section 3402(f)(2)(A) and 6109 and their regulations.
What does IRC section 6109 actually require?
Internal Revenue Code
Sec. 6109. Identifying numbers
(a) Supplying of identifying numbers
When required by regulations prescribed by the Secretary:
The IRC section (Congressional Law) hands off its authority to the Secretary of Treasury. "When required by regulations" means When "If required by regulations."
Internal Revenue Code
Sec. 6109. Identifying numbers
-STATUTE-
(a) Supplying of identifying numbers
When required by regulations prescribed by the Secretary:
(1) Inclusion in returns
Any person required under the authority of this title to make a return, statement, or other document shall include in such return, statement, or other document such identifying number as may be prescribed for securing proper identification of such person.
When If required by regulations an identifying number is required when somebody makes a return.
Only in the case of somebody actually being required to fill out a form W-4 would this IRC section require an identifying number; When If required by regulations.
This next few paragraphs can be a little hard to follow. I have color coded the word person according to whether it is you, or your boss / human resources director. The following has also been parsed for readability. This parsed page opens in a new window. Just close it when you are done.
Internal Revenue Code
Sec. 6109. Identifying numbers
(a) Supplying of identifying numbers
When required by regulations prescribed by the Secretary:
(2) Furnishing number to other persons
Any person with respect to whom a return, statement, or other document is required under the authority of this title to be made by another person or whose identifying number is required to be shown on a return of another person shall furnish to such other person such identifying number as may be prescribed for securing his proper identification.
When If required by regulations you are required to furnish your identifying number (SSN) to your boss.
If you are NOT required by regulations, you are NOT required to furnish your identifying number (SSN) to your boss.
Internal Revenue Code
Sec. 6109. Identifying numbers
(a) Supplying of identifying numbers
When required by regulations prescribed by the Secretary:
(3) Furnishing number of another person
Any person required under the authority of this title to make a return, statement, or other document with respect to another person shall request from such other person, and shall include in any such return, statement, or other document, such identifying number as may be prescribed for securing proper identification of such other person.
When If required by regulations your boss is required to request from you, your identifying number.
If your boss is NOT "required by regulations", your boss is NOT required to ask you for your number.
When If required by regulations your boss is required to include your identifying number on a return, statement, or other document submitted to the IRS.
If your boss is NOT "required by regulations", your boss is NOT required to include your identifying number on a return, statement, or other document your boss submits to the IRS.
Does it stand to reason, that if your boss is not required to ask you for your number, your boss can't include your number on his returns unless you give it to him?
Does it stand to reason, that if your boss is NOT required to ask you for your number, your boss is NOT required to include it on his returns?
In every case, is the statutory command prefaced with the statement: "When required by regulations" (When If required by regulations)?
Does it stand to reason that we must look to the regulations to determine what the rules (regulations) are in regard to furnishing our numbers to other persons?


Former British pop singer Gary Glitter, who shot to fame in the 1970s as a "glam-rock" star but was later convicted of child sex crimes, was sentenced to 16 years in prison after being found guilty of indecently assaulting three girls.
Glitter, 70, whose real name is Paul Gadd, rose to prominence with the hit song "Rock and Roll", and became renowned for his figure-hugging shiny silver jump suits and platform shoes.
But his reputation was destroyed after he served two months in jail in 1999 for possession of child pornography, the first of several convictions.
Earlier this month, he was found guilty in a London court of attempted rape, four counts of indecent assault and one of having sex with a girl under the age of 13, all in the 1970s.
Sentencing Glitter on Friday, Judge Alistair McCreath said the star had abused his fame and caused deep harm to his victims.
"It is difficult to overstate the depravity of this dreadful behaviour," he said at Southwark Crown Court.
Glitter was the first person to be arrested as part of a wider police investigation into accusations of historical sex offences by show business personalities triggered by revelations that the late BBC television presenter Jimmy Savile had been a prolific sex offender for decades.
The broader investigation, codenamed Operation Yewtree, has led to the conviction of several former high-profile figures including veteran Australian entertainer Rolf Harris and the country's best-known showbiz publicist, Max Clifford.
After his conviction in 1999, Gadd, who had denied the latest charges, had moved to Cambodia, but was deported in 2002 due to suspected sex offences. In 2006, a Vietnamese court convicted him of committing obscene acts with two girls aged 10 and 11 and sentenced him to four years in jail. On his release he returned to Britain.
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Gary Glitter sex crimes
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For a long time, in-person fairs have brought people together from different companies, locations, and even industries to allow them to network and explore career opportunities. Lately, COVID-19 restrictions on in-person gatherings have required these events to go virtual. Creators learned that shifting to a virtual environment involved many challenges, but fortunately, creating an interactive and successful virtual fair is possible — and even comes with its own perks.
The advantages of going virtual
Even though planning a virtual fair for the first time might seem daunting, in some ways it’s easier than putting together an in-person event. For example, an in-person fair requires the time and expense of finding a venue with ample space to accommodate your participants, while a virtual one doesn’t require a physical space at all. That opens you up to a larger audience, which can make the likes of an online trade show more appealing to brands.
You’re also able to extend the reach of your event in a virtual landscape. Attendees can log in and participate from the convenience of their homes, so they aren’t bound by geography, budget, or travel restrictions. And if you’re hosting a job fair, the recent shift to teleworking means job opportunities aren’t bound by location, either. That means one of the benefits of virtual career fairs is that participants from across the country can look at jobs that might have previously been off-limits.
Planning a successful trade show
A successful virtual trade show requires industry interest and a reliable platform that can bring participants together. Start your planning by focusing on the promotion of your event. Be sure to:
Secure sponsors that can help to build your budget and generate buzz about the trade show.
Promote your event through various mediums, and encourage your sponsors to do the same for additional reach.
Connect directly to your market through advertisements in industry publications and email lists.
Use social media marketing. Promote your event on sites like LinkedIn, create an event hashtag on Twitter, or ask registered users to share details about their participation in your event.
Use the latest technology to your advantage. It can help you to stay organized before the show, streamline the digital registration process, or allow exhibitors to secure attendee information during the event with an event app. Choosing a platform that gives your sponsors opportunities to showcase their brand and connect with participants will help your partners get the most out of the event, encouraging them to come back again next year.
Hosting a job fair that attracts attendees
These virtual career fair tips will help you to host a successful online hiring event.
If you’ve hosted a similar in-person event in the past, review your data as you dive into virtual event planning. Identify what worked and what didn’t, as well as your most effective marketing techniques, to design an event that brings participants back.
Identify the best ways to connect with attendees in this virtual space. Consider sending job search resources by mail or email before the event so that participants can look their best when they’re connecting with potential employers. Go a step further by hosting a resume workspace before the job fair to help guests polish their resumes.
Build loyalty. You can thank participants for attending by sending them your typical swag bag in the mail, or create a digital swag bag with discount codes and online resources from sponsors.
Find sponsors and encourage them to promote the event, too. Advertise the top-name companies that will attend your job fair to attract interested jobseekers and boost attendance.
Organizing a useful networking event
Designing effective networking events might seem challenging, since the whole purpose of these events is personal interaction. However, you can still plan a successful networking event if you use the right strategies.
Choose the best platform and technology for your event. Many networking apps include features like personal profiles, business card scanning, and one-on-one group chats that allow you to design an immersive experience for your attendees and boost engagement.
Set your attendees up for success at these events. Distribute a contact list of participants before you go live, which allows everyone to get to know their fellow attendees.
Get people talking. Kick off the event with some icebreaker games to loosen everyone up, or consider hosting a virtual happy hour that offers a relaxed networking atmosphere.
Build loyalty by scheduling recurring events that allow attendees to build professional relationships.
Design a virtual fair that delivers
There are many advantages of hosting a virtual trade show, job fair, or networking event, so they can be just as beneficial for your participants as a traditional in-person fair.
Ready to start planning yours? Begin by exploring 30 creative event promotion ideas that’ll generate buzz for your next virtual fair.
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Rosalina Kelian
October 8, 2019
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October 8, 2019
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I didn't know what to do over 2♥ so decided to pass and let partner clarify her hand. Unfortunately I got endplayed in the bidding. 3♠ was the best thing I could think of, raised to game, three down. We should be in 3NT.
This was played on RealBridge and for some reason on this round I couldn't see or hear my RHO and vice versa, so my partner decided to do the explanation of the 3♥ for me (yes I know it is not right, I could have communicated through LHO) and she explained 3♥ as forcing me to bid.
I did think of doubling instead of passing, but didn't know how partner would take that and it is not clear where the auction will go. Maybe we need some system after interference of a strong 2 bid like pass = 0-4 HCP, double=5-7 HCP, something else = 8+ HCP. What do you think?
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#2 smerriman
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Posted 2021-April-24, 13:29
AL78, on 2021-April-24, 12:44, said:
Maybe we need some system after interference of a strong 2 bid like pass = 0-4 HCP, double=5-7 HCP, something else = 8+ HCP. What do you think?
The standard approach is that double shows a bad hand while pass shows some values. So I would also pass.
Your partner opened 2♣ intending to rebid 2N. I don't see any reason to change their mind after the interference.
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#3 AL78
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Posted 2021-April-24, 13:43
smerriman, on 2021-April-24, 13:29, said:
The standard approach is that double shows a bad hand while pass shows some values. So I would also pass.
Your partner opened 2♣ intending to rebid 2N. I don't see any reason to change their mind after the interference.
My partner has a tendency to be afraid of bidding NT holding something like an ace as a solitary stopper in an opponent's suit. She was concerned I might have little or nothing useful and a NT contract could go badly after the defence knock out her ace and she cannot establish enough tricks before they run their hearts.
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#4 Stephen Tu
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Posted 2021-April-24, 14:00
Quote
The standard approach is that double shows a bad hand while pass shows some values
This is sort of standard, but some large number of years ago I decided that I hate this treatment. I just use takeout doubles from both sides these days, similar to how preempts are handled in almost every other situation. Needs discussion with partner.
Opener clearly should have bid 2nt.
Cue bidding 3H when no one has doubled 2H should probably mean "I have hearts!" IMO. It's a good way to expose psyches from jokers who try to pick off your suit intending to run if doubled for penalty.
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#5 Cyberyeti
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Posted 2021-April-24, 14:39
The strong hand has only 2 options, 2N(best) or 3♦, 3♥ is ridiculous on that hand and shows something with a lot more shape.
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#6 pescetom
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Posted 2021-April-24, 14:50
smerriman, on 2021-April-24, 13:29, said:
The standard approach is that double shows a bad hand while pass shows some values.
I was taught that pass is always forcing, double of 4-level shows a bad hand but double of 2 or 3 level is punishment holding their suit. I guess it depends partly on how likely they are to psyche.
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#7 paulg
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Posted 2021-April-24, 15:23
AL78, on 2021-April-24, 13:43, said:
My partner has a tendency to be afraid of bidding NT holding something like an ace as a solitary stopper in an opponent's suit. She was concerned I might have little or nothing useful and a NT contract could go badly after the defence knock out her ace and she cannot establish enough tricks before they run their hearts.
But unafraid of forcing to the four level without a fit? Which I hope emphasises that three hearts is not the best choice.
The Beer Card
I don't work for BBO and any advice is based on my BBO experience over the decades
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#8 eagles123
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Posted 2021-April-25, 00:42
Your partner's bidding is truly horrific. Honestly find a better player to play with or stop worrying so much about these types of hands.
"definitely that's what I like to play when I'm playing standard - I want to be able to bid diamonds because bidding good suits is important in bridge" - Meckstroth's opinion on weak 2 diamond
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#9 Douglas43
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Posted 2021-April-25, 02:59
I would rebid 2NT, but if your partner is reluctant to bid no trumps on ace-empty, which I kind of get, 3♥ has not worked out badly. 3NT over your 3♠ must mean "I have a balanced hand with just one heart stop and haven't got four card support for your suit".
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#10 Cyberyeti
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Posted 2021-April-25, 03:11
Douglas43, on 2021-April-25, 02:59, said:
I would rebid 2NT, but if your partner is reluctant to bid no trumps on ace-empty, which I kind of get, 3♥ has not worked out badly. 3NT over your 3♠ must mean "I have a balanced hand with just one heart stop and haven't got four card support for your suit".
Then partner doesn't know what to do, he doesn't want to pull to 4♠ on 6 to the J and out and find you have a massive hand with a lot of top tricks and a stiff spade. I don't think 3N is necessarily balanced, it may have 9 tricks in NT, it will have a heart stop and no spade fit.
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#11 DavidKok
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Posted 2021-April-25, 03:19
What would a double by partner have meant? For me it would be takeout, which includes 22-23 balanced without a double guard in hearts. West might even convert it to penalties.
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#12 apollo1201
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Posted 2021-April-25, 03:49
Not bidding 2NT with Axx was almost criminal but cue bidding with a flat hand like this, hoping partner would do sth intelligent is way beyond that.
Contrary to the others, above a low level intervention, X shows values, rather balanced, probably w/o stopper otherwise you can bid NT, and pass is nothing to say. Suits are natural, 5+, at least A, K or QJ, with values. Cue is like a positive with short in enemy’s suit. At least when 4th hand raises the overcaller, the big hand knows what to expect opposite.
But over high level interference, X is weak, meaning I am broke and not at ease to go play 5-sth, so do it on you le own, while pass welcomes a bid from partner.
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#13 AL78
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Posted 2021-April-25, 03:59
DavidKok, on 2021-April-25, 03:19, said:
What would a double by partner have meant? For me it would be takeout, which includes 22-23 balanced without a double guard in hearts. West might even convert it to penalties.
I would have interpreted it as strong balanced/semi-balanced, was planning to bid 2NT but has no heart stop or has one and is doubtful it is sufficient. The question is what do I do after that? Going for a penalty looks very tempting, the opponents are notorious for bidding on nothing and I would find it incredible if 2♥X didn't go for several multiples of 100.
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#14 nige1
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Posted 2021-April-25, 04:33
AL78 'I didn't know what to do over 2♥ so decided to pass and let partner clarify her hand. Unfortunately I got endplayed in the bidding. 3♠ was the best thing I could think of, raised to game, three down. We should be in 3NT.This was played on RealBridge and for some reason on this round I couldn't see or hear my RHO and vice versa, so my partner decided to do the explanation of the 3♥ for me (yes I know it is not right, I could have communicated through LHO) and she explained 3♥ as forcing me to bid. I did think of doubling instead of passing, but didn't know how partner would take that and it is not clear where the auction will go. Maybe 2♣ was a strong Acol two in a suit (8 playing trick hand) or 22-23 HCP balanced. We need some system after interference of a strong 2 bid like pass = 0-4 HCP, double=5-7 HCP, something else = 8+ HCP. What do you think?'
+++++++++++++++++++
Over South's 2♥, I agree with West's Pass. For East I rank:
1. 2N = NAT 22-23. Quite descriptive
2. 3♦ = G/F Exaggerates the ♦s
3. DBL = T/O but partner will expect more ♠s
Guthrie.tech
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Muammar Abu Minyar al-Qaddafi 1 (Arabic: معمر القذافي Mu`ammar al-Qadhdhāfī) (born 1942), has been the leader of Libya since 1969. Although he holds no public office, he is accorded the title "Guide of the First of September Great Revolution of the Arab Libyan Popular and Socialist Republic."
Contents
1 Early history
2 Seizure of power
3 Islamic Socialism and Pan Arabism
4 External relations
5 A new Qaddafi?
6 Personal
7 Quotation
8 Spelling
8.1 Authority preferences
8.2 Personal preferences
8.3 Lists
9 See also
10 External links
Early history
Qaddafi was the youngest child from a nomadic Bedouin peasant family in the desert region of Sirte. He was given a traditional religious primary education and attended the Sebha preparatory school in Fezzan from 1956 to 1961. Qaddafi and a small group of friends that he met in this school went on to form the core leadership of a militant revolutionary group that would eventually seize control of the country. Qaddafi's inspiration was Gamal Abdul Nasser, president of neighboring Egypt, who rose to the presidency by appealing to Arab unity and condemning the West. In 1961, Qaddafi was expelled from Sebha for his political activism.
Qaddafi went on to attend the University of Libya, where he graduated with high grades. He then entered the Military Academy in Benghazi in 1963, where he and a few of his fellow militants organized a secretive group dedicated to overthrowing the pro-Western Libyan monarchy. After graduating in 1965, he was sent to Britain for further training, returning in 1966 as a commissioned officer in the Signal Corps.
Seizure of power
On September 1, 1969, a small group of military officers led by Qaddafi staged a coup d'etat against King Idris, who was exiled to Egypt. The new regime, headed by the Revolutionary Command Council (RCC), abolished the monarchy and proclaimed the new Libyan Arab Republic. Qaddafi emerged as leader of the RCC and eventually as de facto chief of state, a political role he still plays, although he holds no official position. Qadhafi is referred to in government statements and the official press as the "Brother Leader and Guide of the Revolution."
Unlike other military dictators, Qaddafi did not promote himself to the highest rank of General upon seizing power, but rather accepted a ceremonial promotion from Captain to Colonel and has remained at this rank for the last thirty five years. This no doubt appears odd to western militaries, in that a Colonel can rule a country and serve as Commander-in-Chief of its military, but in Qaddafi's own words Libya's utopian society is ruled by the people, so he needs no grandiose title or a supreme military rank.
Qaddafi remaining a Colonel, even while military ruler of an entire country, is not a new concept among military dictatorships. Gamal Abdel Nasser remained a Colonel after seizing power in Egypt while Jerry Rawlings, dictator of Ghana, held no military rank higher than Flight Lieutenant.
Islamic Socialism and Pan Arabism
Qaddafi based his new regime on a blend of Arab nationalism, aspects of the welfare state and what Qaddafi termed "direct, popular democracy." He called this system "Islamic socialism" and while he permitted private control over small companies, the government controlled the larger ones. Welfare, liberation and education were emphasized. He also imposed a system of conservative morals, outlawing alcohol and gambling. To reinforce the ideals of this socialist state, Qaddafi outlined his political philosophy in his Green Book, published in 1976. In practice, however, Libya's political system is thought to be somewhat less idealistic and from time to time Qaddafi has responded to domestic and external opposition with violence. His revolutionary committees called for the assassination of Libyan dissidents living abroad in February 1980, with Libyan hit squads sent abroad to murder them.
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Tito-gadafi.jpg
Yugoslav President Josip Broz Tito (blue uniform) and Qaddafi (brown uniform)
With respect to Libya's neighbors, Qaddafi followed Abdul Nasser's ideas of pan-Arabism and became a fervent advocate of the unity of all Arab states into one Arab nation. He also supported pan-Islamism, the notion of a loose union of all Islamic countries and peoples. After Nasser's death on September 28 1970, Qaddafi attempted to take up the mantle of ideological leader of Arab nationalism. He proclaimed the "Federation of Arab Republics" (Libya, Egypt and Syria) in 1972, hoping to create a pan-Arab state, but the three countries disagreed on the specific terms of the merger. In 1974 he signed an agreement with Tunisia's Habib Bourguiba on a merger between the two countries, but this also failed to work in practice and ultimately differences between the two countries would deteriorate into strong animosity.
Qaddafi also became a strong supporter of the Palestine Liberation Organization, which ultimately harmed Libya's relations with Egypt when in 1979 Egypt pursued a peace agreement with Israel. As Libya's relations with Egypt worsened, Qaddafi sought closer relations with the Soviet Union. Libya became the first country outside the Soviet bloc to receive the supersonic MiG-25 combat fighters, but their relations remained relatively distant. Qaddafi also sought to increase Libyan influence, especially in states with an Islamic population, by calling for the creation of a Saharan Islamic state and supporting anti-government forces in sub-Saharan Africa. Notable in his politics has been the support for liberation movements, in most cases Muslim groups. In the 1970s and the 1980s this support was sometimes so freely given that even the most unsympathetic groups could get Libyan support. Often the groups represented ideologies far away from Qaddafi's own. Through these politics, Qaddafi confused the world. Throughout the 1970s, his regime was implicated in subversion and terrorist activities in both Arab and non-Arab countries. By the mid-1980s, he was widely regarded in the West as the principal financier of international terrorism. Reportedly, Qaddafi is to have been a major financier of the "Black September Movement" which perpetrated the 1972 Munich Olympics massacre, and is accused by the United States to be responsible for the direct control of the 1986 Berlin discotheque bombing that killed 3 people and wounded more than 200 others, of which a substantial number were U.S. servicemen. He is also said to have paid "Carlos the Jackal" to kidnap and release several of the Saudi Arabian and Iranian oil ministers when it fit his purposes to do so.
External relations
Missing image
Col.Kadafi.jpg
Colonel Muammar al-Qaddafi
Tensions between Libya and the West reached a peak during the Ronald Reagan administration, which tried to overthrow Qaddafi. In 1984 a British policewoman, PC Yvonne Fletcher, was shot outside the Libyan Embassy in London, while policing a demonstration against Muammar al-Qaddafi. A burst of machine-gun fire from within the building was always suspected of killing her, but the Libyan diplomats asserted their diplomatic immunity and were repatriated. The incident led to the breaking-off of diplomatic relations between the UK and Libya.
The Reagan administration saw Libya as an unacceptable player on the international stage because of its uncompromising stance on Palestinian independence, its support for revolutionary Iran in its 1980-1988 war against Saddam Hussein's Iraq (see Iran-Iraq War), and its backing for "liberation movements" in the developing world. In March 1982 the U.S. declared a ban on the import of Libyan oil and the export to Libya of US oil industry technology; Europe did not follow suit.
The U.S. attacked Libyan patrol boats from January to March 1986 during clashes over access to the Gulf of Sidra, which Libya claimed as territorial waters. Later, on April 14, 1986, Reagan ordered major bombing raids, dubbed Operation El Dorado Canyon, against Tripoli and Benghazi that killed 60 people following U.S. accusations of Libyan involvement in a bomb explosion in a German nightclub frequented by U.S. servicemen on April 5, which had killed 3. Among the victims of the April 14 attack was the adopted daughter of the Libyan leader.
For most of the 1990s, Libya endured economic sanctions and diplomatic isolation as a result of Qaddafi's refusal to allow the extradition to the United States or Britain of two Libyans accused of planting a bomb on Pan Am Flight 103 over Lockerbie, Scotland. With the intercession of South African President Nelson Mandela, who made a high-profile visit to Qaddafi in 1997, and U.N. Secretary-General Kofi Annan, Qaddafi agreed in 1999 to a compromise that involved handing over the defendants to the Netherlands for trial under Scottish law. U.N.-sponsored sanctions were suspended, but U.S. sanctions against Libya remained in force.
In October 1993 there was an unsuccessful attempt on Qaddafi's life by 2,000 members of the army, in May 1994 Libyan troops withdrew from Chad after a territorial dispute that began in 1973, returning to the original borders, and in July 1996 bloody riots followed a football match as a protest against Qaddafi.
A new Qaddafi?
Missing image
New_Colonel_Muammar_al-Qaddafi.jpg
New Colonel Muammar al-Qaddafi?
From the mid-1990s, Qaddafi managed to improve his connections among Middle Eastern nations and is today considered a much more moderate and responsible leader in the Arab world than he had been. Regarding the Palestinians, he has begun pushing the concept of a binational single-state solution, called "Isratine", a combination of the Arabic words for Israel and Palestine.
Simultaneously, Qaddafi has also emerged as a popular African leader. As one of the continent's longest-serving, post-colonial head of state, the Libyan leader enjoys a reputation among many Africans as an experienced and wise statesman who has been at the forefront of many struggles over the years. Qaddafi has earned the praise of Nelson Mandela and others, and is always a prominent figure in various pan-African organizations, such as the Organization of African Unity. He is also seen by many Africans as a humanitarian, pouring large amounts of money into sub-Saharan states. Large numbers of Africans have come to Libya to take advantage of the avalablility of jobs there. In addition, many more, primarily from Somalia and Ghana move through Libya as a means to reach Italy and other European countries.
Qaddafi also appears to be struggling to improve his image in the West. Following the terrorist attacks of September 11, 2001, Qaddafi offered one of the first, and firmest denunciations of the Al-Qaida bombers by any Muslim leader. In 2002, he publicly apologized for the 1988 Lockerbie bombing, and offered to pay compensation to the victims' families. Qaddafi also appeared on ABC for an open interview with George Stephanopoulos, a move that would have seemed unthinkable less than a decade ago.
There are many explanations for the change of Qaddafi's politics. The most obvious is that the once very rich Libya was no longer strong through the 1990s, since oil prices have dropped significantly. Qaddafi needs other countries more than before, and cannot hand out as much as he once could. Another possibility is that strong Western reactions have forced Qaddafi into changing his politics. But more important is that realpolitik changed Qaddafi. His ideals and aims did not materialize: there never was any Arab unity, the various armed revolutionary organizations he supported did not achieve their goals, and the demise of the Soviet Union left Qaddafi's main symbolic target, the United States, stronger than ever.
Following the overthrow of Saddam Hussein by US forces in 2003, Qaddafi announced that his nation had an active weapons of mass destruction program, but was willing to allow international inspectors into his country to observe and dismantle them. The threat posed by WMD programs violating non-proliferation treaty responsibilities had been cited by US President George W. Bush as one of his leading reasons for invading Iraq, and it is believed that after Saddam's downfall Qaddafi feared for the future of his own regime if he continued to keep and conceal the weapons. Italian Premier Silvio Berlusconi was quoted as saying that Qaddafi had privately phoned him, admitting as much.
International inspectors turned up several thousand tonnes of chemical weaponry in Libya, as well as an active nuclear weapons program. The process of destroying the weapons continues, and Libya has improved its cooperation with international monitoring regimes.
In March 2004, British prime minister Tony Blair became one of the first western leaders in decades to visit Libya and publicly meet Qaddafi. Blair praised Qaddafi's recent acts, and stated that he hoped Libya could now be a strong ally in the international war on terrorism.
A major obstacle to improving relations is now the trial of Bulgarian nurses and a Palestinian doctor, who were arrested and eventually sentenced to death after an HIV outbreak in Benghazi. The international view is that Libya has used the medics as scapegoats for poor hygiene conditions, and Bulgaria and other countries including the European Union and the United States have repeatedly called on Tripoli to release them. As of 2005, the case remains unresolved, and is the source of increasing tensions with Bulgaria, as well as an obstacle to continuing the process of improved relations with the West.
Personal
Qaddafi has eight children, seven of them sons. His oldest son, Muhammad Qaddafi, is by a wife now in disfavor, but runs the Libyan Olympic Committee. The next eldest Al-Saadi Qaddafi, runs the Libyan Football Federation, plays for Italian Serie A team Perugia, and produces films. The third eldest, Saif al-Islam Qaddafi, a painter, runs a charity which has been involved in negotiating freedom for hostages taken by Islamic militants, especially in the Philippines. His only daughter is Ayesha Qaddafi, a lawyer who has joined the defense team of Saddam Hussein. All have been speculated to be possible successors. Three more sons, Al Moatassim, Hannbil, and Khamees, are less prominent. (In September 2004, Hannbil was involved in a police chase in Paris.) One adopted daughter was killed in the 1986 US air raid.
In January 2002, Qaddafi purchased a 7.5% share of Italian football club Juventus for USD 21 million, through Lafico ("Libyan Arab Foreign Investment Company"). Though an avid soccer fan, this more importantly continued a longstanding association with the late Gianni Agnelli, the primary investor in Fiat. Qaddafi has also become involved in chess: in March 2004, FIDE, the game's world governing body, announced that he would be providing prize money for their next World Championship, to be held in June-July 2004 in Tripoli.
In November 2002, He hosted the first Miss Net beauty pageant, a first for Libya and as far as is known, the world's first to be held on the internet.
Quotation
"Ronald Reagan plays with fire! He sees the world like the theater".
"Irrespective of the conflict with America, it is a human duty to show sympathy with the American people and be with them at these horrifying and awesome events which are bound to awaken human conscience." — September 11, 2001
Spelling
Qaddafi's name has been transliterated in a wide variety of ways. For example, an article published in the London Evening Standard on March 29, 2004 lists a total of 37 spellings; a 1986 column by The Straight Dope counted "at least 12". [1] (http://www.straightdope.com/classics/a2_264b.html)
Authority preferences
The Associated Press and affiliates (such as CNN and FOX News) use the spelling Moammar Gadhafi. Al Jazeera uses Muammar al-Qadhafi. The U.S. State Department uses Mu'ammar Al-Qadhafi.
Personal preferences
In 1986, responding to a Minnesota schoolgirl's letter in English, he used the spelling Moammar El-Gadhafi. According to his personal website, he prefers the spelling Muammar Gadafi, although the domain name gives yet another version, al-Gathafi.
Lists
The list below includes the alternatives listed on the Library of Congress name authority record:
Qaddafi, Muammar (preferred)
Al-Gathafi, Muammar
al-Qadhafi, Muammar
Al Qathafi, Mu'ammar
Al Qathafi, Muammar
El Gaddafi, Moamar
El Kadhafi, Moammar
El Kazzafi, Moamer
El Qathafi, Mu'Ammar
Gadafi, Muammar
Gaddafi, Moamar
Gadhafi, Mo'ammar
Gathafi, Muammar
Ghadafi, Muammar
Ghaddafi, Muammar
Ghaddafy, Muammar
Gheddafi, Muammar
Gheddafi, Muhammar
Kadaffi, Momar
Kad'afi, Mu`amar al-
Kaddafi, Muamar
Kaddafi, Muammar
Kadhafi, Moammar
Kadhafi, Mouammar
Kazzafi, Moammar
Khadafy, Moammar
Khaddafi, Muammar
Moamar al-Gaddafi
Moamar el Gaddafi
Moamar El Kadhafi
Moamar Gaddafi
Moamer El Kazzafi
Mo'ammar el-Gadhafi
Moammar El Kadhafi
Mo'ammar Gadhafi
Moammar Kadhafi
Moammar Khadafy
Moammar Qudhafi
Mu`amar al-Kad'afi
Mu'amar al-Kadafi
Muamar Al-Kaddafi
Muamar Kaddafi
Muamer Gadafi
Muammar Al-Gathafi
Muammar al-Khaddafi
Mu'ammar al-Qadafi
Mu'ammar al-Qaddafi
Muammar al-Qadhafi
Mu'ammar al-Qadhdhafi
Mu`ammar al-Qadhdhāfī
Mu'ammar Al Qathafi
Muammar Al Qathafi
Muammar Gadafi
Muammar Gaddafi
Muammar Ghadafi
Muammar Ghaddafi
Muammar Ghaddafy
Muammar Gheddafi
Muammar Kaddafi
Muammar Khaddafi
Mu'ammar Qadafi
Muammar Qaddafi
Muammar Qadhafi
Mu'ammar Qadhdhafi
Muammar Quathafi
Mulazim Awwal Mu'ammar Muhammad Abu Minyar al-Qadhafi
Qadafi, Mu'ammar
Qadhafi, Muammar
Qadhdhāfī, Mu`ammar
Qathafi, Mu'Ammar el
Quathafi, Muammar
Qudhafi, Moammar
These further alternate spellings may be found in New York Times, Associated Press Wire, and Xinhua English News sources between 1998 and 2000:
Maummar Gaddafi
Moamar AI Kadafi
Moamar Gadhafi
Moamer Gaddafi
Moamer Kadhafi
Moamma Gaddafi
Moammar Gaddafi
Moammar Gadhafi
Moammar Ghadafi
Moammar Khadaffy
Moammar Khaddafi
Moammar el Gadhafi
Moammer Gaddafi
Mouammer al Gaddafi
Muamar Gaddafi
Muammar Al Ghaddafi
Muammar Al Qaddafi
Muammar Al Qaddafi
Muammar El Qaddafi
Muammar Gadaffi
Muammar Gadafy
Muammar Gadafy
Muammar Gaddhafi
Muammar Gadhafi
Muammar Ghadaffi
Muammar Qadthafi
Muammar al Gaddafi
Muammar el Gaddafy
Muammar el Gaddafi
Muammar el Qaddafi
Muammer Gadaffi
Muammer Gaddafi
Mummar Gaddafi
Omar Al Qathafi
Omar Mouammer Al Gaddafi
Omar Muammar Al Ghaddafi
Omar Muammar Al Qaddafi
Omar Muammar Al Qathafi
Omar Muammar Gaddafi
Omar Muammar Ghaddafi
Omar al Ghaddafi
Qaddafi is also the inspiration for name of the rap artist, Yaki Kadafi.
See also
List of national leaders
External links
Official web site (http://www.algathafi.org/index-en.htm)
Find Out More About Libya (http://www.geocities.com/Athens/8744/mylinks1.htm)
http://www.qadhafi.org/
"Meeting Muammar" (http://slate.msn.com/id/2111135/) by Vivienne Walt, Slate.com, Dec. 16, 2004
Straight Dope article on the many spellings of Moammar's name (http://www.straightdope.com/classics/a2_264b.html)ar:معمر القذافي
ca:Muammar el Gaddafi de:Muammar al-Gaddafi es:Muammar al-Gaddafi fr:Mouammar Kadhafi id:Moammar Khadafy it:Muammar Gheddafi nl:Moammar al-Qadhafi ja:ムアンマル・アル＝カッザーフィー pl:Muammar al-Kadafi ru:Каддафи, Муаммар sl:Omar Moamer el Gadafi fi:Muammar Gaddafi sv:Muammar al-Qadhdhafi zh:卡扎菲


William Howard Taft (September 15, 1857–March 8, 1930) was an American politician, jurist, and the 27th President of the United States, serving a single term from 1909 to 1913. A Republican, Taft served as Secretary of War, federal judge for the Sixth U.S. Circuit Court of Appeals, and Governor-General of the Philippines before being nominated for president in the 1908 Republican National Convention with the backing of his predecessor and close friend Theodore Roosevelt.
Taft defeated Democrat William Jennings Bryan in the presidential election, and during his presidency prosecuted the trusts, strengthened the Interstate Commerce Commission, expanded the civil service, and established a better postal system. Two constitutional amendments were passed during his term: the 16th Amendment, authorizing a federal income tax, and the 17th Amendment, mandating the direct election of senators by the people instead of by the state legislatures. Taft was the first president to occupy the Oval Office when it was opened in October 1909.
Taft later broke off contact with Roosevelt in one of the most well-publicized political feuds of the 20th century. In the 1912 election, Taft lost his bid for a second term; Roosevelt ran on his newly formed Progressive Party ("Bull Moose") ticket, splitting the Republican vote and resulting in the election of Woodrow Wilson. Taft later became Chief Justice, becoming the only president to serve on the U.S. Supreme Court.
Contents
1 Early life and career
2 Presidency
2.1 Cabinet
2.2 Supreme Court Appointments
2.3 States Admitted to the Union
3 Chief Justice
4 History Clipart and Pictures
5 Related articles
6 External links
Early life and career
Taft was born on September 15, 1857, in Cincinnati, Ohio. His mother was Louisa Torrey; his father was Alphonso Taft, a prominent Republican, who served as Secretary of War under President Ulysses S. Grant. Like his father, the younger Taft went to college at Yale University, where he was a member of Skull and Bones, the secret society co-founded by his father. He was also a member of the Beta chapter of the Psi Upsilon fraternal organization. After college, he attended Cincinnati Law School and began his political career in Ohio shortly after joining the bar in 1880.
In 1892, Taft was appointed by President Benjamin Harrison as an associate judge by for the newly created Sixth U.S. Circuit Court of Appeals, a post which he held until 1900. In 1900, President William McKinley appointed Taft as the chairman of a commission to organize a civilian government in the Philippines, which had been ceded to the United States by Spain following the Spanish-American War and the 1898 Treaty of Paris. From 1901 to 1903, Taft served as the first civilian Governor-General of the Philippines. In 1903, Theodore Roosevelt named Taft as Secretary of War, and he returned to the United States.
Taft was also overweight, to the point that he became stuck in the bathtub in the White House several times, prompting the installation of a new bathtub capable of holding all of the men who installed it. At 6 feet, and weighing over 350 pounds, Taft was the largest and heaviest President. There is some evidence that his mother started calling him "my pudgy-wudgy boy" before his fifth birthday. This may have led to his disdain for the word "pudgy." In fact, it was said that an aide blacked out "pudgy" from his morning newspaper.
Presidency
Official White House portrait of Taft.
After serving nearly two full terms, popular Theodore Roosevelt refused to run in the election of 1908. Instead, he promoted Taft as the next Republican president. With Roosevelt's help, Taft handily defeated Democrat William Jennings Bryan. Throughout his presidency, Taft contended with dissent from more liberal members of the Republican party, many of whom continued to follow the lead of former President Roosevelt.
Taft fought for prosecution of trusts, further strengthened the Interstate Commerce Commission, established a postal savings bank and a parcel post system, expanded the civil service and sponsored the enactment of two amendments to the Constitution. The 16th Amendment authorized a federal income tax; the 17th Amendment, ratified in 1913, mandated the direct election of senators by the people, replacing the system whereby they were selected by state legislatures. He also signed legislation that created the United States Department of Labor.
Yet balanced against these achievements was Taft's acceptance of a tariff with protective schedules that outraged liberal opinion; his opposition to the entry of the state of Arizona into the Union because of its liberal constitution; and his growing reliance on the conservative wing of his party. By 1910 Taft's party was divided.
Progressive Republicans openly challenged Taft in the Congressional elections of 1910 and in the Republican presidential primaries of 1912. When Taft won the Republican nomination, the Progressives organized a rival party (the United States Progressive Party, a.k.a. "Bull Moose") and selected Theodore Roosevelt to run against Taft in the general election. Roosevelt's Bull Moose candidacy split the Republican vote and helped elect Democrat Woodrow Wilson.
Evidence from eyewitnesses and from Taft himself strongly suggests he had severe obstructive sleep apnea during his Presidential term of office, a consequence of his 300+ pound weight. His legendary tendency to fall asleep in almost any circumstance, an open secret and source of embarassment for his intimates, is now understood to have been the most obvious manifestation of the disease. The effect of sleep apnea on his Presidency has not been systematically evaluated; however, the annual conference of the Narcolepsy in Popular Culture Association will examine Taft's likely disorder during its June 2005 meeting in Salt Lake City. Within a year of leaving the Presidency Taft had lost approximately 60 pounds and his hypersomnolence resolved, though he ironically suffered from insomnia for the rest of his life.
Cabinet
OFFICE NAME TERM
President William Howard Taft 1909–1913
Vice President James S. Sherman 1909–1913
Secretary of State Philander C. Knox 1909–1913
Secretary of the Treasury Franklin MacVeagh 1909–1913
Secretary of War Jacob M. Dickinson 1909–1911
Henry L. Stimson 1911–1913
Attorney General George W. Wickersham 1909–1913
Postmaster General Frank H. Hitchcock 1909–1913
Secretary of the Navy George von L. Meyer 1909–1913
Secretary of the Interior Richard A. Ballinger 1909–1911
Walter L. Fisher 1911–1913
Secretary of Agriculture James Wilson 1897–1901
Secretary of Commerce and Labor Charles Nagel 1909–1913
Supreme Court Appointments
Taft appointed the following Justices to the Supreme Court of the United States:
Horace Harmon Lurton - 1910
Charles Evans Hughes - 1910
Edward Douglass White - Chief Justice - 1910 (an associate justice since 1894. His death made Taft chief justice)
Willis Van Devanter - 1911
Joseph Rucker Lamar - 1911
Mahlon Pitney - 1912
States Admitted to the Union
New Mexico – January 6, 1912
Arizona – February 14, 1912
Chief Justice
Missing image
1925_U.S._Supreme_Court_Justices.jpg
The U.S. Supreme Court in 1925. Taft is seated in the bottom row, middle.
From 1921 until 1930, Taft served on the Supreme Court as Chief Justice of the United States. He was the only President to do so, and the only former president to swear in future presidents. He gave the oath of office to both Calvin Coolidge and Herbert Hoover. In an effort to make the Court work more efficiently, he advocated passage of the 1925 Judges Act enabling the Supreme Court to give precedence to cases of national importance.
Taft retired as chief justice on February 3, 1930, due to ill health. He died five weeks later on March 8. Three days later, on March 11, he became the first American president to be buried at Arlington National Cemetery. His wife, Helen, believed his service as Secretary of War qualified him for burial there. It did because he oversaw the armed forces. In fact, anyone who served as president is entitled to burial at Arlington, as Commander-in-Chief of the armed forces.
A third generation of the Taft family entered the national political stage in 1938. The former president's oldest son, Robert A. Taft I, was elected to the United States Senate. A vociferous critic of the New Deal, Robert Taft was a Republican leader in the Senate from 1939-1953. His other son, Charles Phelps Taft II served as Mayor of Cinncinati, Ohio from 1955 to 1957. Two more generations of the Taft family later entered politics. The President's grandson, Robert Taft Jr., served a term as a Senator from Ohio from 1971-1977; the President's great-grandson, Robert A. Taft II, is the current Governor of Ohio. William Howard Taft III was U.S. ambassador to Ireland. William Howard Taft IV is a high official in the United States Department of State.
History Clipart and Pictures
Pictures of the US Presidents (http://classroomclipart.com/cgi-bin/kids/imageFolio.cgi?direct=History/United_States/Presidents)
Clipart of American Presidents (http://classroomclipart.com/cgi-bin/kids/imageFolio.cgi?direct=Clipart/American_Presidents)
Historical Pictures of the United States (http://classroomclipart.com/cgi-bin/kids/imageFolio.cgi?direct=History/United_States)
Pictures of the American Revolution (http://classroomclipart.com/cgi-bin/kids/imageFolio.cgi?direct=History/United_States/American_Revolution)
Civil Rights Pictures (http://classroomclipart.com/cgi-bin/kids/imageFolio.cgi?direct=History/United_States/Civil_Rights)
Civil War Images (http://classroomclipart.com/cgi-bin/kids/imageFolio.cgi?direct=History/United_States/Civil_War)
Pictures of Colonial America (http://classroomclipart.com/cgi-bin/kids/imageFolio.cgi?direct=History/United_States/Colonial_America)
Historical US Illustrations (http://classroomclipart.com/cgi-bin/kids/imageFolio.cgi?direct=History/United_States/Illustrations)
World War II Pictures (http://classroomclipart.com/cgi-bin/kids/imageFolio.cgi?direct=History/United_States/World_War_II)
Pictures of Historical People (http://classroomclipart.com/cgi-bin/kids/imageFolio.cgi?direct=History/United_States/People)
Related articles
Taft family
U.S. presidential election, 1908
U.S. presidential election, 1912
History of the United States (1865-1918)
Dollar Diplomacy
External links
Inaugural Address (http://www.yale.edu/lawweb/avalon/presiden/inaug/taft.htm)
Audio clips of Taft's speeches (http://vvl.lib.msu.edu/showfindingaid.cfm?findaidid=TaftW)
Taft's sleep apnea (http://www.apneos.com/taft_intro.html)
Taft's medical history (http://www.doctorzebra.com/prez/g27.htm)
Preceded by:
Arthur MacArthur Governor-General of the Philippines
1901-1904 Succeeded by:
Luke E. Wright
Preceded by:
Elihu Root United States Secretary of War
1904 – 1908 Succeeded by:
Luke Edward Wright
Preceded by:
Theodore Roosevelt Republican Party Presidential candidate
1908 (won), 1912 (lost) Succeeded by:
Charles Evans Hughes
Preceded by:
Theodore Roosevelt President of the United States
March 4, 1909 – March 4, 1913 Succeeded by:
Woodrow Wilson
Preceded by:
Edward Douglass White Chief Justice of the United States
July 11, 1921 – February 3, 1930 Succeeded by:
Charles Evans Hughes
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Template:USChiefJusticesda:William H. Taft de:William H. Taft eo:William H. TAFT fr:William Howard Taft ga:William Howard Taft he:ויליאם האוורד טאפט nl:William Howard Taft ja:ウィリアム・H・タフト pl:William Howard Taft sv:William Howard Taft zh:威廉·霍华德·塔夫脱
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Categories: Chief Justices of the U.S. | Presidents of the U.S. | U.S. Republican Party presidential nominees | U.S. Secretaries of War | Spanish colonial period in the Philippines | History of the Philippines | Taft family | Bonesmen | People from Ohio | 1857 births | 1930 deaths