Kay Featherstone and Kate Allinson Its been a little bit crazy. Photograph: Mike English

Kay Featherstone and Kate Allinson were at a Spice Girls concert last spring, just two figures in a sea of people. As they gazed around the stadium, Kay broke down in tears. Not because of anything the Spice Girls were singing, but because the two chefs were consumed by the thought of their own followers; they have more than 900,000 on Facebook. When we go to a gig, its like: We could fill this space so many times! It becomes very, very scary, Featherstone says.

They got the same feeling at Fleetwood Mac. Featherstone has sweaty palms just thinking about it. She and Allinson, who are business as well as life partners, try to forget the noughts and imagine a community of 900, but its still a long way from the days when they had their own restaurant with customers who came in every Sunday and even brought the pair presents if they went on a cruise.

No wonder Allinson, 48, and Featherstone, 34, sound bewildered, if not downright terrified. Their success as the chef duo Pinch of Nom has been sudden. Last spring, their first book of simple slimming recipes sold 500,000 copies in just five weeks (and recently passed the 1m mark). Last months follow-up, Everyday Light, sold nearly 130,000 in its first week, knocking David Walliams from the top of the bestseller list.

It has been a little bit crazy, Featherstone whispers, as if danger lurks nearby. They have had offers for TV shows offers for everything but have declined them all because they are really shy, says Featherstone, although she is the gobbier half because Kate doesnt usually like to talk. (Thats fair, says Allinson, whose T-shirt is emblazoned with the slogan: Introverts unite separately in your own homes.) When I ask if they might choose to meet their followers Im thinking of events they say that they did bump into some once, and you cant say it wont happen again. But it has never been about us, Featherstone says, and Allinson, a sort of quiet chorus, echoes her words. Its never been about us.

This is something of a mantra for Featherstone and Allinson, and Im intrigued by their wish to deny they are protagonists in their own enterprise. After all, many of their recipes are autobiographical. Tin of praters, a bacon, potato and onion bake, is lifted straight from Featherstones childhood, while the entire Pinch of Nom adventure took off when the two went along to their local Slimming World in Wirral four years ago, then began to post their own recipes to a growing Facebook community.

Their personal story is at the heart of their business but so is their disavowal of it. We dont spout about ourselves. Were not that sort, Featherstone says. They dont take selfies; even on their first date, the only picture they took was of a gull. Photographs of them are rare.

Neither of them has ever followed a specific diet; not Atkins, 5:2, keto nor intermittent fasting. In many ways, they are unlikely authors of a diet book. And this, I suspect, is at the heart of the pressure they feel a double bind in which the story of their efforts to lose weight speaks to their community, but also creates an expectation for a narrative of progress. I sometimes worry what people will think of us. Like, why the hell are you pushing a diet book when youre not a skinny minny? Featherstone says. Because its the accepted norm that people lose weight, [then] they do a book. But were still in that process.

In newspaper articles, Allinson and Featherstone are often described as two fat chefs. They laugh uproariously when I point this out. Do you know we have a little list of the things we have been described as? Featherstone says. Fat. Middle-aged. Jolly. Allinson chuckles. We found it really funny, Featherstone says. Then the tone abruptly shifts.

Sadly, it is the way that some people talk about people of our size. Fat is a word that people will use willy-nilly to describe people of size. And I personally hate it, Featherstone says. It makes me angry deep inside

In March, the pair revealed they were aiming to lose 190kg (30 stone) between them. Featherstone had so far lost 44kg and Allinson 31kg. Im curious as to how they divvied up the target. Featherstone says: We came up with that between us. They didnt figure out how much each wanted to lose? Weve never really had a target, Allinson says. Because I think that can put a lot of pressure on.

And we dont do pressure, Featherstone adds. But surely two books in the space of a year put pressure on them? We dont intentionally put pressure on ourselves, Allinson says. Is a better way of putting it, Featherstone nods.

Im curious to know if they have lost more weight since the first book, but Featherstone says that the numbers are still what they were.

The body of any diet author will always be taken as a measure of success. Is that on their mind? It cant not be, Featherstone says. We think about things a lot. Its why were both so anxious all the time We still struggle. Even now. We kind of fluctuate. We have a steady loss. And while fluctuation and steadiness may seem at odds with each other, no doubt those who are sharing their weight loss journey will relate to the apparent contradiction.

Weve always been really honest and open about it, Allinson says.

They have had an intense and challenging year, adjusting not just to huge public interest, but also to the loss of Allinsons mum. Or, as Featherstone puts it: Weve had a great year, but weve also had a shit year. Allinsons mother died in January, the day after the couple told her they were going to publish a book. When Allinson says this, her eyes are wet and shiny.

Has anyone got a tissue? Featherstone interjects. I assume she is asking for Allinson, but she quickly adds: Because Im wearing mascara and I know whats going to happen. Allinson fishes in her bag and passes her one. They happily rattle off their differences Allinson is organised, decisive and likes strong tea; Featherstone is disorganised, indecisive, talkative and takes her tea milky. But the two of them seem to understand and meet each others needs.

They met nearly 15 years ago, having seen each others profiles on Gaydar Girls. But I didnt message you for ages, Featherstone says. When they met, they got in the car and ended up in Rhyl, north Wales.

Within six months, Featherstone had moved into Allinsons family home in New Brighton, Wallasey, where the pair still live with Allinsons older sister, Lisa, and her dad (whom the three of them look after) as well as two cats. Ive been in the same house for how long is it? Forty-five years, Allinson says. Before this one, she lived in the house over the back, which was her nans B&B. I am trying to picture how the house just an old Victorian one, Allinson says must have felt with five adults in it. When they met, Allinson ran her own restaurant, Cromwells, in nearby Irby. Featherstone quickly took on front of house. Food was the driver of their relationship, and they went into work even when the restaurant was closed. I washed the pots. I wanted to learn how this whole thing worked. In their downtime, they watched, among other things, Two Fat Ladies (they have the DVDs) and ate lots of Chinese takeaways.

While Allinson had been to catering college and had gone on to be the head chef for the Boddingtons chain, Featherstone had left school at 16. She had helped a bit in her parents florist shop and did voiceovers at a radio station in Liverpool, but food and Allinson provided a place that felt like home.

The restaurant was hard work. Things came to a head when Allinsons mum, who did the accounts, had a brain haemorrhage. Within a few months, the restaurant closed, as they focused on caring for her. We grieved for the restaurant, Featherstone says. It hit us hard. Next they worked for a Canadian IT company which, if Ive understood correctly, speeds up the internet by using datacentres on the edge of the cloud. It sounds an unlikely fit, but both women say they wanted nothing to do with food after the restaurant shut. In between were months where we didnt do a whole bunch of much.

Then, in January 2016, Lisa persuaded them to go to Slimming World. They began to create the dishes that went into the first book in the tiny family kitchen that, they say, is smaller than the toilet in the offices of their London publisher, where we are meeting.

They photographed their food at the dining room table. It must have been a squeeze, but Allinsons mum said: If you want to do it, do it well. Allinsons dad lost a stone unintentionally just by eating their food. Then at Slimming World one week, they heard another person discussing a Pinch of Nom recipe and realised how far they had come. At that point, no one in the group knew who they were.

Now they have a test kitchen, a team of 11 and an army of followers they are scared to think about. Featherstone, Allinson and their family all eat the food they make. When people are trying to diet, and the rest of the family dont need to, it can feel as if youre on your own, Featherstone says. She knows this from personal experience. At her all-girls school, she was the tall one and the big one and dieted to fit in, but was bullied. The experience of being different hardened me, she says. But I suspect this hardening is a work-in-progress.

I am surprised, when I get home, and reread the articles that describe Allinson and Featherstone as two fat chefs, to see that the person who chose those words was none other than Featherstone herself. I email her to ask why, given how the description angers her, and she replies that it was a way of saying it first Its an ownership thing. I can call myself fat but no one else has that right.

Over the past six months, however, something has shifted; her feelings have evolved. Its not a word I like any more.

Pinch of Nom: Everyday Light by Kay Featherstone and Kate Allinson is published by Pan Macmillan, price 20. To order a copy for 15, go to guardianbookshop.com or call 020 3176 3837. Free UK p&p on all online orders over 15. Phone orders min p&p of 1.99.

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Weve always been honest about our weight loss: the Pinch of Nom chefs on their recipe for success - The Guardian

An eternal intercontinental crossroads, its one of the most visited cities in the worldand as the capital of France, and the seat of many of its most important industries, Paris is equally valued on the startup scene.

Courtyard by Marriott captured some of the citys magic last month when it hosted a panel of two Forbes 30 Under 30 Europe listmakers about their paths to success. On stage at the Paris Gare de Lyon hotel, a hub for business travelers with global ambitions, the entrepreneurs shared what inspired their journeys and how their passions continue to fuel them.

Emma Smiths world has been growing. At 27, shes on an international flight every couple days, starting up Africas first international neobank, Eversend. But she was raised on tiny Orcas Island, off the far north coast of Washington State, with no internet or TV at home. You go a little crazy, she says with a laugh.

Eager to taste the outside world, she did her high-school junior year abroad in Costa Rica. It was the first time I realized that the kind of utopia I grew up in, people didnt have there. They lacked a lot of basic services.

At university in London, she studied economic development principles that would shape Eversend: I learned the capabilities approachits not about the things you give people to alleviate poverty but about the opportunities you give them to lift themselves. Its about access.

Smith established a microfinance initiative in Togo, but it was a challenge to deliver money to applicants. In Africa, 66% of the people dont have a bank account, she notes. To receive wire transfers from overseas, they usually have to pay 20% commission. But everyone has a cell phone.

There had to be a better wayand Smith found it when she met Ugandan fintech developer Stone Atwine and software engineer Ronald Kasendwa, who were working on an idea for a borderless mobile banking system to serve Africas rapidly growing population. They saw value in Smiths perspective and real-world experience, and the three joined forces to found Eversend last year.

With backing from a Swedish angel investor, a Berlin accelerator and a French government initiative, Eversend is now opening an HQ in Paris (in addition to its Kapala, Uganda, office), where all three now live, and has an international team of 14. Our competitors have raised millions, but weve been getting more traction, Smith says, because were scrappy.

Now, says Smith, the entire team needs to learn French, but theyre up for a challenge. When money was tight, Smith and her partners cadged buffet leftovers from networking events. For much of last year, she was nomading, with no fixed address. She learned she didnt need as much as she thought; Smith can fit everything she owns into a suitcase, and I stay ready to go at all times. Plans change, meetings pop up.

It takes energy to be that mobile. Smith finds it from knowing shes helping Africa unleash its full potential. People forget what an incredible opportunity Africa is. Its time the U.S. and Europe got on board.

When Julie Yan told her parents she was launching a travel startup, now part of the leading online travel agency in France, they were like, thank god we have two other children, she says with a laugh.

Yans parents, who moved from Yunan, China, to Paris before she was born, felt it was very important that I have a stable and noble job. Becoming a lawyer or doctor were my only choices.

Yan completed a law degree at the Sorbonne but never took the bar exam.

I wanted to be on the other side of the table from the lawyers, she says. I wanted them to work for me.

She took jobs in government and finance, but walking around her Paris neighborhood sparked an idea that excited her more. You see the busses full of Chinese tourists, and theyre treated like meat, shed observed. I decided Ill create cool packages for them. In 2015, she started Jolitel, a travel agency that designs European and Mediterranean tours for the Chinese market.

And eight months after launch, with Jolitels business steadily climbing, Yans mother left her own job to work for her daughters company. Today, shes director of operations for China.

In 2017, Yan merged her company with Karavel-Promovacances & Fram Group, the large French online travel agency, becoming its youngest executive director at age 28. Last year, the company brought in 600 million in sales.

Our parents worked for a paycheck, but for our generation, its not enough, she says. Young people need a purpose, and when they find one congruent to their own path and personal goals, theyll give 200%.

That notion drives her teams pay structure. Everyone is given the opportunity to become a shareholder, Yan says. To see an intern who was once too shy to speak become a manager and convince clients in meetings gives me great pride. She recently became a mentor with government-backed incubator French Tech Tremplin, which works with talent facing socioeconomic barriers.

Yan sees the travel agency as the first of many entrepreneurial pursuits. Her next will be at the intersection of wellness and environmentalism, but she wont reveal more than the name, Blue Dot, and that shes developing it with fellow Forbes 30 Under 30 listmaker Akash Mehta.

My first [goal] was to make a company that worked, she says. The next will be about impact. Ill allocate a portion of its revenue to organizations working on climate change and the environment.

Courtyard by Marriott was the first hotel built for business travelers. Since opening its doors 35 years ago, its been dedicated to helping guests pursue both personal and professional passions. Like its guests, Courtyard believes that success is not about a single achievement; its about the journeyalways moving forward and never settling.

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Passion Driving Success: In Paris, Two Of Europes Rising Entrepreneurs Share What Fuels Them - Forbes

It did not take long for the Dallas Cowboys to find Jason Garrett's replacement. Less than 24 hours after the team announced that it was finally moving on from the long-time coach, it was widely reported that the Cowboys will hire former Green Bay Packers head coach Mike McCarthy.

The merits of this hiring can be debated ad nauseam (and you can listen to me, Will Brinson, and Patrik Walker discuss them in the podcast linked below), but that's not what we're here to discuss. We're here to look forward, at what McCarthy needs to do to find success for however long he holds the position.

He's coming into a job where immediate success is the expectation, with Jerry Jones stating that he preferred a candidate with previous NFL head coaching experience to a coordinator or college coach due to his misguided belief that the latter types of candidates experience far less success in their jobs than the former. McCarthy has a strong roster on his side, but roster talent alone is not enough to find the kind of success that Jones envisions, as we saw this season.

Below, we'll detail five different ways that McCarthy himself can add value and help the Cowboys get back to where they want to be.

Prescott's contract has expired, but Jerry and Stephen Jones have stated on numerous occasions that he will be the quarterback for the Cowboys next season. Whether on the franchise tag or a long-term deal, Dak is going to be under center for this team, likely for McCarthy's entire tenure. And that means any success the coach has can and will start with how he's able to develop Prescott.

McCarthy himself admitted as such in an interview with The Athletic. "The offense has to be built around making the quarterback successful," McCarthy said. "That's what I've always believed, and that won't change."

Building around Prescott is far different from building around Aaron Rodgers. The two have in common the ability to make plays by using their athleticism to escape from the rush and create outside of the offensive structure, but apart from that they are not all that similar as passers.

Rodgers was able to find great success early in McCarthy's tenure with throws to the perimeter of the field on isolation routes, such as back-shoulder fades to the likes of Greg Jennings, Jordy Nelson, and later Davante Adams. Rodgers was also averse to play-action passing, as he was not very comfortable turning his back to the defense. Prescott is far better at attacking the middle of the field than the sidelines, which means the Cowboys should use different route combinations than those that populated the Packers' playbook. Dak has also been a far more effective passer when throwing after a run fake than out of straight drop-backs. The Cowboys incorporated a ton of play-action early this season, but their usage tailed off as the year went along. Getting back to that strength should be an important component of McCarthy's offense.

An increased use of shifts and motion (especially at-snap motion, which the Ravens and 49ers have led the way on this season) should be part of the plan as well, in order to keep defenses guessing about what's coming before and after the snap. Plays that include a shift and/or motion have tended to be more efficient than those that don't, and while they likely cannot be used on every play, their extensive use should be encouraged in order to put Prescott and his skill position corps in position to succeed.

McCarthy will have at his disposal one of the NFL's best offensive lines, with three multi-time All-Pros anchoring the unit. That should allow him to afford Prescott excellent protection on the regular, but that doesn't mean the majority of the passing plays should be as slow-developing as many of Green Bay's were. Prescott excels in the quick game, and especially on the RPO concepts that comprised so much of his offense at Mississippi State. The Packers did not use RPO action all that offense during McCarthy's tenure, but he would be wise to change that tune in his new job. Utilizing Prescott as a runner, especially in short yardage situations, should also be on the docket. He's a good decision-maker on read-option runs, and the Cowboys did not tap into that part of his skill set often enough under Garrett's leadership.

There will be a temptation to base the offense around the exploits of $90 million running back Ezekiel Elliott, but despite the fact that he is an obviously good player and should be heavily involved in the team's plans, it needs to be accepted up and down the organization that running is far less efficient than passing and thus Elliott should be viewed as a complement to Prescott as opposed to the other way around. That's true whether Prescott performs like the MVP candidate he was for more than half of this season or the above-average quarterback he has been for the majority of his career. The $90 million for Elliott has already been spent. (Or will be spent. The deal hasn't actually started yet.) You don't have to run the ball down opponents' throats to try to justify the price tag. Instead, you should utilize Elliott's versatility to buoy what Prescott can do.

The Cowboys can put Elliott in better position to succeed than he has been over the past few seasons by not tasking him with running into stacked boxes as often (Kellen Moore did a far better job of this than his predecessor, Scott Linehan); not running him up the middle on first downs as often; utilizing him more often in "and-short" situations and near the goal line, where running is often more effective than passing into windows constricted by a lack of space; and getting him more involved in the passing game than he was this season -- and not just in the screen game.

It's also perfectly fine for the Cowboys to lighten Elliott's load by reducing his snap share and giving a bit more work to Tony Pollard. The explosive rookie ranked first in the NFL in Pro Football Focus' Elusive Rating this season, forcing 26 missed tackles on only 101 touches and averaging 4.51 yards after contact per attempt. He was an excellent receiver during his time at Memphis, and that part of his skill set went under-utilized throughout his rookie season. (He had only 15 catches.) In addition to providing the defense with a different look and actually getting value out of last year's fourth-round pick, doing this would have the benefit of not over-working Elliott, who has had at least 350 touches in three of his four NFL seasons and is under contract for six more years. If the Cowboys want him to come close to making it through that deal, they need to pull back on the throttle a little bit.

Dallas would also do well to prioritize finding more Pollard types who can be threats in both the run game and the pass game, as well as receivers who can play either outside or in the slot. Keeping defenses guessing is an important part of success in the NFL these days, and that's far more difficult to do if you line up the same way on every snap. Versatility in the run game and the pass game can only help.

With that in mind, it's obviously important for Dallas to retain Amari Cooper in addition to Prescott. He slowed down toward the end of this season, but Cooper also played injured all year. He has flashed extraordinary talent throughout his career, and he has shown marvelous chemistry with Prescott at times. The same is true of Michael Gallup, who emerged as a legitimate co-No. 1 while Cooper struggled down the stretch, but it'd be best to keep them in tandem as opposed to having to find a No. 2 and a new slot receiver to complement Gallup. (Assuming Randall Cobb is let go, because he's likely too expensive to retain given the Cowboys' need to pay so many other core players.)

That third receiver spot is an important one, and it'd be good for the Cowboys to find a speedy type who excels with the ball in his hands, like the 49ers did with Deebo Samuel in last year's draft. That'd give them a technician (Cooper), a deep threat (Gallup), and a YAC guy (whoever), all of which you need to challenge defenses in a variety of ways, to a variety of areas on the field.

McCarthy has spent the past several weeks telling any journalist who will listen about all the learning he did throughout his season away from football. In interviews with NFL.com, NBC, and The Athletic, McCarthy detailed his extensive plans for a football technology unit and an analytics department, both of which represent significant departures from the way he operated in Green Bay.

There's a flow chart for his proposed 14-person Football Technology Department, including a six-person video unit and an eight-person analytics team. The Chief of Football Technology tops the department, which will run both video and analytics. The top analytics lieutenants will be a Coordinator of Database Management, Coordinator of Football Analytics and Coordinator of Mathematical Innovation. Below them: Football Technology Engineer and two Football Technology Analysts. And finally, a Football Technology Intern. McCarthy spent a day last summer at Pro Football Focus offices in Cincinnati, discovering how much more data is available than he realized. PFF data will be a key component of his analytics tree, as will GPS tracking of players and Next Gen Stats.

The mathematical innovation hire will be crucial. "This guy here has to see the world differently," McCarthy said, pointing to that job on the flow chart. "He will be very, very important."

But employing "computer folk," as Giants GM Dave Gettleman likes to call them, is not enough. You have to be open to incorporating these ideas into your decision-making process. Garrett famously told the media this season that not only did the Cowboys not utilize that type of information in their in-game decision-making, he did not even want to receive the information.

That doesn't mean McCarthy should do what "the analytics say" every single time, in every single situation. It just means that he should include evidence-based information as one of many factors in his decisions, so that if he does go against what "the analytics say," he knows that he's doing so, and can have a good reason why.

This is a big one. McCarthy is the same guy who once kicked a field goal on fourth-and-1 from inside the 25-yard line three times in the same playoff game, then defended the decision the following day, even after his team lost in overtime. I have written extensively on this website about Garrett's horrendous decision-making in fourth-and-short situations, and how his extreme preference for kicking field goals and punting back to the other team cost the Cowboys meaningful opportunities for points and wins.

Given the setup of the Dallas offense, with Prescott (6-2, 238 pounds), Elliott (6-0, 228 pounds), Pollard (first in the NFL in Pro Football Focus' Elusive Rating), and the NFL's highest-paid (and arguably best) offensive line, McCarthy should become extremely aggressive when faced with the same types of situations. He was ahead of the curve on fourth downs for much of his Green Bay tenure, but became overly conservative by the end. He needs to get back to letting his offense try to convert.

McCarthy had a pretty good record on challenges during his Green Bay tenure, with his 47 of 93 overall mark dragged down by two outlier seasons (5 of 14 in 2009 and 1 of 6 in 2014). Being more judicious with challenges -- which should almost always be saved for high-leverage situations and instances where the call is at least somewhat likely of being overturned -- is another improvement he can make.

The Packers were often among the better two-minute offenses in the NFL during McCarthy's tenure, but much of that was due to Rodgers' brilliance. The coach was criticized fairly often for his clock management (another thing he has in common with Garrett) and timeout usage, both of which are things that should be fairly easy to fix. If he can't, that's a concern.

The "more creative" here applies to both what McCarthy's defenses were like in Green Bay and what the Cowboys' defenses were like these past couple years.

In particular, multiple opponents publicly stated in the last two years that they knew exactly what the Dallas defense was doing before the snap. The Rams offensive line was very open that they knew what was happening on 90 percent of the snaps in their playoff win over the Cowboys last year. And this season, several opposing quarterbacks and coaches stated that they knew the Cowboys would be running Cover 3 or Cover 1 on a near every-snap basis. In Green Bay, McCarthy kept Dom Capers as his defensive coordinator long past the time when his defenses were effective, and despite the fact that Capers' defenses kept being beaten by the same types of plays in the same types of ways. (Go watch any game where the Packers faced a read-option run, but especially the one where Colin Kaepernick lit the field on fire in the 2012 divisional round.)

The Cowboys need to base their defensive strategy on confusing the opposing offense rather than merely out-executing them. Executing better than the opponent is obviously important, but given how complex NFL offenses are these days, and how smart opposing coordinators and coaches can take advantage of a defense when they know exactly what's coming, it's paramount that the Cowboys get a bit more exotic in their schemes, and especially in terms of disguising their post-snap plans.

Incorporating more blitzing should absolutely be in the cards, for example. The Cowboys have been among the most blitz-averse teams for a while now, and they sent an extra rusher on only 23 percent of snaps this season, the seventh-lowest rate in the NFL. If you take a look at the Ravens -- who are incorporating evidence-based decision-making into their play calls -- they sent a blitz on 55 percent of defensive snaps this season. The Ravens also led the NFL in quarterback knockdown rate, at 10.8 percent. It's difficult not to see the connection there.

The Cowboys as an organization should also be open to valuing different positions in different ways than they have in the past. They have not invested significant resources in the safety position since the Darren Woodson era, and it has been a weak spot for them for years. They have to admit it hasn't worked, and cannot come into next season with Jeff Heath and Xavier Woods as their starters. Expanding their idea of acceptable size measurements at certain positions is a must as well. They can't pass on the next T.J. Watt for the next Taco Charlton because the latter fits their rigid positional benchmarks and the former does not. You have to be willing to make exceptions for superior talents.

Multiple reports indicate that McCarthy is courting Saints linebackers coach Mike Nolan to fill the position, bring their relationship full circle, as Nolan hired McCarthy to be his offensive coordinator in San Francisco back in 2005, which led to McCarthy's hiring in Green Bay. The defenses Nolan has coordinated throughout his career have been largely average, with a few seasons where they were very good and a few where they were very bad.

It's certainly possible that Nolan has learned a bunch of new tricks during his three years with the Saints, but it's at least worth noting that he has been willing to switch between 3-4 and 4-3 schemes throughout his career. The Cowboys have been a 4-3 team for the past several seasons, though those specific alignments matter less in the modern NFL, when teams are rarely in their base defense anyway.

You can't win if your players aren't on the field. Jason Garrett liked to say that the Cowboys prioritized the "right kind of guys," but in recent seasons his teams were repeat violators of the NFL's personal conduct, performance enhancing drug, and substance abuse policies, resulting in numerous suspensions.

Since 2014, Orlando Scandrick, Jakar Hamilton, Josh Brent, Greg Hardy, Rolando McClain, Joseph Randle, R.J. Dill, Randy Gregory, Demarcus Lawrence, Damontre Moore, David Irving, Ezekiel Elliott, Shaquelle Evans, Terrance Williams, Robert Quinn, and Rico Gathers have all been suspended for violating one of the aforementioned policies.

That's 16 different players, who were suspended a total of 24 times, leading to 102 missed games. All three of those totals lead the league, with the number of suspensions and missed games blowing the rest of the NFL out of the water. (The closest teams are the Giants and Jets with 19 suspensions, and the Bears with 84 games missed due to suspension.) The team was responsible for 7 percent of all suspensions during that time. That cannot be acceptable to the next coach.

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Here are five ways new head coach Mike McCarthy can make the Cowboys contenders and be considered a success - CBS Sports

Location: New York, New York Function: Marketing & Communications Specialty: Digital Marketing Level: Experienced (Non-Manager) Duration: Full Time Salary Description: competitive

About the Team

Working within a dynamic Global Marketing Team delivering visitors to our hugely successful events across the UK and US (includes NYC Television Week, OTT Distribution Summit, Wonder Women in Streaming, Advanced Advertising and many more across our 12 verticals - Education, Media Tech, Media Entertainment, Photography, Homes and more) this role operates at a fast pace, in the thick of campaign management, strategy and implementation. Working solely on our US based Media Entertainment vertical, this role is hugley instrumental in delivering registration and revenue to our events business.

Job Purpose

The role of Marketing Executive for the Global Events Team in New York, supports the Head of Marketing (HOM) with the key aim to generate high quality delegates and registration revenue for our Media Entertainment events within the B2B portfolio. The role will also strongly support sales to deliver awareness to our key potential sponsorship Clients.

Youll be responsible for working with the HOM to implement 360 degree marketing plans for our events including email campaigns, partnerships, PPC, social media, advertising, print and digital campaigns, sales campaigns and PR.

Experience in developing content and copy is key, with support from editorial teams.

Working with internal stakeholders including sales teams, market leaders and editorial teams to represent and market the event in the best possible way.

Responsible for supporting the HOM to implement and create websites whilst monitoring and reporting via Google Analytics.

Working with an internal Studio to deliver campaign assets for every campaign.

Experience of campaign management and managing a busy schedule is key as you will be working on numerous campaigns simultaneously to hit critical deadlines. Excellent communication skills are also required as you will be liaising with a number of stakeholders and external agencies and partners.

Experience in analytics, recording critical information for each campaign so we can measure against KPIs as well as make recommendations for future campaigns.

Key Responsibilities

Executing marketing campaigns with the support of the HOM, producing high quality, response-driven campaigns

Recording and monitoring key metrics to accurately track success of eachcampaign

Delivery of all creative assets including all campaign artwork for an event

Deliver on-site graphics and work

Making recommendations for future campaigns and measures KPIs

Writing and editing high quality, compelling copy, which is accurate and grammatically correct, making sure that all campaign execution supports the defined value proposition for the brand

Helping develop and maintain all relevant sales communication to our Clients with the aim of driving sponsorship

Developing accurate and timely reports and forecasts

Following and helping implement best practice within the team (US and UK)

Creating and maintaining effective working relationships with internal stakeholders and third-party partners via telephone, written communication and face-to-face meetings, ensuring activity is fully aligned to the needs of the portfolio

Demonstrating industry awareness and audience understanding across defined marketing products and broader portfolio, identifying key competitors, monitoring audience and marketing activity, highlighting changing marketing techniques and identifying opportunities for best practice process improvements and collateral development across Future

Attendance of the events in the US and a flexible working approach is key

What do I need to succeed?

Understanding the principles of marketing, ROI and measurement

Project management and organisation skills and ability to manage simultaneous projects to tight deadlines and to prioritise tasks that deliver greatest revenue opportunities

Ability to develop a deep understanding of audience and products

Excellent communication skills verbal and written and a strong track record of creating compelling and effective communications

Copy writing, proof reading skills and attention to details

Strong analytical skills

Exemplary interpersonal skills and team-working

Computer literate with good knowledge of I.T. including Office packages, Word, Excel, PowerPoint, Access and Outlook

Would be useful to have knowledge of Adestra, Selligent and Media View but not essential

Able to utilise CMS to build websites in programs such as Swoogo

What will I get in return?

As well as our standard benefits, we have a number of awesome perks available to our staff including:

Unlimited paid time off (yes you read that right!)

A share in our success- every member of staff receives a profit pool bonus at the end of our financial year

Free food (monthly munchies, bagel Fridays, fresh fruit & snacks and coffee and tea on tap)

Central office locations with cool open plan working spaces

Free digital magazine subscriptions and access to back copies of our print magazines and bookazines

Discounted gym membership and onsite health & wellbeing (yoga at lunch anyone?!)

Annual Future conference - get together with your colleagues to celebrate success and look forward to what's next

Regular staff socials arranged by our wonderful Employee Community & Culture committees

Huge opportunities to learn and develop whether through professional qualifications, exposure to incredible business projects or informal lunch & learns, hosted by your colleagues

Give something back- Future will match your personal charity fundraising efforts up to 300

We are Future

Connectors. Creators. Experience Makers

We have big ambitions to transform media and change peoples lives. Together, we connect people to their passions through the high-quality content we create and the innovative technology we pioneer. Its an incredibly exciting time to join!

Future is the name behind market-leading brands in specialist sectors across technology, gaming & entertainment, music, creative & photography, hobbies, knowledge and home interest.

Were dedicated to creating loyal fans of our brands, and the number is growing all the time. Our global reach is phenomenal with over 250 million consumers across 180 + world-leading brands. Its an incredible privilege to have such a passionate audience base across our websites, magazines, social media and events.

Every kind of talent is celebrated here. We hire for person not for the role, looking for people who share our ambitions to be bold and innovate, making Future a global success story.

Lets do this!

To apply for this role, please submit your CV and a covering letter explaining why this is your dream job!

Applicants for employment in the US must have work authorization that does not now or in the future require sponsorship of a visa for employment authorization in the United States and with Future.

Equal Employment Opportunity

All employment decisions shall be made without regard to age, race, creed, color, religion, sex, national origin, ancestry, disability status, veteran status, sexual orientation, gender identity or expression, genetic information, marital status, citizenship status or any other basis as protected by federal, state, or local law.

Job candidates will not be obligated to disclose sealed or expunged records of conviction or arrest as part of the hiring process.

Future is committed to providing veteran employment opportunities to our service men and women.

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Marketing Executive (Media Entertainment Events) job with Future Publishing Ltd | 408984 - mediabistro.com

How is that more than 5.2 billion people in the world have a mobile phone yet, in that one moment that you need to, you cant reach the one person that youd like to speak to?

As mobile carriers continue to put satellites into orbit to improve network connectivity, there are still technical challenges that limit when and where you can make a mobile call. For example, buildings and cars reduce signal strength by an average of 30%. Other factors, like tower distance, high terrain (hills, mountains), dense shrubbery, dust particles, fog, and rain can impede or block transmission of radiofrequency waves. Not to mention the requirement that your phone is adequately charged.

Now, theres a solution to connect to anyone, anytime, from just about anywhere in the world, with specialized technology that reduces the likelihood of being hacked or intercepted. LynQ is a people compass. No phones, no maps, and no cellular networks are required. However, the tracking device cannot be obstructed from orbiting GPS satellites.

Grit Daily caught up with Karina Costa and her team as they were preparing for CES 2020. Costa is a serial entrepreneur who founded her first company at age 22 and has since worked and invested in over 100 startups. She launched one of Portugals first tech accelerators as well as BET Ventures, an NGO which offers a unique 24-hour contest where founders compete for funding. And, she architected TechStars Anywhere as a virtual pre-accelerator program which operates in many cities worldwide. Tiny is how she describes herself but she is undoubtedly mighty. Her Forbes profile states that she spends her spare time on the slopes and studying space exploration. Thats her in the lead photo.

Grit Daily: Whats your personal connection to this technology startup?

Karina Costa: LynQ began its journey around three years ago. The vision was straightforward: develop technology to help people stay connected and find each other without the constraints of limited battery life or cellular signal. When I was 12 years old, I wish that I would have had access to this liberating technology which lets you go anywhere but stay connected to feel safe. At that time, I broke my arm while I was skiing in the mountains and had to wait for hours until my sister found me to take me to a medic. As an avid outdoorswoman, Ive become lost while snowshoeing, hiking or doing other off-road activities. The companys co-founder was motivated to start LynQ as a means of helping people with special needs, like his grandmother who had early-stage Alzheimers, to give them greater self-agency, liberate them but keep them safe. We were all in pursuit of technology that could help us live our lives and experience them in a more meaningful and enjoyable way.

GD: Does LynQ stand for anything, whats behind the name?

KC: LynQ, pronounced link, is all about linking plus connecting people and devices. LynQ is a self-contained network that lets you readily, privately and securely transmit data without any infrastructure. With a decentralized approach and no dependency on cellular tower structures, our solution works worldwide to help people find each other long-range.

GD: How do you explain your technology in simple terms?

KC: People have asked, How can this be? It seems like magic! Each LynQ device each is pulling its own location data from GPS satellites. Customers form a group, for example, a hiking expedition, and each customer connects his or her LynQ device to the other group members devices. In this way, the devices are constantly communicating with each other as they update with new GPS coordinates when they are on the move. The magic comes from the proprietary radio protocols that we developed which enable secure and private transmission between devices at very low power consumption levels. We make it very hard to detect and intercept our transmissions. Its essentially like your own private network. Range varies with topography and weather which can be 6 miles on an open beach or 3 miles in an urban jungle like NYC or in the mountains.

GD: Whats the wow factor behind LynQ?

KC: Theres nothing like this! From the very first time that I tried LynQ, I realized that it worked better than my own brain with respect to how it showed geospatial positioning for me versus the others connected in my LynQ network. It adds a whole new dimension to positioning. The best way that I can describe it is that it emulates that childhood game of hot, hot, getting colder, cold where the direction that you should walk in is intuitive. LynQ does not require training or instructions. Unlike apps or trackers which display blips on a map, LynQ is a personal compass with an arrow that clearly shows which direction you should head in to move towards another member of your party. So far, weve had positive feedback from over 8,000 customers and were very proud of that!

GD: Our readers are always interested in learning about the paths and pivots that entrepreneurs take. How did living on four continents, doing an undergraduate in business in Portugal, studying microeconomics in the UK, and getting a Masters in marketing in Korea set you on a path to lead LynQ?

KC: Each experience brings a new and broader perspective. Portugal doesnt emphasize entrepreneurship, however, my father was an engineer and an inventor who routinely exposed me to solving problems and building prototypes. That foundation put me on a path to become an investor. After I was introduced to LynQ, it became one of my portfolio companies. Soon thereafter, I was brought on to lead it. By that time, I had seen hundreds of pitches but the technology and team at LynQ were so compelling that they literally stole me away from TechStars.

GD: As part of your work at TechStars, you helped more than 100 startups get launched, so you had a pretty good idea of what works and what doesnt work as a concept. How did you know that LynQ would work?

KC: The team is very strong. They have a clear vision, unique technology, and an excellent product. Together, they are one of the most talented groups that Ive seen. As I said, I was compelled to become a part of their journey.

GD: LynQ launched about 18 months ago, what has surprised you about the companys journey thus far?

KC: One year ago, I told my mentor that joining LynQ felt like learning how to ride a bicycle: it was a big step. Oddly enough, it now feels like Im learning how to drive a rocketship and, somehow, this doesnt feel as foreign to me as learning how to ride a bike. As you are forming a company, that first part of the learning curve is so fast and dramatic that youre literally evolving as a person and as a leader week-to-week and month-to-month. Today, learning is all about supply chain and international logistics. Were manufacturing complex electronics in China, fulfilling orders in Hong Kong and shipping products worldwide. Success is measured by how fast you learn, how flexible you are and how quickly you can adapt. Every day is different and you are constantly solving big problems. The journey is equally thrilling, scary and painful but the reward is the excitement and being part of a team thats having an impact.

GD: Youve been an entrepreneur since the age of 22. What are you doing differently with LynQ versus what you did for your first startup?

KC: In the early days of my entrepreneurship, we werent venture-backed for hyper-growth like LynQ. Talent acquisition and team management at scale is something that you cant really prepare for. This is what makes LynQ as exciting as it challenging right now. You have to go in realizing that its no longer about you. Its now about building a team because you are only as good as your team. Running a company founded by other entrepreneurs is a whole different experience than running your own but many of the foundational basics clearly still apply.

GD: How and where can consumers buy this?

KC: We are very pleased to announce that, as of 7:00pm EDT last night, customers can shop at LynQme.com and receive their devices within less than a week.

GD: How do you think age and gender affect entrepreneurial success?

KC: I have a lot to say about both. Like most things, there are advantages and disadvantages. Ten years ago, when I launched my first business at 22 years old, people looked at me and laughed. They did not take me seriously. Im a petite, young woman who was trying to look older to conduct business with people older than my father. Audacity was what I leveraged to propel me forward. Along the way, Ive learned to embrace being different and how to find new ways to connect with potential investors and collaborators. I have also worked with many entrepreneurs who are older, some are seniors, and they have the reverse problem. The key is being true to yourself, being authentic, truly owning your skillset and leveraging everything that you have to advance your business. Stay optimistic! If you adopt a victim mentality, youre not going to be successful.

Continued here:
CES 2020 Preview: No Phone? No Problem Go Safely Off the Grid with the Personal Compass by LynQ - Grit Daily

Corporates commonly issue bank cards to their employees, which offer them several benefits. However, it is extremely difficult for early-stage startups to avail corporate cards from banks, which seek a 110 percent deposit guarantee, a personal guarantee from the founders, and a huge amount of documentation and time.

This gap led Chinese VC Pei-fu Hsieh and Amit Jangir to start Karbon. The fintech startup, based out of Bengaluru and Shanghai, was founded at the end of 2019, and issues KarbonCard, a corporate card to startups.

The core team of Karbon

Also Read

Prior to starting KarbonCard, Pei worked with US-based VC fund Kleiner Perkins and Chinese fund 01VC, which focused on investments in India. He was earlier with McKinsey and also built from scratch and managed many ventures at Rocket Internet.

Pei had worked with Amit at 01VC, and they roped in Sunil Sinha, who brings decades of experience in the fintech industry and is now in charge of KarbonCards credit policy, card issuance, and customer services. Sunilearlier run his own SME lending company in India, and understands the nuts and bolts of running startups and lending.

The duo also enlisted Bo Li, who worked at Amazon and Tencent prior to Karbon.

He adds that the idea was suggested by many other startups. "Moreover, since we have worked in China earlier, and are beginning to see how Chinese investors are opening the gateways for Indian startups, we want to be an enabler that can seamlessly help both sides without any hiccups.

The card offers four key benefits:

However, the biggest challenge was convincing startups that a product like KarbonCard existed. Most services are catered to large enterprises with the ability to pay. Never before has a product that is entirely free of charge been built for startups. Thus, the biggest challenge lies in bringing the shift from a traditional banking mindset to nu-age banking that brings the interests of a startup to the forefront, Amit says.

Karbon doesnt charge fees of any kind at present. The card and the rewards across AWS, Hubspot, Segment, and the like are completely free for startups to use.The revenue model primarily revolves around taking a cut of MDR when the card is swiped at any merchant.

Karbon at present competes with the likes of HDFC, ICICI Bank, Citibank, and American Express. The team agrees that the biggest competitors are traditional banks, but adds that those arent in the business of serving startups.

They focus on the larger enterprises with steady revenue streams and significant assets.Startups are considered risky customers by banks; thats why its so difficult for startups to apply for corporate cards from banks, Amit says.

The market for cards is fast growing in India. According to a Reserve Bank of India report, the circulation of cards touched 48.9 million in May 2019 from 38.6 million in May 2018. There has been a 27 percent growth in business opportunities.

(Edited by Teja Lele Desai)

Also Read

Read more from the original source:
How this Chinese VC and Indian investor joined hands to build a fintech platform that assists startups in Beng - YourStory

About 40% of millennials with some type of debt believe they'll be able to wipe out their balances within the next five years. Of those, one in 10 expect to pay off their debt in under a year.

Additionally, only 7% of millennials (defined here as those 24 to 39) expect to die in debt, according to a poll of over 2,600 U.S. adults conducted by YouGov on behalf of CreditCards.com. That's significantly lower than the 20% of millennials who believed they'd never pay off their debts in the 2018 survey.

Positive economic trends are a big contributor to Americans' newfound confidence about their debt levels, says Ted Rossman, industry analyst for CreditCards.com. "Stocks hit numerous record highs this past year, we recently hit the lowest unemployment rate in 50 years and we've enjoyed more than a decade of sustained economic growth," he says.

Still, a majority of millennials, about 70%, do have some kind of outstanding balance. That's especially concerning for those who carry high interest credit card balances, which is the most common type of debt among both millennials and Americans overall.

That's in sync with Northwestern Mutual's 2019 Planning & Progress Study, which found credit card debt, not student loans, is the leading source of debt among millennials.

Overall, Northwestern Mutual found millennials have racked up an average of $27,900 in personal debt, excluding mortgages. The findings are based on a survey conducted by The Harris Poll of over 2,000 U.S. adults.

"I'm still concerned about credit card debt," Rossman says, noting that the average credit card interest rate is over 17%. "That's about four times higher than the average mortgage or auto loan. If you have credit card debt, knocking that out should be your top financial priority," he says.

For some, that's easier said than done becoming debt-free can be difficult. "Even lower levels of debt can be a struggle to pay off for millennials struggling to find room in a budget dominated by record levels of health care, housing and childcare costs," says Stefanie O'Connell Rodriguez, a millennial money author.

Juggling higher costs of living while paying down debt hits millennials, who have lower incomes than prior generations did at the same age, particularly hard. A recent report from the nonprofit, nonpartisan think tank New America predicts that millennials will not replicate the financial success of their parents or grandparents. The average millennial today has 41% less wealth than those who were at a similar age in 1989, according to the report.

However, becoming debt-free can be done. The first step toward making headway on your debt: Take inventory. A full 34% of Americans don't know how much of their monthly income is going toward debt, according to Northwestern Mutual's 2019 Planning & Progress Study.

"Tracking and engaging with your money, no matter what age you are, is one of the best things you can do to set yourself up for financial success," O'Connell Rodriguez says.

From there, start with simple steps and work your way up to completely paying off your debt. Come up with a plan to pay it down and set up a budget that works with your strategy. You can use either the so-called "avalanche method," where you start by paying off the debt with the highest interest rate, or the "snowball method," where you start with the smallest balance, pay it off, and then work your way toward tackling the biggest debts.

Don't forget that even though you're paying down debt, you should also put some money aside in savings each month, if possible. Having a savings cushion of three to six months' worth of living expenses will help you out in an emergency, such as a car or home repair, so you don't end up adding more money to your credit card balance.

Don't miss: Millennials have an average of $28,000 in debtand the biggest source isn't student loans

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Millennials with debt feel more confidentand 40% expect to wipe out their balances in less than 5 years - CNBC

ARIES

March 21 to April 20

Ability and tenacity help you make progress at work but it is the tactful way you talk to disappointed rivals that pleases the bosses.

Later, when one partner starts to earn significantly more than the other, it needs to be discussed.

If you are looking for love, you may find it where local teams compete.

1

April 21 to May 21

There are new choices to make, either in relationships or the way you earn a living, so it is time to be strong with individuals who always take the driving seat.

Make your own decisions.

When you plan your own route, it covers so much more ground.

And your love choices amaze friends.

As the moon spins through your intuitive sector, within minutes of meeting a Libra newcomer you know it is love.

But if you are already with a partner, it is your different views of life that make a relationship a success.

When you hear someone talk eloquently about their job, you know it could be perfect for you.

June 22 to July 22

A key day for friendships, and making another move to connect with someone you would like to see more of in your life is part of it.

You can also be more upfront with friends and workmates.

It is time to stop playing in passion terms you are intensely committed.

Sincere promises replace out-of-date doubts.

July 23 to August 23

Work and a more personal success on your own terms can be yours.

Even if you have wandered off a set path, give yourself time to get on track.

You have the energy and stamina you need.

Relationships that have felt static are growing again in an unexpected and super-passionate direction.

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Meg's collection has been developed to bring out the magic in each star sign.Create your own, custom 'Lucky Charm' necklace or choosepieces inspired by the Elements,Birthstones, Love Letters, Sun, Moon and Stars, pendants, bracelets and much more. They can all bepurchased online here and are presented in bespoke Mystic Meg gift packaging.

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Phone Megs live psychics on0905 005 8102(1.50 per min + your phone providers access charge. 18+ only) or to pay by credit/debit card call08000 356 684or mobile users call020 7111 6406.

Text a psychic. Just textMEGthen a space and your question to84122(1 per message. Max 3 per reply).

Calls cost 1.50 per min plus your telephone companys network access charge. You must have bill payers permission. Calls recorded for your protection, Max call duration 19 minutes for 0905 number. Over 18s only. These services are for entertainment only. SMS cost 1 per received message, max 3 messages per reply. UK only. To opt out of free promo messages call Helpline: 0330 114 0300. SP: Inveroak.com, PO BOX 10015, CM1 9HH.

August 24 to September 22

Turning your thoughts into words is a smart move your ideas have value that you are only just starting to see.

And a new year in a new role is just part of it.

Learning and love go hand in hand ask those questions in your heart and partners at any stage will respond well.

Luck calls three times at door 95.

September 23 to October 23

Too tough a fitness approach is not right for you right now, so use the more gentle approach of Neptune to get faster, longer-lasting results.

Focus on what you love about yourself and other people will do the same.

If you are single, deep-set eyes look into yours at a supermarket checkout.

October 24 to November 22

You are being a generous, understanding partner and friend, but it is time to draw some boundaries.

Start with a set amount of time and space for your dreams and must-dos.

Say what you think, in the right way.

Although the first few words may be hard, keep going and all kinds of relationships will benefit.

November 23 to December 21

When you see your career as a set of stages rather than one straight road, you can really boost ambitions.

If in love, a casual conversation suddenly means so much more.

Single? A networking event or meet-and-greet can change your status.

Luck could reunite a group neighbours for a share in a prize.

December 22 to January 20

There is a playful side to you that you keep hidden, but now it is time to set it free.

At home, work and in love, focus on fun and you feel serious decisions getting simpler to make.

Plus, if you are single, exploring a new creative outlet wakes up an old attraction.

Keep communication channels open in a family.

January 21 to February 18

Your home-loving self is activated and you are ready to test out different ways to get the result you need.

This breaks a pattern and regroups a key set of names.

Roles with a property link are more comfortable to try and a personal history question can be easily answered.

Partners really appreciate each other again.

February 19 to March 20

Your personal style of talking and listening is the key to moving forward and pushing through barriers at home and at work.

Do not try to copy anyone else, be 100 per cent yourself.

In love, showing vulnerability is a strong thing to do.

Still single? A medical and a secret sense of humour are warmest love clues.

Go here to read the rest:
January 6: The stars have a lot to say about love, friendship and family today - The Sun

The 2010s decade has come to a close with it brings a chance to look back at the last 10 years. There were many memorable moments with several players putting forth some strong outings and years along the way. However, it was a span that saw New England Patriots quarterback Tom Brady come away as the top performer from that span behind his success and production on the field. Beyond that, it was an extremely difficult list of players behind to narrow down with many others besides the ones chosen that could have easily filled those spots. Nonetheless, here are the few that belong on this exclusive list.

Here comes one of the most challenging tasks is leaving off some deserving names on this shortlist from this past decade, but its tough to deny the Atlanta Falcons star wideout.

Since entering the league in 2011, Jones has been highly productive, as his 12,125 receiving yards are the most for any player in any decade, while he has the NFL record for 96.2 receiving yards per game in his career. He has seven Pro Bowl selections, two First-Team All-Pro selections, and two Second-Team All-Pro nods.

Jones also the fastest player to reach 7,000 receiving yards on through 12,000 yards. He holds the NFL record for most consecutive years with at least 1,400 receiving yards (five), most seasons averaging at least 100 receiving yards per game (five), tied for most campaigns with at least 1,600 receiving yards (twice). He also has the most 100-plus receiving yard games in his first eight years (52), and most receiving yards in his first 100 games (9,618).

All of that in totality makes putting arguably the best wide receiver in the game on this list.

As previously stated, numerous players could have been in this position behind Brady, such as Aaron Rodgers, Aaron Donald, J.J. Watt and Richard Sherman. However, Russell Wilson made a more than a strong enough case for this spot.

May not have played the entire decade, but since entering the league in 2012, he has been the definition of success. He has led the franchise to playoff berths in seven out of his first eight seasons while holding winning records in every campaign, including double-digit wins all but once. His winning record in each of his first eight years are also a league record while his 86 regular-season wins are tied for the most over that span with Brady.

Regardless of the change of the roster around him, Wilson has continued to find success along with making two trips to the Super Bowl with one win, seven Pro Bowl selections, led the league in passer rating once, and passing touchdowns once. Wilson is a game-changing factor that has become a bonafide superstar in the league and put a bright future ahead of the franchise with him under center.

Since taking over as the starting quarterback for the Patriots, Brady has helped the franchise set the bar for the league. The second decade of his career has been quite productive and prosperous for him individually and with the team.

Brady helped guide the franchise to a playoff berth behind an AFC East title with double-digit regular-season wins. The Patriots reached eight straight consecutive conference title games, which no team before had played in more than five straight years. His personal success saw him rack up nine Pro Bowl nods, two regular-season MVPs, two Super Bowl MVPs, and three Super Bowl rings.

From 2010 to 2019, Brady threw for more than 4,000 yards in seven separate seasons. He recorded 30 or more TD passes in every year but three. In 2018, when he neither threw for more than 4,000 yards nor recorded 30 TD passes, he earned his sixthSuper Bowlring.

That also saw him record seven seasons with 4,000 passing yards, seven with 30 or more touchdown passes, and held a passer rating above 100 five times. The 42-year-old has continued to prove to be an ageless wonder that doesnt appear to be stepping away from the game any time soon.

See the article here:
Why Tom Brady Was the Best NFL Player of the 2010s - Sportscasting

Love and discipline likely have more influence on effective leadership (not to mention winning ... [+] football) than you thought.

Its college footballs championship bowl season. One more chance for the players to strut their stuff. And another round of post-game interviews with the coaches.

Soaked in celebratory Gatorade, the coaches often sound as though they use the same crib sheet of clichs: Our guys came to play. We managed to overcome adversity.

The post-game interviews have a strange sense of sameness. But then what should we expect when the questionslike How does it feel to win the big one?are often so predictably inane?

But if you care to listen carefully, you might pick up an interesting theme. Its the theme of love and discipline. Good coaches seem to love their players, and good players seem to love each other. And discipline? Sure, being an accomplished athlete requires lots of personal discipline. But being a winningteamespecially at the end of a long seasonrequirescollaborativediscipline.

Interestingly, love and discipline dont seem to be mentioned very often in discussions of leadership.

But John Eades talks freely about both. Hes the author ofBuilding the Best: 8 Proven Leadership Principles to Elevate Others to Success.

I talked with John about the nature of leadership and the role of love and discipline in boosting performance.

Rodger Dean Duncan: Leadership is one of those words that seems to have dozens of definitions. What is your definition, and why do you define it in the way you do?

John Eades:Its easy to see why there are multiple ways to define leadership.Many tremendous leaders have left us with their input. The definition that I commit to memory and hold myself to is thisInspiring, empowering, and serving in order to elevate others over an extended period of time.

These words are chosen carefully and for great reason.The wordinspirehas its origin from Latin, and it means to breathe life into.Empowermeans to give control over anothers life and the authority to do something.Servecomes from the Latin word servant, in a modern context it means, to devote (part of) ones life or efforts to others. All three are paramount in order to elevate others, which is the key to successful leadership today.

John Eades

Duncan:In response to the nature versus nurture debate, research clearly shows that although some leadership ability may be attributed to genetics, most leadership ability is learned. You say an ideal way for someone to cultivate leadership ability is to be elevated. What do you mean by that?

Eades:Great leadership is often caught and not taught. So the single best way to teach it is for a leader to model it by elevating others.This will allow people being led to have an example of what great looks like so they can learn and model it when they have the opportunity to lead.

Its important to note, I didnt use the word perfect because no leader will ever be perfect. Its all about leaders actions being in the best interest of the people they lead and not themselves.

Duncan:Love and discipline, you say, are key ingredients in effective leadership. In a business environment, what does that look like in terms of observable behavior?

Eades:Before we make any kind of Human Resources violation its important that we define these two terms.Love is defined as contributing to someones long term success and wellbeing. Discipline is defined as promoting standards in order for individuals to choose to be at their best.

A great example of this in action would be a leader setting a new standard such as, each team member remains coachable.Then the leader gives praise, acknowledgment, or shares disapproval with a team member when the standard is or is not met.

The observable behavior would be the creation and communication of a new standard that not only solves a problem, but helps team members for the rest of their lives.This should be followed up by the leader having a direct dialogue to hold team members accountable for meeting or exceeding the new standard.

Duncan:What role does mindset play in a persons leadership development efforts?

Effective leaders work hard to elevate others.

Eades:Mindset is critical in the development of leadership skills or for that matter any skill. Specifically one kind of mindset, a growth mindset. The term growth mindset was coined by Carol S. Dweck, and it means we can grow our brains capacity to learn and solve problems. Unfortunately, the majority of professionals fall into the category of a fixed mindset by believing they were either born with the ability to get the job done or they werent.

Once a professional has their mindset on one of growth, then they will begin to take proactive measures to develop themselves as a leader. Until this happens, it doesnt matter what leadership development content an organization provides them, it wont go very far.

Duncan:You quote Starbucks founder Howard Schultz as saying the most undervalued characteristic of leadership is vulnerability and asking for help. Give us a couple of examples of that.

Eades:The business world is moving too fast for a leader to know everything or assume that a standard that exists one day will stay the same way forever. This requires leaders to be vulnerable in front of their people by admitting that things need to change and asking for help on an ongoing basis.

An example of this in the workplace would be, how leaders should introduce a new standard to their team.Instead of just telling them the new standard, they should start with something like this: I realized I failed you from a leadership perspective, (vulnerability) and here is how I propose we solve it (new standard).

By using an approach like this you put the blame on yourself for a current problem instead of putting it on your team which drastically improves your odds they buy-in.

Next: Influence Your People To Rally Around A Common Cause

See the rest here:
Why Love And Discipline Are Keys To Effective Leadership - Forbes