In September 1930, the New York Times published a list of the clergy whom Rabbi Stephen Wise considered "the ten foremost religious leaders in this country." The list included nine Christians and Rabbi Henry Cohen of Galveston, Texas. Little-known today, Henry Cohen was a rabbi to be reckoned with, a man Woodrow Wilson called "the foremost citizen of Texas" who also impressed the likes of William Howard Taft and Clarence Darrow. Cohen's fleeting fame, however, was built not on powerful friendships but on a lifetime of service to needy Jews—as well as gentiles—in London, South Africa, Jamaica, and, for the last sixty-four years of his life, Galveston, Texas. More than 10,000 Jews, mostly from Eastern Europe, arrived in Galveston in the early twentieth century. Rabbi Cohen greeted many of the new arrivals in Yiddish, then helped them find jobs through a network that extended throughout the Southwest and Midwest United States. The "Galveston Movement," along with Cohen's pioneering work reforming Texas prisons and fighting the Ku Klux Klan, made the rabbi a legend in his time. As this portrait shows, however, he was also a lovable mensch to his grandson. Rabbi Henry Cohen II reminisces about his grandfather's jokes while placing the legendary rabbi in historical context, creating the best picture yet of this important Texan, a man perhaps best summarized by Rabbi Wise in the New York Times as "a soul who touches and kindles souls.
While everyone is accountable for their own behavior, leaders are ultimately responsible for employee performance. By setting their own standards of exceptional performance, managers teach their employees to accept accountability for their own actions and attitudes. What You Accept is What You Teach is the perfect "how to" guide for navigating the maze of challenging employee communication and performance problems. It is an excellent resource for developing a healthy culture of accountability and improved employee performance. In use by more than 25,000 managers nation-wide.
Though the Supreme Court concluded that the First Amendment does not provide a journalists¿ privilege in grand jury proceedings, 49 states have adopted a journalists¿ privilege in various types of proceedings. Journalists have no privilege in fed. proceedings. This report discusses how Congress has considered creating a journalists¿ privilege for fed. proceedings, and bills to adopt a journalists¿ privilege were introduced in the 110th and 111th Congresses in both the House and Senate. These bills generally would provide for a more narrow privilege than the privileges provided by state laws. This is a print on demand edition of an important, hard-to-find report.
A back-to-basics approach to employee engagement, Time to Lead provides common sense leadership practices for busy leaders like you. It is a practical resource on how to address your administrative responsibilities while increasing your presence with employees and customers. Each goal focused exercise and self-assessment tool comes directly from the collective experiences of leaders like you. By practicing Time to Lead principles, you will enhance your ability to: Align your activities with your professional values and work unit priorities; Spend quality time with your employees and customers; Develop a cohesive team where employees effectively communicate within and between work units; Ensure employee understanding and acceptance of team goals, roles, policies and resources; Teach employees the difference between problems (that can be solved) and realities (outside of your control); Conduct results oriented meetings where employees constructively participate in decision making; and Hire and retain those employees who demonstrate high Emotional Intelligence (E.Q.).
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