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Title:Lessons learned on the basketball court can bring success in the business world Fort Worth Star-Telegram (TX), Mar 04, 2004Database:Newspaper Source
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Lessons learned on the basketball court can bring success in the business world
``The Carolina Way: Leadership Lessons from a Life in Coaching,'' by Dean Smith and Gerald D. Bell with John Kilgo (The Penguin Press, 337 pages, $24.95)
A very famous coach supposedly said: "Winning isn't everything. It's the only thing."
That coach was not Dean Smith, the former coach of the North Carolina Tar Heels basketball team and one of the most successful coaches in the history of college basketball.
"Our North Carolina players seldom heard me or any of my assistants talk about winning. Winning would be the byproduct of the process. There could be no shortcuts," Smith writes in ``The Carolina Way.''
That process has three elements: Play hard, play smart, and play together.
Smith called that the program's mission statement and strategy.
"Hard meant with effort, determination, and courage; together meant unselfishly, trusting your teammates, and doing everything possible not to let them down; smart meant with good execution and poise, treating each possession as if it were the only one in the game," Smith writes.
Smith wrote the book with University of North Carolina business professor and leadership-training expert Gerald D. Bell and newspaper columnist John Kilgo.
Smith supplies the coaching philosophy, underscored with anecdotes from his time at the Air Force Academy and as an assistant basketball coach at North Carolina, and his 36 years as UNC's head basketball coach.
Bell provides a business perspective, weaving in poignant, real-life examples to show how companies can translate Smith's coaching principles into philosophies, strategies, practices and procedures that lead to winning in the world of business.
Applying Smith's thinking on winning, Bell writes: "Managers who focus entirely on winning neglect the processes for performing well and run over their people, thus usually end up losing. Companies that declare `Winning is all that counts,' often ruin their businesses."
Kilgo appears to have been responsible for pulling together Smith's and Bell's reflections and the reminiscences of former North Carolina basketball players and arranging them into a reader-friendly format.
The book is divided into five parts: The Foundations, Playing Hard, Playing Together, Playing Smart and Lessons Learned-each broken down into chapters or subdivisions that offer both coaching and business perspectives.
Playing Hard, for example, is subdivided into caring, practicing, recruiting the players, honesty, breaking bad habits and coping with fatigue.
In the chapter about practicing, Smith stresses the importance of good, structured preparation that emphasized the mental as well as the physical aspects of thegame.
"We graded carefully at practice. Players earned points that could be used to get out of running. Points could be earned for good defense, diving for loose balls, setting good screens, deflections, drawing charges and other useful skills-winning acts," he writes. "You'll notice I didn't mention points scored. There's more to basketball than scoring, and we constantly stressed that with our players."
Bell stresses the need for companies to allow time for education, training and rehearsals for sales presentations and negotiations. He laments that too many companies today are downsizing and not making provision for sufficient practice time.
"Most of the companies that downsized or merged cut staff. They didn't eliminate the workload; they eliminated the people. More work is dumped on fewer people, so practice time is eliminated. How can one practice when there are so many active fires to put out? The result of such thinking is often sloppy work, ineffective communications, lower morale, employee turnover, and lost sales and profits," Bell writes.
One of the small things that made a significant difference for Smith's team was the "tired signal." Though players had to be in top condition, they were allowed to raise their hands during games to indicate that they were tired and needed a short break.
Players who didn't use the signal and whose performance suffered were pulled out of the game for much longer.
"We played at a very fast pace, with pressured defense, and no matter how well conditioned a player was, he couldn't play our style for forty minutes without getting tired," Smith writes. "Tired players end up hurting the team, mostly on defense, where they might be more inclined to grab some rest."
Bell picks up on that theme to explore the effects of burnout from overwork.
Taking the position that "to overwork is to underperform," Bell maintains that business leaders and employees should be allowed to give the tired signal and take time off to sustain peak performance.
"Accounting firms have been known to adopt the policy of churn and burn. They hire talented young recruits, work them sixty-plus hours a week, select a few to be partners, then ask the workhorses to leave, at which time they start over with a new class of ambitious chargers," Bell writes. "The productivity and profitability they think they gain by working their people sixty hours a week are almost always lost because of major mistakes, turnover, and loss of legitimacy of the firm."
---
(c) 2004, Fort Worth Star-Telegram.
Visit the Star-Telegram on the World Wide Web: www.star-telegram.com.
Works Cited
Cecil Johnson. "Lessons learned on the basketball court can bring success in the business world." Fort Worth Star-Telegram (TX) (n.d.). Newspaper Source. EBSCO. [Library name], [City], [State abbreviation]. 10 Mar. 2009 <http://search.ebscohost.com/login.aspx?direct=true&db=nfh&AN=2W71561445819&site=ehost-live>.
Title:Lessons learned on the basketball court can bring success in the business world Fort Worth Star-Telegram (TX), Mar 04, 2004Database:Newspaper Source
HTML Full Text
Lessons learned on the basketball court can bring success in the business world
``The Carolina Way: Leadership Lessons from a Life in Coaching,'' by Dean Smith and Gerald D. Bell with John Kilgo (The Penguin Press, 337 pages, $24.95)
A very famous coach supposedly said: "Winning isn't everything. It's the only thing."
That coach was not Dean Smith, the former coach of the North Carolina Tar Heels basketball team and one of the most successful coaches in the history of college basketball.
"Our North Carolina players seldom heard me or any of my assistants talk about winning. Winning would be the byproduct of the process. There could be no shortcuts," Smith writes in ``The Carolina Way.''
That process has three elements: Play hard, play smart, and play together.
Smith called that the program's mission statement and strategy.
"Hard meant with effort, determination, and courage; together meant unselfishly, trusting your teammates, and doing everything possible not to let them down; smart meant with good execution and poise, treating each possession as if it were the only one in the game," Smith writes.
Smith wrote the book with University of North Carolina business professor and leadership-training expert Gerald D. Bell and newspaper columnist John Kilgo.
Smith supplies the coaching philosophy, underscored with anecdotes from his time at the Air Force Academy and as an assistant basketball coach at North Carolina, and his 36 years as UNC's head basketball coach.
Bell provides a business perspective, weaving in poignant, real-life examples to show how companies can translate Smith's coaching principles into philosophies, strategies, practices and procedures that lead to winning in the world of business.
Applying Smith's thinking on winning, Bell writes: "Managers who focus entirely on winning neglect the processes for performing well and run over their people, thus usually end up losing. Companies that declare `Winning is all that counts,' often ruin their businesses."
Kilgo appears to have been responsible for pulling together Smith's and Bell's reflections and the reminiscences of former North Carolina basketball players and arranging them into a reader-friendly format.
The book is divided into five parts: The Foundations, Playing Hard, Playing Together, Playing Smart and Lessons Learned-each broken down into chapters or subdivisions that offer both coaching and business perspectives.
Playing Hard, for example, is subdivided into caring, practicing, recruiting the players, honesty, breaking bad habits and coping with fatigue.
In the chapter about practicing, Smith stresses the importance of good, structured preparation that emphasized the mental as well as the physical aspects of thegame.
"We graded carefully at practice. Players earned points that could be used to get out of running. Points could be earned for good defense, diving for loose balls, setting good screens, deflections, drawing charges and other useful skills-winning acts," he writes. "You'll notice I didn't mention points scored. There's more to basketball than scoring, and we constantly stressed that with our players."
Bell stresses the need for companies to allow time for education, training and rehearsals for sales presentations and negotiations. He laments that too many companies today are downsizing and not making provision for sufficient practice time.
"Most of the companies that downsized or merged cut staff. They didn't eliminate the workload; they eliminated the people. More work is dumped on fewer people, so practice time is eliminated. How can one practice when there are so many active fires to put out? The result of such thinking is often sloppy work, ineffective communications, lower morale, employee turnover, and lost sales and profits," Bell writes.
One of the small things that made a significant difference for Smith's team was the "tired signal." Though players had to be in top condition, they were allowed to raise their hands during games to indicate that they were tired and needed a short break.
Players who didn't use the signal and whose performance suffered were pulled out of the game for much longer.
"We played at a very fast pace, with pressured defense, and no matter how well conditioned a player was, he couldn't play our style for forty minutes without getting tired," Smith writes. "Tired players end up hurting the team, mostly on defense, where they might be more inclined to grab some rest."
Bell picks up on that theme to explore the effects of burnout from overwork.
Taking the position that "to overwork is to underperform," Bell maintains that business leaders and employees should be allowed to give the tired signal and take time off to sustain peak performance.
"Accounting firms have been known to adopt the policy of churn and burn. They hire talented young recruits, work them sixty-plus hours a week, select a few to be partners, then ask the workhorses to leave, at which time they start over with a new class of ambitious chargers," Bell writes. "The productivity and profitability they think they gain by working their people sixty hours a week are almost always lost because of major mistakes, turnover, and loss of legitimacy of the firm."
---

Smoking out the truth." Economist 378.8462 (28 Jan. 2006): 78-78. MasterFILE Premier. EBSCO. [Library name], [City], [State abbreviation]. 5 Mar. 2009 <http://search.ebscohost.com/login.aspx?direct=true&db=f5h&AN=19550874&site=ehost-live>.
"Recession time: No pictorial warnings on cigarette packs." Economic Times, The (India) (27 Nov. 2008). Newspaper Source. EBSCO. [Library name], [City], [State abbreviation]. 10 Mar. 2009 <http://search.ebscohost.com/login.aspx?direct=true&db=nfh&AN=2W62W62792287170&site=ehost-live>.
Tsouderos, Trine. "Get smart about science: Conflicting studies about health risks and benefits can drive you crazy. Here's how to sort through the science." Chicago Tribune (IL) (17 Feb. 2009). Newspaper Source. EBSCO. [Library name], [City], [State abbreviation]. 10 Mar. 2009 <http://search.ebscohost.com/login.aspx?direct=true&db=nfh&AN=2W62W6720201062&site=ehost-live>.
William Kay. "Dozing not an option in these dark days." Sunday Times, The (n.d.). Newspaper Source. EBSCO. [Library name], [City], [State abbreviation]. 10 Mar. 2009 <http://search.ebscohost.com/login.aspx?direct=true&db=nfh&AN=7EH2128791716&site=ehost-live>.
Narancio, Federica. "Tobacco companies used menthol to lure, keep smokers, study says." Knight Ridder Tribune Washington Bureau (DC) (16 July 2008). Newspaper Source. EBSCO. [Library name], [City], [State abbreviation]. 10 Mar. 2009 <http://search.ebscohost.com/login.aspx?direct=true&db=nfh&AN=2W62W61721851932&site=ehost-live>.

ec12jcarpenter Mar 10, 2009ec12jcarpenter Mar 10, 2009
By Kerri Dowd
Dowd,A1.Dowd, Kerri. "The 2009 <http://search.ebscohost.com/login.aspx?direct=true&db=f5h&AN=7231739&site=ehost-live>.
-------------------------------------------------------------------------------------------------------------------------------WRITE AWAY Eric Zorn's column reminds the editors of Writing! of the last line from the great movie Stand By Me, based on Stephen King's novella, "The Body": "I never had any friends later on like the ones I had when I was twelve."
Think about why friendships among kids are so important and intense. Make notes, based on your own experiences and on friendships you have observed or read about.
Then, write an account of a friendship you had when you were younger. Perhaps the other person is still yourfriend; perhaps he or she moved away, either physically or emotionally, and that ended the friendship. Perhaps, in Stand By Me's words, the other person gradually became just another "face in the halls."
Here are some possible topics or ways of organizing your writing. Or, you might combine one or more of the following.
The day you met the person who would become your good friend, and what your first impressions were.
The things you did together that made the friendship strong.
A time when the friendship was tested by other people or events.
A time when the friendship was threatened by a disagreement, and whether and how it survived.
If the friendship ended, how it ended, and how you feel about that now.
If physical separation ended the friendship, as in Zorn's column — how you felt about it then, and how you feel about it now.
How the friendship changed your life or changed you as a person.
Imagine a meeting many years later, like that described by Zorn in his eighth paragraph. Do you think that you and your friend will be able to resume your old familiarity, no matter how many years have passed, or will you "laugh a bit too loudly and create an ironic distance"? Write a script for a brief conversation that might take place between you and a childhood friend, meeting in the year 2024.
"Story of a Friendship." Writing 26.4 (Jan. 2004): 14-14. MasterFILE Premier. EBSCO. [Library name], [City], [State abbreviation]. 5 Mar. 2009 <http://search.ebscohost.com/login.aspx?direct=true&db=f5h&AN=11737373&site=ehost-live>.
--------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Section: perspectivesAN0020691885-3
Want to live longer? Diet and exercise will get you only so far

Section: LIVE HEALTHY: newsAN0036024625-3
B GOOD TO YOUR BRAIN
Sink your teeth into a juicy burger — it may be the newest memory food. A study from the University of Oxford in England found that people with the highest levels of vitamin B were six times less likely to experience loss of brain volume than those with the lowest. (A smaller brain may be linked to dementia later in life.) Get at least 2.4 micrograms daily from beef — which has 2 micrograms per 3 ounces — eggs, and dairy.
• You're not a smoker…but you do sneak a drag every once in a while. If this describes you, take the following news to heart: According to a new study from the University of Georgia, lighting up even a few times a week can lead to lasting artery damage. When researchers performed ultrasounds on young adults who smoked less than a pack a week, they found that their blood vessels were 36 percent less responsive to blood flow changes than those of nonsmokers. "This loss of reaction may be the earliest sign of heart disease," says study author Kevin McCully, Ph.D. To safeguard your heart and lungs, kick the habit for good. For help, visit smokefree.gov.
New popularity of traditional water pipes poses challenge for smoke-free movement
Section: News, Pg. 03a
Correction ran 2/2/2006: A Dec. 29 story on the rising popularity of water pipes did not make clear that a study on health risks by the American Cancer Society referred to the dangers of all pipes used for smoking.
WASHINGTON -- At the Prince Cafe near Georgetown University, Nadine Cheaib jokes with friends as she sips tea and smokes melon-flavored tobacco through a water pipe.
"It's something I grew up with," she says of the Middle Eastern custom known as hookah. Cheaib, 26, a Lebanese-born American and Georgetown graduate, doesn't smoke cigarettes and goes weeks without a pipe, but she likes the flavors, especially the mint-rose mixture, and the socializing. "When we meet for hookah, it's sort of our way of picking up where we left off," she says. She passes the pipe, more than 3 feet tall, to a fellow graduate while an Egyptian movie plays on a big screen.
In hundreds of bars and cafes nationwide -- from Fresno to Ames, Iowa, to Raleigh, N.C. -- Americans are inhaling fruit-flavored tobacco through water pipes as Arab and Indian men have done for centuries.
This tradition is posing a new challenge to the anti-tobacco movement in the USA, which has helped pass more than 2,000 smoke-free laws.
The smoking rate in the USA has been cut almost in half in the past 40 years, according to the Centers for Disease Control and Prevention. In 1965, about 42% of U.S. adults smoked; by 2003, that was down to about 22%, CDC says.
The health risks
The popularity of hookah, also known as shisha and narghile, runs against the anti-tobacco trend, partly because it appeals to teens and young adults. Water pipes also are exempted from some smoke-free laws and enjoy a mystique of being a more cultural and safer alternative to cigarettes.
"There's a myth that the smoke is filtered by the water," says Thomas Eissenberg, a psychology professor at Virginia Commonwealth University and co-author of a hookah study. The smoke passes through gurgling water before the user inhales it, but, he says, "Every risk of cigarette smoking is also associated with water pipes." Examples:
*Eissenberg says a hookah, which is smoked for about 45 minutes, delivers 36 times more tar than a cigarette, 15 times more carbon monoxide and 70% more nicotine.
*A study in the Journal of Periodontology found that water pipes smokers were five times more likely than non-smokers to show signs of gum disease.
*In a June 2004 study, Jane Henley, an epidemiologist at the American Cancer Society, found that men who smoked water pipes had five times the risk of lung cancer as non-smokers.
Eissenberg says he understands hookah's allure. "The first time I ordered one, it smelled like cherry cough drops," he says. He's concerned it may introduce young people to the addictive nature of nicotine.
Cheaib and Brian Wood, a Georgetown student, say they don't worry about the risks because they smoke infrequently. Wood, who says he doesn't smoke cigarettes, says hookahs have a smoother taste and don't leave a smell on clothes.
Qaiys Barak, manager of Maanjri Lounge in Raleigh, near North Carolina State University, says his customers are mostly American college students or young professionals. "It's a very young crowd," he says.
"It's different, unique," says Brennan Appel, director of Southsmoke.com, which sells hookah pipes and tobacco. He says sales have tripled in the past three years after hookah emerged in California and swept east.
He says it's now offered in about 1,000 bars, cafes or restaurants nationwide, many of which feature Middle Eastern food, Arab music videos or belly dancing.Smoking a hookah typically costs $7 to $15.
Despite its rising popularity, hookah is running afoul of some anti-smoking laws, including the one enacted this month in Washington state. It bans smoking inside all public facilities and workplaces and outside within 25 feet of doors, windows and vents.
Last month in Anaheim, Calif., the City Council approved restrictions on the city's 11 hookah venues after receiving complaints about rowdiness. It forbade live entertainment, alcohol, cover charges and patrons younger than 18.
Exceptions elsewhere
In other areas, including Columbus, Ohio, hookah venues are getting a pass. Like tobacconists and cigar bars, they qualify for exemptions under smoke-free laws because a sizable share of their sales comes from tobacco. In California, some hookah lounges have bypassed smoking bans meant to protect workers by making employees co-owners.
In New York City, which has about 20 hookah venues, there's tension, says City Councilman Peter Vallone Jr. When the city passed its smoke-free law three years ago, it exempted cigar bars and tobacco stores. Since hookah lounges were relatively new and not politically connected, they weren't exempted, and because few serve alcohol, they don't qualify as bars.
At times, the city has looked the other way and not issued fines. But Vallone, who favors a hookah waiver, has also received complaints from residents about the smoke and noise near these lounges.
Washington, D.C., faces a similar quandary. This month in a first vote, the city approved an indoor smoking ban but exempted cigar bars and tobacconists. Councilman Jim Graham wants to add a hookah exemption to the final law. "This smoke-free bill is not about prohibition," he says. "That's what we would do if we included hookahs."
Smoking an apple-flavored pipe at lunchtime at Prince Cafe, Saudi diplomat Saud Albalawi says he's not happy that hookah may get a waiver. Because it's so readily available in the nation's capital, he's smoking every day. Before he came to the USA three months ago, he was planning to quit.
*Smoking restrictions spread, 1A
(c) USA TODAY, 2005

1 your like a dream come true
2 just wanan be with you
3 gurl its plain to see that ur the only one for me and...
4 repeat steps one through 3
5 make you fall in love with me
Dubin, Julie Weingarden. "A DRUNK DRIVING TRAGEDY--WITH A SURPRISING TWIST." Cosmopolitan 245.6 (Dec. 2008): 138-139. MasterFILE Premier. EBSCO. [Library name], [City], [State abbreviation]. 5 Mar. 2009 <http://search.ebscohost.com/login.aspx?direct=true&db=f5h&AN=35395491&site=ehost-live>.
A DRUNK DRIVING TRAGEDY--WITH A SURPRISING TWIST. By: Dubin, Julie Weingarden, Cosmopolitan, 00109541, Dec2008, Vol. 245, Issue 6Database:MasterFILE Premier

1 your like a dream come true
2 just wanan be with you
3 gurl its plain to see that ur the only one for me and...
4 repeat steps one through 3
5 make you fall in love with me
Dubin, Julie Weingarden. "A DRUNK DRIVING TRAGEDY--WITH A SURPRISING TWIST." Cosmopolitan 245.6 (Dec. 2008): 138-139. MasterFILE Premier. EBSCO. [Library name], [City], [State abbreviation]. 5 Mar. 2009 <http://search.ebscohost.com/login.aspx?direct=true&db=f5h&AN=35395491&site=ehost-live>.
A DRUNK DRIVING TRAGEDY--WITH A SURPRISING TWIST. By: Dubin, Julie Weingarden, Cosmopolitan, 00109541, Dec2008, Vol. 245, Issue 6Database:MasterFILE Premier

"Our culture is ready for mompreneurs because it finally accepts that a woman can be a skilled professional even if she's home-based," says Krickett. "If you keep promises, deliver a quality product and charge a fair price, there's no reason you can't be competitive in the marketplace."
Works Cited
Source. EBSCO. [Library name], [City], [State abbreviation].[ELCO], [Myerstown], [Pa]. 10 Mar.
Political career hasn't come easy: BRUCE LUNSFORD'S WEALTH YET TO ADD UP TO PUBLIC OFFICE By: Vos, Sarah, Lexington Herald-Leader (KY), May 08, 2008Database:Newspaper Source
HTML Full Text

WorksTitle:Lessons learned on the basketball court can bring success in the business world Fort Worth Star-Telegram (TX), Mar 04, 2004Database:Newspaper Source
HTML Full Text
Lessons learned on the basketball court can bring success in the business world
``The Carolina Way: Leadership Lessons from a Life in Coaching,'' by Dean Smith and Gerald D. Bell with John Kilgo (The Penguin Press, 337 pages, $24.95)
A very famous coach supposedly said: "Winning isn't everything. It's the only thing."
That coach was not Dean Smith, the former coach of the North Carolina Tar Heels basketball team and one of the most successful coaches in the history of college basketball.
"Our North Carolina players seldom heard me or any of my assistants talk about winning. Winning would be the byproduct of the process. There could be no shortcuts," Smith writes in ``The Carolina Way.''
That process has three elements: Play hard, play smart, and play together.
Smith called that the program's mission statement and strategy.
"Hard meant with effort, determination, and courage; together meant unselfishly, trusting your teammates, and doing everything possible not to let them down; smart meant with good execution and poise, treating each possession as if it were the only one in the game," Smith writes.
Smith wrote the book with University of North Carolina business professor and leadership-training expert Gerald D. Bell and newspaper columnist John Kilgo.
Smith supplies the coaching philosophy, underscored with anecdotes from his time at the Air Force Academy and as an assistant basketball coach at North Carolina, and his 36 years as UNC's head basketball coach.
Bell provides a business perspective, weaving in poignant, real-life examples to show how companies can translate Smith's coaching principles into philosophies, strategies, practices and procedures that lead to winning in the world of business.
Applying Smith's thinking on winning, Bell writes: "Managers who focus entirely on winning neglect the processes for performing well and run over their people, thus usually end up losing. Companies that declare `Winning is all that counts,' often ruin their businesses."
Kilgo appears to have been responsible for pulling together Smith's and Bell's reflections and the reminiscences of former North Carolina basketball players and arranging them into a reader-friendly format.
The book is divided into five parts: The Foundations, Playing Hard, Playing Together, Playing Smart and Lessons Learned-each broken down into chapters or subdivisions that offer both coaching and business perspectives.
Playing Hard, for example, is subdivided into caring, practicing, recruiting the players, honesty, breaking bad habits and coping with fatigue.
In the chapter about practicing, Smith stresses the importance of good, structured preparation that emphasized the mental as well as the physical aspects of thegame.
"We graded carefully at practice. Players earned points that could be used to get out of running. Points could be earned for good defense, diving for loose balls, setting good screens, deflections, drawing charges and other useful skills-winning acts," he writes. "You'll notice I didn't mention points scored. There's more to basketball than scoring, and we constantly stressed that with our players."
Bell stresses the need for companies to allow time for education, training and rehearsals for sales presentations and negotiations. He laments that too many companies today are downsizing and not making provision for sufficient practice time.
"Most of the companies that downsized or merged cut staff. They didn't eliminate the workload; they eliminated the people. More work is dumped on fewer people, so practice time is eliminated. How can one practice when there are so many active fires to put out? The result of such thinking is often sloppy work, ineffective communications, lower morale, employee turnover, and lost sales and profits," Bell writes.
One of the small things that made a significant difference for Smith's team was the "tired signal." Though players had to be in top condition, they were allowed to raise their hands during games to indicate that they were tired and needed a short break.
Players who didn't use the signal and whose performance suffered were pulled out of the game for much longer.
"We played at a very fast pace, with pressured defense, and no matter how well conditioned a player was, he couldn't play our style for forty minutes without getting tired," Smith writes. "Tired players end up hurting the team, mostly on defense, where they might be more inclined to grab some rest."
Bell picks up on that theme to explore the effects of burnout from overwork.
Taking the position that "to overwork is to underperform," Bell maintains that business leaders and employees should be allowed to give the tired signal and take time off to sustain peak performance.
"Accounting firms have been known to adopt the policy of churn and burn. They hire talented young recruits, work them sixty-plus hours a week, select a few to be partners, then ask the workhorses to leave, at which time they start over with a new class of ambitious chargers," Bell writes. "The productivity and profitability they think they gain by working their people sixty hours a week are almost always lost because of major mistakes, turnover, and loss of legitimacy of the firm."
---
(c) 2004, Fort Worth Star-Telegram.
Visit the Star-Telegram on the World Wide Web: www.star-telegram.com.
Distributed by Knight Ridder/Tribune Information Services.
Source: Fort Worth Star-Telegram (TX), Mar 04, 2004
Item: 2W71561445819Works Cited
"Right recipe for business success - 2009 TELSTRA BUSINESS AWARDS." Daily Telegraph, The (Sydney) (02 Mar. 2009): 44-44. Newspaper Source. EBSCO. [ELCO], [Myerstown], [Pa]. 5 Mar. 2009 <http://search.ebscohost.com/login.aspx?direct=true&db=nfh&AN=200903021044392463&site=ehost-live>.
Right recipe for business success - 2009 TELSTRA BUSINESS AWARDS Daily Telegraph, The (Sydney), 03/02/2009Database:Newspaper Source
On average, a mompreneur can expect to match her pre-baby salary (hour for hour) within the first three years.
"Our culture is ready for mompreneurs because it finally accepts that a woman can be a skilled professional even if she's home-based," says Krickett. "If you keep promises, deliver a quality product and charge a fair price, there's no reason you can't be competitive in the marketplace."
Works Cited
Vos, Sarah. "Political career hasn't come easy: BRUCE LUNSFORD'S WEALTH YET TO ADD UP TO PUBLIC OFFICE." Lexington Herald-Leader (KY) (08 May 2008). Newspaper Source. EBSCO. [Library name], [City], [State abbreviation]. 10 Mar. 2009 <http://search.ebscohost.com/login.aspx?direct=true&db=nfh&AN=2W62W61539174410&site=ehost-live>.
Political career hasn't come easy: BRUCE LUNSFORD'S WEALTH YET TO ADD UP TO PUBLIC OFFICE By: Vos, Sarah, Lexington Herald-Leader (KY), May 08, 2008Database:Newspaper Source
HTML Full Text
Political career hasn't come easy: BRUCE LUNSFORD'S WEALTH YET TO ADD UP TO PUBLIC OFFICE
ec12tgunden Mar 10, 2009ec12tgunden Mar 10, 2009
Sarah Vos
May 8--Bruce Lunsford has lived the quintessential American dream. As a child, he went five years without indoor plumbing and set tobacco in his family's fields.
He worked his way through college and law school and found success in the business world. He's now a multimillionaire, with enough cash flow to dabble in Hollywood flicks, Thoroughbreds and politics.
It's the last that has proven most elusive for Lunsford, who has evolved from an outsider politician to establishment choice.
He has spent almost $14 million of his own money trying to capture Kentucky's governorship but never garnered more than 21 percent of Democratic primary votes.
In 2003, he pitched himself as an outsider, running television ads that portrayed Frankfort legislators as monkeys. He pulled out just before the primary, and then endorsed Republican Ernie Fletcher in the general election.
Lunsford spent much of the 2007 race trying to atone for that endorsement.
Now he's running for U.S. Senate, and, this time, he's the establishment choice, recruited by Democratic Gov. Steve Beshear and, Lunsford says, "very important people" in the U.S. Senate.
The Democratic Senatorial Campaign Committee has all but endorsed him. Unions who fought him before have lined up behind him.
The reason they give is simple: Lunsford has name recognition and enough money to fund a credible race against Senate Minority Leader Mitch McConnell.
"We took a pragmatic view of the situation," said Bill Londrigan, president of the Kentucky AFL-CIO.
Lunsford, 60, says he'll make a good senator for the same reasons that he's been a good business executive: He hires the right people, and he's persuasive.
But the argument has its dangers. It's also the venue where Lunsford has faced the most criticism.
In 1985, Lunsford started a health care business that focused on small hospitals. Vencor grew over the next 10 years into a Wall Street darling, a multimillion-dollar corporation with 60,000 employees in 46 states.
But in 1998, the company made headlines when it evicted Medicaid patients from nursing homes to make way for private-pay ones.
Lunsford, who has said he didn't know what staff were doing, apologized and flew to Florida, where the most publicized evictions were taking place. Eventually, the patients were invited to return, and the company paid a $270,000 fine.
A year later the company was forced to file for bankruptcy reorganization.
The campaign says that the Balanced Budget Act of 1997, which changed Medicare and Medicaid reimbursement rates, contributed to the troubles.
Vencor reorganized as two companies: Vencor, which took care of the patients, and Ventas, which owned the buildings. Vencor stock plummeted. Shareholders sued.
Lunsford's campaign is concerned enough about how this record is portrayed that staffers require reporters profiling the candidate to sit down for an hourlong primer on Lunsford's business history.
The campaign argues that Vencor, now Kindred Healthcare, is a success story. Four other health care companies filed for bankruptcy around the same time and never emerged from the process.
Vencor shareholders were given equal shares of Ventas, and, if they still owned them today, they would be rich. Ventas and Kindred stock have since recovered, and Ventas makes up much of Lunsford's personal fortune.
Lunsford won't say how much he's worth, but, according to his financial disclosure report, it's $33 million to $150 million.
He owns condos in Saratoga Springs, N.Y., Williams Island, Fla., Palm Springs, Phoenix, Chicago and two in Louisville. Three are investments, he said. The rest he uses personally.
Hart-Lunsford Pictures, the movie-production company Lunsford owns with Ed Hart, his business partner and campaign manager, sold its first two films at the Sundance Film Festival. This year, they had two films at Tribeca Film Festival, and they sold two others to distributors, Hart said.
Hart, who has known Lunsford since 1989, says they went into movies wanting a challenge.
That desire also pushed Lunsford into politics, Hart said. Lunsford first considered running for office more than 20 years ago.
At the time, he had just finished working for Gov. John Y. Brown, first as a legislative liaison and then as commerce secretary.
There was an open Congressional seat in Northern Kentucky, and Lunsford wanted to run.
But Lunsford said Brown and W.T. Young, a Lexington businessman, advised him to wait, to make his fortune before venturing into politics.
Hart says that Lunsford has learned a lot since he first ran for office in 2003.
"He's made that transition from the CEO, who is impatient, to the candidate, who listens and wants to learn from the people you're talking to," Hart said.
Greg Stumbo, the former attorney general who was Lunsford's running mate in 2007, said Lunsford has gotten better at retail politics.
In the 2007 race, Lunsford would go to an event and talk to the people he felt comfortable with. But he soon learned how to work a room, talking to everyone, Stumbo said.
Lunsford also has a better political sense, Stumbo said. "He's more in charge of the campaign now," he said.
But to be successful, Lunsford's campaign will need money.
McConnell is known as strong fund-raiser and an even better campaigner. Since he was re-elected in 2002, he's raised more than $12 million. He has approximately $7.7 million to spend.
According to his most recent finance report, Lunsford has raised $262,000. He's contributed more than $1 million of his own money, according to his campaign.
For him, winning the primary is just a step toward defeating McConnell.
"I don't need a primary victory," he said. "I don't need it for my personal ego or gratification. I'm in the race to win in November."
the race to face Mcconnell
Reach Sarah Vos at (859)231-3309 or 1-800-950-6397, Ext. 3309.
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Source: Lexington Herald-Leader (KY), May 08, 2008
Item: 2W62W61539174410
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