Well we're on vacation this week and I'm going to use it to map out my training for the months to come.
I've got the possibility of resuming playing men's league softball and filling in the other night showed me that distance running doesn't translate well into the quick sprints and lateral movement that baseball/softball requires. Sore hammys and calves were my reward.
With that in mind, I'm going to work on a training program to address all my desired activities.
For now, a week with the family and maybe a couple of runs. Otherwise, time to heal up, retool.
I'll post my training ideas later this week.
James
14 July 2008
10 July 2008
Something from my email box...
...that I found interesting. I heard this same thing in a radio interview with a local politician the other day. I submit for your review the letter I received from Delta Airlines today. One of the many perks of having a lot of Sky Miles ;>)
AN OPEN LETTERTO ALL AIRLINE CUSTOMERSFrom 12 Airline CEOs.
Hello Mr. Wells,
Our country is facing a possible sharp economic downturn because of skyrocketing oil and fuel prices, but by pulling together, we can all do something to help now.
For airlines, ultra-expensive fuel means thousands of lost jobs and severe reductions in air service to both large and small communities. To the broader economy, oil prices mean slower activity and widespread economic pain. This pain can be alleviated, and that is why we are taking the extraordinary step of writing this joint letter to our customers.
Since high oil prices are partly a response to normal market forces, the nation needs to focus on increased energy supplies and conservation. However, there is another side to this story because normal market forces are being dangerously amplified by poorly regulated market speculation.
Twenty years ago, 21 percent of oil contracts were purchased by speculators who trade oil on paper with no intention of ever taking delivery. Today, oil speculators purchase 66 percent of all oil futures contracts, and that reflects just the transactions that are known. Speculators buy up large amounts of oil and then sell it to each other again and again. A barrel of oil may trade 20-plus times before it is delivered and used; the price goes up with each trade and consumers pick up the final tab. Some market experts estimate that current prices reflect as much as $30 to $60 per barrel in unnecessary speculative costs.
Over seventy years ago, Congress established regulations to control excessive, largely unchecked market speculation and manipulation. However, over the past two decades, these regulatory limits have been weakened or removed. We believe that restoring and enforcing these limits, along with several other modest measures, will provide more disclosure, transparency and sound market oversight. Together, these reforms will help cool the over-heated oil market and permit the economy to prosper.
The nation needs to pull together to reform the oil markets and solve this growing problem.
We need your help. Get more information and contact Congress by visiting www.StopOilSpeculationNow.com.
Richard AndersonCEODelta Air Lines, Inc.
Gerard J. ArpeyChairman, President and CEOAmerican Airlines, Inc.
Bill AyerChairman, President and CEOAlaska Airlines, Inc.
Dave BargerCEOJetBlue Airways Corporation
Mark B. DunkerleyPresident and CEOHawaiian Airlines, Inc.
Robert FornaroChairman, President and CEOAirTran Airways
Timothy E. HoeksemaChairman, President and CEOMidwest Airlines
Lawrence W. KellnerChairman and CEOContinental Airlines, Inc.
Gary KellyChairman and CEOSouthwest Airlines Co.
Douglas ParkerChairman and CEOUS Airways Group, Inc.
Douglas M. SteenlandPresident and CEONorthwest Airlines, Inc.
Glenn F. TiltonChairman, President and CEOUnited Airlines, Inc.
AN OPEN LETTERTO ALL AIRLINE CUSTOMERSFrom 12 Airline CEOs.
Hello Mr. Wells,
Our country is facing a possible sharp economic downturn because of skyrocketing oil and fuel prices, but by pulling together, we can all do something to help now.
For airlines, ultra-expensive fuel means thousands of lost jobs and severe reductions in air service to both large and small communities. To the broader economy, oil prices mean slower activity and widespread economic pain. This pain can be alleviated, and that is why we are taking the extraordinary step of writing this joint letter to our customers.
Since high oil prices are partly a response to normal market forces, the nation needs to focus on increased energy supplies and conservation. However, there is another side to this story because normal market forces are being dangerously amplified by poorly regulated market speculation.
Twenty years ago, 21 percent of oil contracts were purchased by speculators who trade oil on paper with no intention of ever taking delivery. Today, oil speculators purchase 66 percent of all oil futures contracts, and that reflects just the transactions that are known. Speculators buy up large amounts of oil and then sell it to each other again and again. A barrel of oil may trade 20-plus times before it is delivered and used; the price goes up with each trade and consumers pick up the final tab. Some market experts estimate that current prices reflect as much as $30 to $60 per barrel in unnecessary speculative costs.
Over seventy years ago, Congress established regulations to control excessive, largely unchecked market speculation and manipulation. However, over the past two decades, these regulatory limits have been weakened or removed. We believe that restoring and enforcing these limits, along with several other modest measures, will provide more disclosure, transparency and sound market oversight. Together, these reforms will help cool the over-heated oil market and permit the economy to prosper.
The nation needs to pull together to reform the oil markets and solve this growing problem.
We need your help. Get more information and contact Congress by visiting www.StopOilSpeculationNow.com.
Richard AndersonCEODelta Air Lines, Inc.
Gerard J. ArpeyChairman, President and CEOAmerican Airlines, Inc.
Bill AyerChairman, President and CEOAlaska Airlines, Inc.
Dave BargerCEOJetBlue Airways Corporation
Mark B. DunkerleyPresident and CEOHawaiian Airlines, Inc.
Robert FornaroChairman, President and CEOAirTran Airways
Timothy E. HoeksemaChairman, President and CEOMidwest Airlines
Lawrence W. KellnerChairman and CEOContinental Airlines, Inc.
Gary KellyChairman and CEOSouthwest Airlines Co.
Douglas ParkerChairman and CEOUS Airways Group, Inc.
Douglas M. SteenlandPresident and CEONorthwest Airlines, Inc.
Glenn F. TiltonChairman, President and CEOUnited Airlines, Inc.
08 July 2008
Good Service, Bad Service
For some reason I can't get this topic out of my head, so I'll put it into words in hope of exorcising it.
One of the cities that I visit has consistently given me examples of bad service every time I go. Now say what you want about them, but two businesses that I have found to have pretty consistent levels of customer service/relations, no matter where I go, are Walmart and McDonald's.
In this particular city, I've found that this rule doesn't apply. What's worse is that I'm in a service industry and I, or should I say local manager, has to draw from the same pool of resources to staff our operations. It isn't pretty.
As I've thought about this I've had two recurring thoughts. The first revolves around my position in our company. My title is General Manager, Midwest Region. While it gave someone a neat label to attach to me ("Doesn't it sound impressive?") the bulk of my accounts are located in Southeastern cities, with only two of my 9 operations being located in the Midwest. What this title does is stick me right in the middle of a big stew pot.
I have above me a VP, beneath me are 9 account level managers, toss in 8 client organizations and their officers, and finally shake in a handful of accounting personnel tracking my region's expenditures and revenues and out comes one big pot of "I need..(fill in the blank)". I do very little directing and actually spend the bulk of my time facilitating. As a former boss and friend told me once, "Your people don't work for you. You work for your people." Thought # 1 "If they had told me that in Business School, I'd be a pastry chef, or something else."
Thought #2 revolves around the service that I, as a Christian, am called to deliver. I'm not going to dive deep into scripture, but the Bible does tell us that God gave us Faith, Hope, and Love. Of these three things, it says the greatest is Love. How do we show our family that we love them? Generally it is through our actions; through our service to them. As a Christian, I must serve. It is the only way to demonstrate my love for God. It is the only way that I can demonstrate my love for my fellow man.
To my fellow believers I'll ask you to challenge yourself with the same questions I've been asking myself. What is my service rating? Would it win a JD Powers award, or would it leave someone blogging about the poor service they got on their last visit?
To others who stop in. If you've had a bad experience with our level of service or if you have heard us talk a good game, but not follow through; let me apologize. We are not infallible and too often we forget that. Christians have a great training manual and our CEO is faultless, unfortunately, we are not always the best employees.
One of the cities that I visit has consistently given me examples of bad service every time I go. Now say what you want about them, but two businesses that I have found to have pretty consistent levels of customer service/relations, no matter where I go, are Walmart and McDonald's.
In this particular city, I've found that this rule doesn't apply. What's worse is that I'm in a service industry and I, or should I say local manager, has to draw from the same pool of resources to staff our operations. It isn't pretty.
As I've thought about this I've had two recurring thoughts. The first revolves around my position in our company. My title is General Manager, Midwest Region. While it gave someone a neat label to attach to me ("Doesn't it sound impressive?") the bulk of my accounts are located in Southeastern cities, with only two of my 9 operations being located in the Midwest. What this title does is stick me right in the middle of a big stew pot.
I have above me a VP, beneath me are 9 account level managers, toss in 8 client organizations and their officers, and finally shake in a handful of accounting personnel tracking my region's expenditures and revenues and out comes one big pot of "I need..(fill in the blank)". I do very little directing and actually spend the bulk of my time facilitating. As a former boss and friend told me once, "Your people don't work for you. You work for your people." Thought # 1 "If they had told me that in Business School, I'd be a pastry chef, or something else."
Thought #2 revolves around the service that I, as a Christian, am called to deliver. I'm not going to dive deep into scripture, but the Bible does tell us that God gave us Faith, Hope, and Love. Of these three things, it says the greatest is Love. How do we show our family that we love them? Generally it is through our actions; through our service to them. As a Christian, I must serve. It is the only way to demonstrate my love for God. It is the only way that I can demonstrate my love for my fellow man.
To my fellow believers I'll ask you to challenge yourself with the same questions I've been asking myself. What is my service rating? Would it win a JD Powers award, or would it leave someone blogging about the poor service they got on their last visit?
To others who stop in. If you've had a bad experience with our level of service or if you have heard us talk a good game, but not follow through; let me apologize. We are not infallible and too often we forget that. Christians have a great training manual and our CEO is faultless, unfortunately, we are not always the best employees.
05 July 2008
3rd QTR APFT Scores
January
Push Ups = 41 Reps/67 Points
Sit Ups = 57 Reps/84 Points
2mi Run = 13:13/100 Points
Total score = 251
April
Push Ups = 40 Reps/66 Points
Sit Ups = 64 Reps/87 Points
2mi Run = 14:42/91 Points
Total score = 244
July
Push Ups = 49 Reps/75 Points
Sit Ups = 74 Reps/98 Points
2mi Run = 13:30/100 Points
Total score = 273
Push Ups = 41 Reps/67 Points
Sit Ups = 57 Reps/84 Points
2mi Run = 13:13/100 Points
Total score = 251
April
Push Ups = 40 Reps/66 Points
Sit Ups = 64 Reps/87 Points
2mi Run = 14:42/91 Points
Total score = 244
July
Push Ups = 49 Reps/75 Points
Sit Ups = 74 Reps/98 Points
2mi Run = 13:30/100 Points
Total score = 273
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