– Advertisement – Mr. Krebs’s team worked with states to scan and patch systems for vulnerabilities, lock up voter registration databases and voter rolls, change default passwords, turn on two-factor authentication, and print out paper backups, all to build up “resilience” in case of attack. He was protecting, he said, “the crown jewels of election administration.”When the pandemic upended everything, Mr. Krebs’s team shifted focus to securing vote-by-mail systems, despite the president’s campaign again them. That was when Mr. Krebs’s agency got in the White House’s cross hairs.- Advertisement – In interviews, Mr. Krebs countered Mr. Trump by saying mail-in voting would make the election more secure by creating a paper trail, critical for audits to establish that every legal ballot was correctly counted.It also made state registration databases more critical: an attack that froze or sabotaged voter-registration data — by switching addresses, marking registered voters as unregistered or deleting voters entirely — risked mass digital disenfranchisement. Mr. Krebs made it his personal mission to see to it that every last registration database was sealed up.When Mr. Trump called mail-in voting a “fraud” in his televised debate with Mr. Biden, now the president-elect, in September, Mr. Krebs contradicted the president at every turn, again without mentioning his name.- Advertisement – “We’ve got a lot of confidence that the ballot’s as secure as it’s ever been,” Mr. Krebs told any reporter who asked.On Election Day, Mr. Krebs and senior officials held briefings with reporters every few hours to apprise them of any threats. Chad Wolf, the secretary of homeland security, a Trump loyalist and Mr. Krebs’s boss, even appeared at one to praise Mr. Krebs’s work. Despite small hiccups, Mr. Krebs reassured journalists that there was no major foreign interference or signs of systemic fraud.“It’s just another Tuesday on the internet,” he said.- Advertisement –
“It’s great to have Cristiano. He makes any team stronger.” Portugal could not match the four goals they ran in against Croatia, though, and Fernandes added: “We managed the game well, we knew how to take advantage of opportunities. “We could have scored more goals, but we are happy here because we took what was important and we are at the top of the group.” read also:Ronaldo Scores 100th International Goal for Portugal Portugal coach Fernando Santos has also marvelled at his side’s superstar, saying that the Juventus forward thrives on setting more records. He told a news conference: “What more can I say? A team that has the best in the world cannot be better without the best in the world. “[Ronaldo] goes on breaking records and records and then, when everyone thinks he is going to finish, there are even more records to beat. He feeds on it.” FacebookTwitterWhatsAppEmail分享 Bruno Fernandes lauded Portugal team-mate, Cristiano Ronaldo, after his 100th and 101st international goals secured a 2-0 Nations League win at Sweden. Ronaldo came into the match looking for a milestone strike at the international level and the superstar captain reached a century of Portugal goals just before half-time in Stockholm Tuesday. Gustav Svensson was sent off for a second bookable offence, allowing Ronaldo to fire in a stunning free-kick to celebrate his 100th Portugal goal. Portugal were in complete control but needed a second goal of similarly high quality from the five-time Ballon d’Or winner to make the points safe in the Group A3 encounter. The victory gave defending Nations League champions two wins to begin this season’s competition, having defeated Croatia 4-1 on Saturday without Ronaldo, who missed out with a toe infection. Manchester United midfielder Fernandes was full of praise for the 35-year-old after Tuesday’s game, saying that the veteran can still make the difference in any match. “We know that [with Ronaldo] it is easier to reach the goal,” Fernandes said. “He has a nose for goal and can solve a game at any time. “That was what happened before half-time, in a free-kick situation. Just yesterday he had six or seven like that in training and today he did the same. Loading… Promoted Content8 Superfoods For Growing Hair Back And Stimulating Its GrowthPlus-Size Girls Who Set The Catwalk On Fire10 Risky Jobs Some Women DoThe Highest Paid Football Players In The WorldTop 10 Iconic Personalities On TV NowDid You Know There’s A Black Hole In The Milky Way?Albino Animals: A Rare Kind Of Ultimate Beauty7 Universities In The World With The Highest Market ValueBest & Worst Celebrity Endorsed Games Ever Made6 Incredibly Strange Facts About HurricanesYou’ve Only Seen Such Colorful Hairdos In A Handful Of Anime10 Phones That Can Work For Weeks Without Recharging
The No. 4 USC men’s tennis team moved to the front of the Pac-10 conference with two very different types of wins over the weekend.Big weekend · Senior Robert Farah won all four of his matches this weekend against tough Pac-10 competition including a tussle with Stanford’s Bradley Klahn in which Farah dropped the second set 6-1, but was able to win the third-set tiebreaker. – Geo Tu | Daily Trojan With No. 9 UCLA losing 4-3 to No. 7 Stanford on Saturday, the Trojans (18-2, 4-0) remain the only undefeated team in conference play with two more Pac-10 matches left on the schedule.On Saturday, USC hosted No. 17 California (10-6, 1-2) and defeated the Bears 6-1.The Trojans started out quickly with wins at the top two doubles positions to take the match’s initial point.The No. 8 team of senior Robert Farah and sophomore Steve Johnson played at the No. 1 position and defeated its counterparts from Berkeley 8-3, and at No. 2 sophomore Daniel Nguyen and freshman JT Sundling won 8-4.During the singles portion, USC continued to rack up points as No. 1 Johnson, No. 83 Nguyen, and No. 123 Sundling easily kept their opponents at bay and clinched victories.Soon after, No. 15 Farah defeated No. 71 Christopher Konigsfeldt 6-3, 6-4 to give USC a 5-0 match lead.The Trojans split the remaining two matches, which went to third-set super tiebreaks.No. 73 junior Jaak Poldma came up short at the No. 3 position, but senior Jason McNaughton finished off the match with a victory over Riki McLachlan, making the most of his opportunity to contribute during conference play.McNaughton has had an injury-plagued career as a Trojan and is relishing his opportunity to participate in conference play.“It feels good to contribute to some good wins in the Pac-10 with a chance to win one of these Pac-10 titles,” McNaughton said.On Friday, the Trojans entertained the large Marks Stadium crowd in a down-to-the-wire finish against No. 7 Stanford (12-5, 2-1).USC beat Stanford 5-2 in a close match, which has come to be expected when the Trojans and Cardinal meet on the courts.“We seem to have nine lives,” USC coach Peter Smith said in describing how his team pulled through another tightly-contested match against Stanford.As with Cal, USC had some good performances from the top two doubles positions.Farah and Johnson defeated No. 1 Bradley Klahn and Ryan Thacher 8-3, and Nguyen and Sundling defeated No. 31 Alex Clayton and Richard Wire 8-4.At the No. 3 position, Poldma and junior Peter Lucassen were ahead in their match 7-4, before it was suspended when the doubles point was clinched after the completion of the first two matches.The singles portion seemed almost a different match compared to the way the Trojans played in doubles.To start off, Stanford was able to tie up the match score as Denis Lin defeated Lucassen 6-3, 6-4.Johnson reclaimed the match lead — avenging a loss during the previous Stanford match to No. 45 Clayton — with a 6-3, 6-2 triumph.In what Smith called the key performance of match, McNaughton defeated Greg Hirshman 6-4, 6-3.Hirshman was previously undefeated at the No. 6 position, and McNaughton’s win propelled the Trojans to a 3-1 match lead with three three-set matches still being decided on the courts.Poldma came up short in his match, tightening up the match score and ratcheting up the tension at Marks Stadium.With the two remaining matches on the courts still in doubt, the large crowd was fixated on every point.Nguyen pulled out the decisive victory, defeating Wire 7-5, 2-6, 6-3.Nguyen has not been in such a crucial position often, but displayed maturity and poise to gain the fourth match point.“I was happy to embrace the opportunity,” Nguyen said. “I was a little nervous, but it was good to clinch the match.”Meanwhile, Farah and Klahn were locked in an intense battle. The match went back and forth as Farah and Klahn exchanged breaks to send the deciding third set into a tiebreak.In the breaker, the struggle continued until Farah finally prevailed 7-6 (5), 1-6, 7-7 (8).The Trojans’ success in close matches this season can be boiled down to one prevailing theme — experience.“The team sees the bigger picture, they are very experienced and have lots of understanding of what it takes to win in these situations,” Smith said. “They have had success in close matches, which builds momentum and recall during the tough situations.”With two more conference matches left in their dual match season, the Trojans understand the mindset necessary to achieve success and potentially win the Pac-10 title.“We have to keep it going, and stay rested, healthy and hungry,” Smith said.
One of the hidden challenges faced by product-led organizations is a tendency to focus so much on product that other functional areas end up feeling less appreciated. This can lead not only to dissatisfaction, unmotivated teams and reduced efficiency, but can also interfere with a company’s ability to retain top talent.It’s understandable how product-led companies find themselves operating in a distinctly unbalanced way that favors product teams to the detriment of other areas such as sales, marketing and even customer success. Many such organizations are led by founders and CEOs who started out as engineers and who naturally have a more product-centric approach to building and growing a company. Often, it doesn’t even occur to them that there’s any kind of imbalance because the lens through which they view the market is all product all the time.Even in such instances, there are steps you can take to help balance the scales and give your organization a stronger foundation from which to operate. It’s important to keep your team aligned and ensure that each member feels not only like they are contributing, but that those contributions are valued. Only then can you expect your organization to reach its full potential. After all, once a product finds market fit and a company begins to grow, it simply cannot execute or scale without all its functions doing their part to create success.The first step is admitting there’s a problem.The first step to rebalancing your organization is to acknowledge that there’s a bias. A simple gut check to help you assess your company culture is to ask yourself if you can easily and clearly articulate your business’ strategy for areas outside of product. Do you have clear goals and deliverables that you hold at the same level of importance as product development for areas like sales, marketing, customer success, human resources and so forth? If you see each of these functional areas as important, you should be measuring both your investments in those areas and their performance against a master plan.From looking at functional areas, you can then drill down to individual people on your team and how you reward them. It’s likely that people in product and engineering may be considered the most valuable and therefore rewarded most heavily. They may get more than their share of equity when you compare their collective percentage of material stock grants against their numbers within the overall population. If you discover a major disparity, it may be time to spend some energy focusing on how you value and compensate individuals outside of product with retention in mind.In order for a product-led company to create sustainable growth, it needs visionary leaders who can inspire people throughout the entire organization. Finding and retaining great people who can instill team members with a sense of purpose and passion is key. It’s well worth the effort to make sure you’re not inadvertently alienating these pivotal players.The next step is getting proactive about creating balance.One popular and effective ritual that can help you recognize the achievements of all your teams and also demonstrate how those achievements support the overall mission of the business is the Painted Picture Process. This exercise provides a framework that considers all parts of the business and all stakeholders. The benefit for product-led companies is that it forces even the most product-centric organization to think about other parts of the business and understand that each functional area—yes, even product and engineering—are parts of a greater whole. In other words, the process reminds everyone that product, while important, is not the center of the universe.The Painted Picture Process is a visualization method that asks participants to come up with aspirational three-year goals for all the different parts of the business. The idea is to then think about how each of those goals will affect the business in various ways—in terms of brand, operations, people and culture, customers, partners and so forth. Thinking about goals across all functional areas and then further considering how the effects of each proposed goal will ripple out and touch all different aspects of the business is an excellent way to drive home the fact that it takes a coordinated effort to achieve any company’s ultimate goals. No one team can do it on their own, and the decisions and actions of each team will influence the success of all the others.When in doubt, hire an expert.Another tactic technical founders can employ is bringing a Chief People Officer on board sooner rather than later. While technical founders have a lot of knowledge about and passion for product, engineering, and technology, they often lack the skills to manage the people side of things to deliver the best outcome. There’s nothing wrong with this—no one can be an expert at everything. The trouble arises when a technical founder either neglects or refuses to get the help of someone who knows how to manage and optimize the people-related issues.Technical founders need time to grow into the non-technical parts of their leadership role. This evolution takes time and is greatly aided by support from people whose experience and expertise lies in complementary areas. A Chief People Officer provides critical insight into the rest of the business, helps a founder/CEO think holistically across all the functions needed for success, and develops strategies for creating a business that can scale.Make sure to follow through – are your efforts paying off?You’ve done the gut check, acknowledged the bias, and put some strategies in motion to help right the balance of recognition across all your departments. How do you know if your efforts are working? While digging into people analytics such as employee turnover and retention by department can be helpful, there are other indicators that bear watching as well.One thing you want to follow is how engaged teammates are with their work. Do they feel like their work matters? Do they feel connected to the critical mission of the company? Are they excited and passionate about their contributions? While there may not be hard data to capture this, there are ways you can ask questions that will give you a sense of where people’s heads are at about their work.Another element to look at is promotion velocity. Here, you want to keep an eye out for an imbalance in promotions from department to department that might reveal a leadership bias for moving people in product-related functions up the ladder more quickly than people in other areas. These kinds of hidden biases can derail performance and growth by causing valuable team players to look elsewhere to accelerate their careers.Finally, you can learn a lot about how you’re doing by listening to what other people in the market are saying about your company. If an organization is too tightly wound around product, people will talk. If quality leaders perceive your organization as one that only caters to product and engineering teams and considers everyone else a second-class citizen, they won’t come looking to join your team. When prospective teammates ask around, you want them to hear that your organization is the kind of place where all leaders are valued equally and all functions are considered important. When you’ve earned that kind of reputation, you’ll be able to land the innovative and inspiring functional leaders you need to motivate each of your teammates to fulfill their potential and help fuel your company’s overall growth and success.AddThis Sharing ButtonsShare to FacebookFacebookShare to TwitterTwitterShare to PrintPrintShare to EmailEmailShare to MoreAddThis6