Manchester United set to nominate man who influenced Hasenhuttl’s fashion

BERLIN, GERMANY – MAY 24: RB Leipzig’s head coach Ralf Rangnick attends a press conference at the Olympic Stadium in Berlin, Germany, May 24, 2019. Bayern Munich will face RB Leipzig in the DFB Cup final soccer match on May 25, 2019 in Berlin. (Photo by Abdulhamid Hosbas / Anadolu Agency / Getty Images)

Manchester United are reportedly to appoint Ralf Rangnick – a man who was instrumental in the career of Southampton’s Ralph Hasenhuttl – as interim manager.

According to a report by Athletics David Ornstein and Laurie Whitwell, Rangnick will join Old Trafford on an initial six-month contract before assuming a two-year advisory role.

Rangnick is considered one of the pioneers of pressing football and his football ideals were copied by Ralph Hasenhüttl, Thomas Tuchel and Julian Nagelsmann.

Hasenhüttl and Rangnick worked closely together at RB Leipzig and were both crucial for the club’s transition to an established Bundesliga and Champions League team.

Southampton coach and former head coach of RB Leipzig, Ralph Hasenhuttl (ODD ANDERSEN / AFP via Getty Images)

Could Hasenhüttl and Rangnick work together again in the future?

As most Southampton fans will realize, if he can oversee success at St. Mary’s, Ralph Hasenhuttl has the potential to become a manager at one of Europe’s top clubs

The pressing style he plays makes his style of football entertaining when his players play to their full potential and this is sure to have him on the director’s mind in England and elsewhere.

It is therefore not unreasonable to claim that Ralf Rangnick will seek to revive a previously successful partnership when he resumes his advisory role at Manchester United.

It is unknown what the relationship between Rangnick and Hasenhüttl looks like today, and Hasenhüttl left RB Leipzig after being frustrated with a lack of long-term plans in 2018, but the fact that they are linked by football ideals and previous work does mean this one connection is always there.

Hasenhuttl has never been closely associated with Manchester United himself and has only recently described his job at Southampton as the perfect opportunity for him. United will also look for a name that has accomplished more in the game as they look for their next long-term manager.

Lenny Kravitz thinks he influenced Harry Types’, um, model – Deltaplex Information

Harry Styles is the fashion world’s darling for its risk-taking when it comes to its clothes and gender-bending looks. But according to one veteran rocker, Harry has at least some of that fashion sense from him.

During an interview with People (the TV show!), Lenny Kravitz was asked if he thought Harry was “heavily influenced” by Lenny’s own fashion sense.

“I think there are several things in there, and one of them could possibly be me”, the “Are you going my way“Answered Rocker. “We met and made friends on the street years ago, [he’s a] really cute guy. And he developed from his group to what he is now doing alone. “

Lenny added, “Well, it’s nice to see him in the suits and the boas and all that stuff I did in the 90s.”

Lenny has consistently made the best dressed lists over the years and dressed sharply in the process fits, Feather boas, leather and gender changing looks while Harry was still in diapers.

Lenny Kravitz passed on his fashion sense to daughter, actress Zoe Kravitzwho has worked as a model many times. She recently did Headlines to tell Channing Tatum that he couldn’t take off Crocs and should stop wearing them.

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‘Strain from management’: Slater docs declare cash influenced previous medical choices

PROVIDENCE, RI (WPRI) – Top Doctors at Eleanor Slater Hospital claim previous administrations have pressured doctors to ensure the state facility had more medical patients than psychiatric patients to question the facility for millions of dollars in federal funding to deliver.

The new revelation came to light during a Senate Oversight Committee hearing Monday when lawmakers satiated hospital managers with questions related to Eleanor Slater’s many ongoing problems. Chief Medical Officer Dr. Brian Daly testified that over the past few months he has realized how money has affected the way some patients have been diagnosed, admitted, and treated in the hospital in the past.

“That was pressure from the leadership,” Daly told lawmakers. “When I got here, I was a little stunned by the patients who were here and that there was no effort to get them discharged. Since I came from other hospitals, that was pretty shocking. ”

At the heart of the problem is an obscure federal regulation known as Mental Illness Institutions, or IMD, that was launched in the 1960s to keep psychiatric patients out of government facilities.

Fast forward half a century and the rule has been nuanced, its effectiveness being hotly contested in the public and private health sectors. But in simple terms, Eleanor Slater cannot have more psychiatric patients than medical patients if she continues to be eligible for government reimbursement through the U.S. Centers for Medicare and Medicaid Services (CMS).

Tens of millions of dollars in government support are at stake, giving state officials a clear financial incentive to accurately manage patient counts so that psychiatric patients never exceed medical patients.

The head of the medical service, Dr. Andrew Stone, who works closely with Daly, put the historical thinking about Eleanor Slater patients more bluntly: “Medical patients are equally valuable; The mentally ill are not valuable. “

Daly said the potential for a loss of federal funding in the past was clearly in the minds of hospital management, claiming his team found evidence that previous protocols were tampered with to promote medical admissions and prevent medical discharges. Daly even claimed that in some cases, patients’ diagnoses were changed – all to make sure federal funding didn’t stop.

“We found a lot of information that there have been efforts in the past to make sure the odds were always in favor of medicine, but only just barely,” he said. “All we saw was keeping the IMD mix in a good place.”

In a specific example, Daly said that Eleanor Slater moved about 20 psychiatric patients to Notre-Dame de Fatima Hospital in 2016 after the latter set up a long-term behavioral clinic. The reason? “Because the IMD mix was in trouble,” he said.

“Everyone knows that we moved patients there in 2016,” said Daly. “I think I have emails that the IMD mix was wrong or in danger.”

The blatant description of how patients were treated for financial reasons aroused surprise and disbelief among some legislators. The chairman of the oversight committee, Louis DiPalma, D-Middletown, described Daly’s testimony as “worrying”.

State Senator Jessica de la Cruz, R-North Smithfield, described the claims as “quite shocking” before challenging doctors on some of the underlying details.

“Essentially, your allegation about these patients being held is, I’m not saying against their will – but almost there,” she said. “That sounds shameful to me.”

State Sen. Jonathan Acosta, D-Central Falls, said it was hard to deny that the IMD requirements created a financial incentive regardless of whether people acted on them. He also said there was widespread agreement within the General Assembly on the desire for “accountability” in the state institution, which has been under intense public scrutiny in recent months.

“People want a couple of heads to roll,” he said.

Billing remains one of the many problems that currently plague Eleanor Slater, with the IMD mix that got out of hand over the past 18 months has been a major problem. In 2019, Rhode Island suspended CMS billing after concerns were raised that the hospital incorrectly had more medical patients than psychiatric patients.

Billing has yet to proceed, and the ruling has since cost the state more than $ 100 million in general revenue to pay for hospital expenses, once covered by CMS.

Hospital managers – including Daly and Stone – released a new report last month showing that 79% of the hospital’s patients are now considered psychiatric patients, a sharp increase from December when the mix was around 50:50.

While the new report further complicates the question of whether the state is eligible for federal funding, Daly said it reflects much more accurately the actual diagnoses of patients in the hospital. The analysis is now under external control.

The RI State Medicaid Office and the RI Executive Office of Health and Human Services hired a team from Butler Hospital to conduct an independent review of how many beds are occupied by patients with mental illness as the primary diagnosis. The results of this review are expected to be available by the end of July.

When asked by Acosta whether the hospital would be financially viable without federal support, Daly stressed that the General Assembly and Governor Dan McKee could always fund a state hospital entirely from state funds. However, he found that Eleanor Slater’s surgery currently costs more than $ 500,000 per patient per year.

“When the money goes away it’s difficult to know how to go on,” said Daly. “It’s an expensive offer.”

Eli Sherman (esherman@wpri.com) is a Target 12 investigative reporter for WPRI 12. Connect with him on twitter and on Facebook

Opinion: Summers residing off the land influenced management type of Inuk CEO Clint Davis

Clint Davis says, “The key to success for indigenous businesses begins with medium and large companies opening up their sourcing processes to support underrepresented businesses beyond their normal suppliers.”

Illustration by Chief Lady Bird

Clint Davis, Inuk from Labrador, is President and Chief Executive Officer of Nunasi Corp., an Inuit development company headquartered in Iqaluit. Mr. Davis holds a bachelor’s degree in business administration from Acadia University, a law degree from Dalhousie University, and a master’s degree in public administration from Harvard University, where he was a Canadian-American Fulbright Fellow. Prior to joining Nunasi, he was CEO of North35 Capital Partners, a corporate and capital advisory firm that worked with indigenous governments and business development firms to drive growth. Mr. Davis was also vice president of indigenous banking at Toronto-Dominion Bank. In 2016, Mr. Davis received the Indspire Award for Business and Commerce.

How has your upbringing influenced your perspective as a leader?

My mother was quite young when she had me, and that’s how my grandparents raised me. My grandfather was a hunter, fisherman, and trapper, and while he was in the country my grandmother raised nine children alone. As a child, my family went to our cabin on the Labrador coast every summer to fish and pick berries. It was and is a very remote area. There was no running water or electricity, just the forest and the river. The time we spent there was really about living on the land like in the past. These years in the country were very formative experiences for me.

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As I got older and worked mostly in urban areas, I felt especially blessed to have experienced this. Now I really cherish these memories and in spite of all the mosquitoes I base myself in these feelings of gratitude.

How has your Inuk identity influenced your career?

It has influenced and continues to influence my value system and how I make decisions, especially professional ones. If you look at my resume you can clearly see that I was down a certain path in the work I was involved in. This was not only because I found learning about indigenous law, politics, or economics intellectually stimulating, but also because the positions and organizations related to larger issues that were important to me.

The fact that my community was going through the land claim process sparked my interest in indigenous laws and guidelines. It was also the basis of my interest in broader issues that improve the socio-economic position of indigenous people through greater participation in the Canadian economy. Throughout my career I have always looked for opportunities to contribute because I have certain skills and thought that I could be of value in that regard. Being an Inuk is something I am very proud of and my identity has influenced me in so many important ways.

After working in both the public and private sectors, how do you think companies can learn from government?

I think government is very much about balance. When you work in the public service, you always weigh different interests, considerations in the allocation of your financial resources, and the complex consequences of the policies you follow. They get used to asking the question: How does this affect our citizens and improve society?

On the other hand, I believe that different industries and companies are gradually realizing that business is bigger than just maximizing shareholder wealth. I think that’s why ESG is growing in popularity [environmental, social, and governance] and socially responsible investing. I think the business is gradually realizing the need for balance and addressing issues and considerations that they have never had to deal with before. Some of these include indigenous rights, the environment, and equity, diversity and inclusion. Most of all, I think the government has a lot to teach in order to be a better corporate citizen.

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Can you briefly describe today’s “indigenous economy”?

The two main drivers of the indigenous economy are indigenous entrepreneurs with over 30,000 across the country, as well as jointly owned companies or development companies. While there is great diversity in their approaches, structures, and strategies, there are also some important things that they have in common. This generally includes a foundation of indigenous values, respect for the land, a long-term business vision, and a value for culture. Based on research by the Canadian Council for Aboriginal Business, every entrepreneur places great value on recruiting, training, and developing indigenous peoples, although indigenous-owned businesses are small to medium-sized.

What are three keys to successfully supporting indigenous businesses and business owners?

The key to success for indigenous companies begins with medium and large companies opening up their sourcing processes to support underrepresented companies beyond their normal suppliers. By setting hard goals for these companies, a new market and customer base is created for indigenous companies. Additionally, the amount of money the Canadian government spends each year pales in comparison to the amount of money it could spend on indigenous businesses compared to what they could actually do. They recently made a public commitment to 5 percent of their procurement spending on indigenous businesses. Once that happens, it will have a profound impact on the indigenous economy.

I think some of the other keys to the support and success of indigenous businesses, especially in the communities, are the need for basic infrastructure. While this certainly affects things like buildings and roads, it extends further these days as well. When everything is online, it is very difficult to run a business when you live in a community where you have limited connectivity.

After all, not only do we need debt, we also need more organizations to inject equity into indigenous businesses. For example, I think organizations like the National Aboriginal Capital Corporations Association or Raven Capital Partners are vital in providing the necessary capital for startups through co-investment and financial innovation opportunities.

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What advice do you have for Indigenous youth reading the column?

Dream big, concentrate on your education and stay close to your identity and be proud of it. My wife and I keep telling our three children this. I believe this will help indigenous youth have a positive impact on their communities, their nations and the world at large.

Read more from our series of indigenous business leaders:

For Mi’kmaw educator Marie Battiste, inner growth is essential to being a leader

“Our survival depends entirely on living in nature, not on it,” says the indigenous rights attorney

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For Senator Murray Sinclair, leadership is defined by humility

Trust is the foundation of leadership, says Membertou First Nation Chief Terry Paul

We need to make economic reconciliation a priority, says Tabatha Bull, CEO of the Canadian Council for Aboriginal Business

For Tracy Bear, leadership begins with accountability, service, and connection with the land

For APTN managing director Monika Ille, leadership means honoring the history of her nation

Pause, Think, Listen: National Bank Financial’s Sean St. John on Using Indigenous Leadership Approaches

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About the series

Canada has a long history of dispossession, oppression and discrimination against indigenous peoples. However, the future is full of hope. The indigenous population is the fastest growing population in Canada. His youth catalyzes coast-to-coast change. Indigenous knowledge and teachings guide innovative approaches to environmental protection and holistic wellbeing worldwide. Indigenous scientists are leading the way in exciting new research in science, business and beyond. There is no better or more urgent time to understand and celebrate the importance of indigenous insights, culture and perspectives.

Optimism is rare in the media. And reporting on indigenous peoples often fails to capture their brilliance, diversity and strength. In this weekly series of interviews, we will involve Indigenous leaders in thoughtful conversations and share their stories, strategies, challenges and successes.

Karl Moore is a professor in the Desautels Faculty of Management at McGill University in Montreal. He is also an Associate Fellow at Green Templeton College, Oxford University. He hosted a long-running video series for The Globe and Mail interviewing business leaders and business professors from the world’s best universities. His column Rethinking Leadership was published at Forbes.com Since 2011, he has built a worldwide reputation for research and writing on leadership, interviewing more than 1,000 executives, including CEOs, prime ministers and generals.

Wáhiakatste Diome-Deer is doing her Masters in Educational Leadership at McGill. She holds a Bachelor of Arts degree in Psychology and Brain Science from Dartmouth College, New Hampshire, and a degree from Harvard University, Massachusetts. She is an education, leadership, and indigenization consultant for organizations and schools, and previously held positions at the Kahnawake Education Center, the Quebec Native Women Association, and the Canadian Executive Service Organization. Ms. Diome-Deer is a traditional Kanien’kehá: ka woman from the Kahnawà: ke community.

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