John Pisa-Relli’s Post

Here's a dire warning if you own an IT service business and you're about to miss ACES Conference in Salt Lake City on May 15th-16th... (the link is in the comments)

Say goodbye to the hassle of unnecessary prerequisites and hello to flexibility. @zeke_stout breaks down MGS Trade School’s course structure for you in our latest video, outlining how each gunsmithing program is designed to suit your individual needs. YES, we offer 3 separate programs, each at their own level of difficulty and commitment. NO, you don’t have to progress through all 3 levels! Choose the program that works for you.

Relationships are one of the keys to lasting success. How you build them will show in your kpi’s as a lagging indicator.

All leadership must begin with building relationships.

All this despair/excitement about SCOTUS's overruling of the Chevron doctrine (judicial deference to public bodies' interpretation of their own statutory powers in cases of ambiguity) brings me back to a culture shock I felt years ago upon first studying US administrative law after first learning about UK administrative law. The way it works in UK administrative law, since the 1960s anyway, is that the legal scope of a public body's power is a matter for the courts to decide as objectively as they can based on the natural meaning of the statutory (or other legal instrument) wording, aided by certain context and (narrow) indications of intention in the event of ambiguity. Having determined the scope of legality, a UK court shows great deference to a public body's decision. Assuming it has followed the necessary process, its decision will only be overturned if irrational. Or (since the late 1990s) in violation of human rights - and considerable deference (the 'margin of appreciation') applies there. The culture shock for me was that the US position could fairly be described, until Chevron was overruled, as being the other way around: more deference to the public body's interpretation of the scope of power on the one hand, but on the other hand more willingness to second-guess on the exercise of power. A US legal writer, Robert C. Dolehide, described it like that in this 2010 article, and very fairly (in my view) noted how this needs to be understood in the context of the very different constitutional power structures of the US and UK. You can read the first few pages here, which give the gist: https://lnkd.in/e73HSxXe For UK courts' commitment to the courts being the arbiter of the meaning of statutes, regulations and even a public body's own policy documents, see this 2020 decision of a High Court judge at paragraph 34, noting the rejection of attempts to apply a Chevron doctrine to policy documents: https://lnkd.in/e4zqvbN2 A leading case, mentioned there, incidentally, is a decision of the UK Supreme Court involving the Dundee Asda store on the A90 (Kingsway) and related to who had the final word on the interpretation of a development plan. https://lnkd.in/eugJH2fp So far as I know, this non-Chevron doctrine is not widely known as the Dundee Asda doctrine. Perhaps it should be! Anyway, the point is that comparative law is a difficult business as law often only really makes sense in the context of the whole of the local system. Speaking for myself, I'm rather glad that the UK doesn't have a Chevron doctrine as it seems inimical to the rule of law as the system applies here. But I can understand why, after forty years of reliance on it in the US, and given the constitutional power structures there, and the particular areas in which it 'bites', it's just different there. https://lnkd.in/enHdxSSM

Summer is officially here! ☀️ Check out Dianna Smoot, DCAC's Chief Education and Training Officer, with some fun ideas of how you can help limit screen time for your kiddos this summer and a few options for Summer Reading! #dallascac #dcac #cactx #summersafety #summerreading #screentime #summer

I am also of the belief that the current justice delivery System, operates in a defined structure and and such structure doee not guarantee the availability of entire wisdom at one place . In view of this, the wisdom expanse needs to be widened to an extent that knowledge, interpretation and its application are not limited to a handful, just because they have been there for a longer period of time . And the solution lies in reintroduction of jury system which brings in collective wisdom of those who may not be part of regular justice delivery but command huge wisdom, knowledge and could offer well rounded interconnected interpretation ! Of course, time must remain a priority !

4 days... now is it your way? What are your four elephants in your boarding community driving your culture? These elephants are costing you staff, students and future. How do you deal with a boarding elephant? One play at a time .... Lets take an exeat together to stay and play.

My school had prefects, and I think it turned me off the whole idea of authority for authority's sake at a young age. Prefects were elected from among the student body, by the student body, for their final year at the school. Privileges of being a prefect included: - a shiny enamel 'Prefect' badge (very much like the one in the picture); - a long weekend trip to Wales during the summer holidays so you could bond with your fellow new prefects and learn what the school expected from you in your new role; - a meal at a local restaurant at the end of the year; - the right to enter and leave the school via the main front entrance, which was otherwise reserved for teachers, parents and guests. In exchange for this bountiful largesse, you were expected to perform a variety of tedious tasks and drudgery that the teachers felt were beneath them: supervising the lunch queue, patrolling the school grounds in search of litter, making sure the boarding pupils went to bed on time, and so on. You didn't have any actual authority in the way that a teacher might – you couldn't give out detentions, for example – but you were still trumpeted as a future leader. As soon as I saw the cost-benefit balance of the whole scheme, I told my mates I wanted nothing to do with it. Some students positively frothed at the bit at the opportunity; one boy in the year above me was granted the infinitesimal edge over his classmates that came with being a prefect and instantly went insane with power, barking and shouting at people his own age like a reincarnation of Gunnery Sergeant Hartman. It's why I've never sought out any form of managerial role. Why would I want to spend my time managing people when I could be translating or writing?

Watch my interview with Jacob Toll for Qti.ai!