Saturday, 31 August 2013
by ’Nonye Ben-Nwankwo and Ademola Olonilua
Who would believe that Omotola Jalade, with a backside that would make many men drool, was once a tomboy? Omosexy, as she is popularly called, said she used to scare boys when she was much younger.
In a recent interview she granted a UK-based newspaper, Telegraph, the screen goddess stated that she had two younger brothers and that rubbed off on her making her a tomboy. She said her mother used to make jokes that she would not find a husband, ironically she met her husband when she was 16 years old.
Omosexy said, “I have two younger brothers and was a tomboy, fiercely independent. I used to scare boys from a very young age. They found me too much, because I knew what I wanted and I’d boss them around. In those days my mother would joke that I would never find a husband.”
A daddy’s girl while growing, the star actress said that she was close to her late father who used to treat her like a boy. Her father, a manager of Lagos Country Club, died in an auto crash when she was just twelve years old.
She said, “My father was a different kind of African man. He was very enlightened. He always asked me what I wanted, and encouraged me to speak up. He treated me like a boy.”
Recounting her father’s death, the actress who is often referred to as the Queen of Nollywood said she did not grieve when her father died instead she just bottled everything up inside her. This she said affected her for years.
“I didn’t grieve. When I got home people were telling me that my mother had been crying for days, and that, as the eldest, I had to be strong for her and my brothers. I didn’t know what to do, so I just bottled everything up. It affected me for many years afterwards. I was always very angry.”
Omosexy stated that she later used to play out her repressed grief on camera, using it as an emotional trigger to make herself cry whenever scripts called for it. But this soon created other problems.
“The director would shout, ‘Cut!’ and I’d still be crying. I could bring the tears, but I could not control them. In the end I had to stop using that technique,” she said.
Arthur V. Verrett Jr.
Faith + Dominion and Power Ministries
Faith + Dominion and Power Ministries
Published: Friday, August 30, 2013 at 10:14 a.m.
In today’s religious circles, I have attended hundreds of funerals in my lifetime and have never heard of anyone dying and going to hell.
Apparently, according to the people, everyone that dies say they are going to heaven. Proverbs 16:2 says, “All the ways of a man are clean in his own eyes; but the Lord weigheth the spirits.”
Man must always be conscious and aware that God is the great discerner of our thoughts, intents and motives.
The apostle Paul had to address the church at Corinth because evidently their were some who were professing Christianity as their rule of faith. Nevertheless, they were living lives contrary to the Scriptures. He tells the members that it is a fatal mistake to have a divided allegiance.
The following biblical verses explain God’s criteria for those who qualify for the eternal benefits and blessings of the Lord:
1 Corinthians 6:9-11 says, “Know ye not that the unrighteous shall not inherit the kingdom of God? Be not deceived, neither fornicators, nor idolaters, nor adulteres, nor effeminate, nor abusers of themselves with mankind. Nor thieves, nor covetous, nor drunkers, nor revilers, nor extortioners shall inherir the kingdom of God. And such were some of you, but ye are washed, but ye are sanctified, but ye are justified in the name of the Lord Jesus, and by the Spirit of God.”
Romans 6:1-2 says “What shall we say then. Shall we continue in sin, that grace may abound? God forbid. How shall we that are dead to sin, live any longer therein.”
Sin is an act when men willfully disobey the commandments of God. Sin means to miss the mark. Adam and Eve, the original inhabitants who lived in the Garden of Eden, were given an opportunity to obey or disobey the commandment of God. The biblical account comes from Genesis 2:15-17, which says, “And the Lord God took the man, and put him in the garden to dress it and to keep it. And the Lord God commanded the man, saying, of every tree of the garden thou mayest freely eat. But of the tree of knowledge of good and evil thou shalt not eat of it. For in the day that thou eatest thereof thou shalt surely die.”
God had designed Adam and Eve to live forever had they not violated the integrity of God’s word. God means everything he says. The devil or enemy of God deceived and persuaded Adam and Eve that God did not mean what he said. However, we know now the consequences for not being loyal to God.
The same kind of fate will befall us. They were thrown out of the Garden of Paradise, and eventually some 900 years later, Adam died naturally.
In conclusion, the prophet Ezekiel sums it up this way by declaring in Ezekiel 18:4: “Behold, all souls are mine. As the soul of the father, so also the soul of the son is mine. The soul that sinneth it shall die.”
Jesus says in Revelation 22:12, “And behold, I come quickly; and my reward is with me, to give every man according as his work shall be.”
The Book of Revelation was written to the seven churches in Asia-Minor. Don’t let the Lord come and find you with your work undone.
Bishop Arthur V. Verrett Jr. is pastor of Faith+Dominion and Power Ministries, 129 Samuel St., Houma. He can be reached at 868-2328, 856-0867 or firstname.lastname@example.org. Columns represent the opinions of the writer, not necessarily this newspaper.
Dillish, the Namibian winner of the just concluded Big Brother show tells ’NONYE BEN-NWANKWO about her experience
How do you feel winning the Big Brother show?
I feel great. Winning the money is a great opportunity. It is a lifetime experience in the house. The money is going to change my life. I am so grateful to Africa and to God. It is a perfect feeling.
Did you ever think you would become the winner?
I didn’t think I would become the winner. As you know, they said I was the underdog in the house. I didn’t see myself as the winner, but things changed for me, especially the week I was up for eviction alongside Angelo and Bimp. Africa saved me that week and that was when I realised I might have an impact out there.
You were one of the few housemates that didn’t get into any relationship. Why?
I made up my mind I wasn’t going into any relationship. It was the initial plan. Even before I got in, I made it very clear in the introductory video that I have somebody out there who is very special in my life and I wasn’t looking for love. When I walked into the house the first day, I told them I wasn’t interested in any relationship and they shouldn’t try me. I was already in a relationship of four years and I wasn’t going to give it up for anybody in the house.
Now that you have so much money, won’t it affect your relationship?
It will certainly not affect the relationship. My boyfriend is quite successful. The money is basically for me and my family and my future. It shouldn’t affect my relationship at all.
Who was your greatest rival in the house?
All the housemates were my competitors. They were all strong rivals. At the beginning, Bolt got on my nerves, but somehow, we made peace. I got along with everybody. It was easy connecting with them.
Why did you decide to be part of the BBA?
I have always been a fan of the show. I wanted to be a part of it last year, but something stopped me. This year, a friend got the form and filled it for me. I went for the audition and Big Brother chose me. I think it was my time and my destiny this year. I am so happy that I experienced it and won.
What do you hope to achieve in future?
I am ready for anything. I am thinking of getting into radio or TV or anything that has to do with entertainment. I am just taking it step by step. I am ready to start-up my career in entertainment.
Was there a time you felt like leaving the house?
Oh yes. The first time I got nominated was my lowest moment in the house. I got nominated the second week and I thought I should go and ring the bell and tell Big Brother I wanted to go home. But something spoke to me and I decided to stay back.
How easy was it to survive in the house?
It wasn’t easy at all. In the outside world, we are so used to our mobile phones, to the extent that we even sleep with them. I missed my freedom and being able to watch TV. But in all, it was a good experience.
Lately I’ve been thinking about the simple things leaders do, or fail to do, that have profound impact on their employees’ perception of them, and on their employees’ commitment and productivity.
Then today I was speaking with someone who mentioned how a leader in her organization had recently lost a lot of credibility with his folks. When I got curious, she explained the situation: he had told them last fall that if they worked really hard to get a new product deliverable by a certain date, it would be reflected in their bonuses. They did, and it wasn’t. Now he’s going through the same thing with the 2.0 version of the same product, and his folks are (understandably) much less willing to go above and beyond the call of duty.
Then today I got a press release about an interesting study conducted by Keas, a company that focuses on employee health and wellness. They interviewed over 100 HR professionals in the US on a variety of topics, most of them health and wellness-related. However, the finding that caught my eye (given my recent thinking about what CEOs can do differently), was this question: “In your experience, what are the top three Human Resources mistakes that every CEO makes?” And the top-scoring three responses:
- 64% – CEOs don’t recognize what truly motivates employees
- 41% – CEOs fail to lead by example in key HR initiatives
- 32% – CEOs don’t make company culture a priority
That may sound brutal, but it’s true. Let me offer a couple of examples. This first one is about the dangers of not recognizing what motivates (or un-motivates) employees. Earlier this week a client mentioned that when they moved into a new building recently, employee parking, which had been free in the old building, was going to be about $100/month per person in the new building. The CEO wanted to make everyone pay – he didn’t think it would be a big deal for people. The man I was speaking to, his COO, convinced him that it would be hugely demotivating – that for someone making $30-40,000 a year, $1,200 a year for parking was definitely going to be a big deal. He also pointed out that the overall cost was going to be a wash; the rent in the new building was actually cheaper because parking wasn’t included. He finally convinced the CEO that any savings realized would pale in comparison to the ill-will that would be generated by suddenly springing this added financial burden on his employees, and they decided to subsidize the parking fee, at least for the first year. Because $100/month is barely worth mentioning to the CEO, given his income, he thoughtlessly assumed it wouldn’t matter to his employees. A great example of not understanding what’s important and motivating to employees.
Here’s another example, this one about the negative impact of not making company culture a priority. I’ve watched, with sadness, over the past few years as many of the best people have left one of our client companies. I believe it’s primarily because the CEO refuses to recognize that she has allowed (and in some cases even encouraged) a very toxic workplace culture. Her people are overworked and under-communicated with; they feel pretty continually afraid of being yelled at, frozen out, or fired; they’re asked to work long hours without being acknowledged; they don’t have the tools or training they need to do their work well. Not surprisingly, performance and profitability are suffering. The CEO and board think the problems can be addressed by cutting costs, putting a few new people in key roles and finding new revenue streams: I think they’re doomed to failure.
In both instances, the CEOs actions clearly carry that core message of “you’re not that important to me, employees.” And there’s a simple equation attached to that: if a leader’s people feel that they’re not that important to him or her, then guess what – that leader, and the company, and the company’s success are not going to be that important to them.
So what’s a leader to do? Very simply: start by doing the 3 things those smart HR people in the Keas survey are saying you don’t do:
Recognize what motivates your people. Get curious: Ask. And be willing to hear things that differ from what’s motivating to you, or from what you think ought to be motivating to them. Talk to your HR people, if they’re good and you respect them (and if they aren’t and you don’t…why are they working for you?) about what’s most meaningful to people, and how you can incorporate that into your reward systems.
Support key HR initiatives by example, not just talk. Model the things you expect from others. Period. Here’s what happens when you don’t do this: Let’s say you’ve just put in place a new performance management system, and you introduce it with great enthusiasm – but then never review your own direct reports, or promote and reward them based on your own whims, vs. according to the criteria you’ve established for the rest of the organization. You’re communicating 1) this may be good enough for you people – but I get to live by different rules, and 2) this (and you) are just not that important to me.
Create a strong, positive company culture. Start by finding out what your current culture is. There are lots of good employee survey mechanisms out there you can use to get a sense of what’s going on. Then really take in the information – don’t deny, avoid, or dismiss it. Sit down with trusted advisors and decide a handful of key things you can start doing, stop doing, or do differently as an organization to begin to address the biggest problem areas.
If you consistently do these three things as a leader, people will feel they matter to you, and they’re much more likely to support you in achieving great business results. AND – big bonus – in tough times, they’ll be there to help you and the company make it through.
Check out Erika Andersen’s latest book, Leading So People Will Follow, and discover how to be a followable leader. Booklist called it “a book to read more than once and to consult many times.”
As part of the mandate and target of the Industrial Training Fund (ITF) to create wealth and generate employment opportunities through technical, industrial and entrepreneurship skills development, the training agency of the Federal Government (ITF) is set to graduate 1000 resident youths in Ogun state.
The soon-to-be-graduated 1000 Ogun state resident youths had undergone a three-month entrepreneurship and vocational skills acquisition training under the ITF-National Industrial Skills Development Programme (NISDP) in different trade areas, namely, catering and events decoration, welding and aluminium fabrication, computer maintenance and repairs as well as block moulding.
Speaking exclusively with the BusinessDay in Abeokuta at the weekend, Adeshola Taiwo, the Ogun State Area Manager, disclosed that the Ogun state resident trainees under the NISDP were part of ITF-NISDP vocational and entrepreneurship skills acquisition training scheme for 14 Nigerian states, including Ogun state, saying the scheme was primarily targeted at the reduction of poverty and wealth creation, especially at the grassroots.
Taiwo said that the ITF, through the Industrial Training Fund (ITF) spent N210 million on the training allowances in the 14 States, namely, Ogun, Ondo, Gombe, Enugu, Edo, Borno, Niger, Kaduna, Katsina, Kwara, Kogi, Adamawa, Akwa Ibom and Sokoto states for the three month period of the training, the agency however is more concerned with the competence and quality of trainees.
She explained that the agency, having observed high number of unemployed youths devised the National Industrial Skills Development Programme (NISDP) to bridge employment gap in the country, saying: “the NISDP is primarily a Technical and Vocational Skills Acquisition Programme, but designed to attract resource empowerment for its tainees upon graduation.
“The programme is designed to be executed through a combination of complementary strategies which comprise formal and informal skills acquisition processes. However, in the interim, the informal process is adopted as a “stop-gap” or immediate response strategy to jump start the mopping up of youth unemployment,” she said.
“The training lasts for 3 months in a combination of Trade Areas, including Block Moulding, Welding and Aluminium Fabrication, Computer Maintenance and Repairs, Catering and Event Decoration among other trades,” she concluded.
By; RAZAQ AYINLA
Thursday, 29 August 2013
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