Podcast appearances and mentions of robert house

Randy is the Water Production Manager at G. Robert House Jr. Water Treatment Facility in Suffolk Virginia. Randy and I chat about his time in the industry and how he keeps up with changes in the industry. Attention to detail and Math have been skillsets that have helped him in his career so far. Make sure you listen to the episode and remember to thank your local Public Works Professionals. Become a supporter of this podcast: https://www.spreaker.com/podcast/public-works-podcast--3064636/support.

Aaron Kosminski is one of the more well known suspects in the Whitechapel murders. Some of the major police officials of the era, in fact, were seriously concerned about his potential involvement in the brutal Autumn of Terror slayings. My guest, Robert House, has studied Aaron Kosminski for years, and shares details of his investigation with us. He is the author of "Jack the Ripper and the Case for Scotland Yard's Prime Suspect". The author's Facebook page: https://www.facebook.com/profile.php?id=100051505763425 You can purchase the book here:  https://www.amazon.com/Ripper-Scotland-Yards-Prime-Suspect/dp/0470938994 Learn more about your ad choices. Visit megaphone.fm/adchoices

The goal of the Path-Goal leader is to empower and motivate the follower, so the follower becomes more involved, more active, and more efficient, therefore more productive. Essentially, the role of the Path-Goal leader is to nudge the followers toward improvement. The Path-Goal method is a highly acclaimed theory of Leadership and was developed in 1971 by Robert House. The Path-Goal method says the leader should engage in a behavioral pattern that will complement and compensate for the deficiencies of his follower. This podcast uses the following third-party services for analysis: Chartable - https://chartable.com/privacy Podtrac - https://analytics.podtrac.com/privacy-policy-gdrp

What's up Wastelanders! Episode FOUR of our fallout fan podcast Tapes From The Wastes is here, and in this episode we dive deep into the circuitry and operating systems of RobCo Industries and its mysterious founder Robert House. In this episode we also break down the latest update to Fallout 76, and take a look at the year ahead for the game. Please do subscribe to get episodes straight to your podcast feeds, and do leave a rating / review - it helps us out so much! We'd like to wish everyone a very safe and happy new year, and we'll see you all in January 2021 for Episode 5. Running Order: 00.00 - Episode Intro 05:41 - Lore Part 1 - RobCo and Mr House History 17:34 - RobCo products breakdown 28:25 - Lore Part 2 - Preservation & Post War 35:11 - Journal Reading by Lionheart - Mr House's Obituary 37:45 - Lore Summary 39:40 - Fallout News with Suliore 58:18 - Outro LINKS! Find us on social media, and also here we have other links we recommend you check out! Tapes Twitter: https://twitter.com/TFTWpod Tapes Insta: @tapesfromthewastes KDB Twitter: https://twitter.com/K_D_B_ Suliore Twitter: https://twitter.com/engold08 Nintenfo Podcast Twitter: https://twitter.com/NintenfoP Tamrielic Adventures Twitter: https://twitter.com/TamrielicP The Element Zero Podcast (a new Mass Effect podcast recently launched by this episode's contributor Taylor aka Lionheart) Twitter: https://twitter.com/EezoPod

We welcome Adam Wood to the show for the first part of a two part interview about his book Swanson: The Life and Times of a Victorian Detective. The topics for this first part include Swanson's role in the Whitechapel Murders investigation, the Swanson Marginalia and the identification of a suspect at the Seaside Home. With panelists Robert House, John Malcolm and Tom Wescott www.mangobooks.co.uk

Address by Robert House, Relationships, St. Thomas 2019

We are pleased to welcome Professor Turi King from the Department of Genetics and Genome Biology at the University of Leicester to talk about the 2019 publication of the 'Forensic Investigation of a Shawl Linked to the "Jack the Ripper" Murders by Jari Louhelainen, Ph.D and David Miller, Ph.D in the Journal of Forensic Sciences. Professor King led the famous genome sequencing project on the remains of Richard III and we are very grateful for the time she was able to spend with us discussing this topic. Joining the round table discussion were numerous Ripperologists. Those who questioned the Professor were: Robert House, the author of 'Jack the Ripper and the Case for Scotland Yard's Prime Suspect'. Steve Blomer, researcher and writer. Jon Rees, researcher, writer and lecturer. Brian Young, researcher, writer and lecturer. Hosted by Jonathan Menges Very special thanks to Chris Phillips, Paul Begg, Tom Wescott and John Malcolm.

Summary How do leaders create an environment where people thrive? This week we look at the importance of leadership styles in helping to bring out the best in our people.     Transcript Hello and welcome to episode 28 of the Leadership Today Podcast where each week we tackle one of today’s biggest leadership challenges. This week we’re looking at how leaders create an environment where people thrive, which is building on some of the themes from last week’s episode. When I was 15 my first part time job was at a large retailer. My job title was ‘Customer Service Security’, which sounds pretty impressive, but in practice that meant I was the person who checked bags as people left the store to make sure they hadn’t stolen anything. At that time the retailer had a garden department with its own street entrance, so it wasn’t uncommon for people to come in the main entrance, steal something, then try to make a quick escape through the garden department. Of course they had to get past Customer Service Security first. By any measure, this wasn’t a great job to give to a 15 year old, but it was character building if nothing else. Another of my responsibilities was to help people who were returning goods, checking their receipts and passing them through to a person who could give them a refund. There’s one refund that has stuck in my mind 30 years after the event. A man came into the garden department one Saturday morning carrying what looked like a stick with a black plastic bag on one end. He let me know that he wanted a full cash refund on the item. I looked at the receipt, and what he had originally purchased a full three months earlier was a bare-rooted lemon tree. You see occasionally had specials where we would sell a bunch of young trees with minimal soil around the roots which were then sealed in a plastic bag - which made it much easier than shipping and selling them than putting them in pots. But this guy had bought the bare-rooted lemon tree, taken it home and put it in his garage for a full three months - no sunlight, no water, no nutrients, no space to grow. It didn’t take a horticultural qualification to realise the lemon tree was dead. Amazingly, our generous refund policy meant the man left with a full refund, and we were left wondering what to do with a dead stick in a bag. There are a few important leadership principles wrapped up in this story. The most obvious one is that, as leaders, we need to create an environment where people can thrive. Just like the lemon tree needed to be planted in good soil, with access to sunlight, water and nutrients to thrive, as leaders we need to provide an environment where people can thrive. I’ll talk more about how we can do that shortly. The second equally important principle is that we can’t force people to be motivated and to grow - that comes from within the person themselves. As leaders it’s important to recognise that we can’t directly motivate anyone to do anything. The closest we can get is through demands and threats, which is unfortunately what all too many leaders default to. While that might lead to a short-term lift in performance driven by fear, ultimately the impact is negative on the individual and the organisation. Instead what we’re aiming for is aligned motivation. If someone shows up at your workplace, they’re motivated. As a leader our role is to uncover what specifically motivates that individual, and to help align that with the direction and needs of the organisation. We do that by creating the right environment. In summary - the person owns the motivation, and the leader owns the environment that helps to align that motivation. So how do leaders shape the environment? We shape the environment through the leadership behaviours we demonstrate - the actions we take that build the kind of environment where people can thrive. The concept of leadership styles is not new - the styles I refer to are informed by over 80 years of research by people including Kurt Lewin, Fred Fiedler, Martin Evans, Robert House, James McGregor Burns, Bernard Bass, Paul Hersey and Ken Blanchard. There are four sets of leadership behaviours or leadership styles that are particularly helpful in building a positive environment. The first leadership style is Inspiring. This involves developing a compelling vision for the work that we undertake, communicating that vision, and aligning roles and individuals to the vision. This helps to increase clarity, and it also encourages alignment. People know where we are headed, they know their role, and they can connect their own motivations with that broader purpose. This is like sunlight for the lemon tree - providing energy and a direction to grow. My own research with over 1,000 leaders demonstrated that having a feeling you’re contributing to something meaningful reduced negative stress by 31%, and increased engagement by 74%. It even increased an individual’s likelihood of staying with the organisation by a full 87%. The second leadership style is Developing. Here we’re discussing the skills and capabilities people want to develop, coaching people, providing stretch opportunities, and investing in their development. This ensures people are developing their capability, while we’re also building the capacity of the organisation. This is like watering the lemon tree - encouraging its development. Here my research saw more significant results. Where people felt they were developing in areas important to them, their stress was 26% lower, engagement was up by 60% and again the likelihood of staying was up by 87%. The third leadership style is Connecting. This is where we help connect people with others that can provide support, while we also identify opportunities to work across the organisation, build teamwork, and provide direct support and encouragement. This style helps ensure people have the support they need, while also building collaboration for the organisation. This is like adding nutrients to give that extra boost to the lemon tree. Where people felt their job provided the chance to make meaningful connections, my research showed a 22% reduction in negative stress, with engagement up 57% and likelihood of staying up 68%. The fourth style is Delegating. Here we delegate important work to people, even when it may mean a short term dip in performance. We focus more on accountabilities and outcomes, giving people greater freedom about how they produce results. This provides the individual with authority, while also enabling us to hold them accountable. It’s like giving the lemon tree extra room to grow - putting it in a larger pot, or planting it with plenty of space to spread out. Again my research showed that providing people with autonomy and freedom has a significant impact, with negative work-related stress down 20%, engagement up 52% and likelihood of staying up 55%. There are two other styles that also influence the work environment, but not always in a positive way. Directing is about telling people how to do their work, closely monitoring people, and emphasising the negative consequences of getting things wrong. There are some times when this leadership style is appropriate - it provides task clarity and control. But it does this at the cost of autonomy and personal responsibility. This one is a bit like yelling at the lemon tree - it might make you feel better, but the tree won’t take much notice. The final leadership style is Avoiding. As the name suggests, this is where a person avoids the role of being leader altogether, keeping tasks to themselves, focusing on their own job, and avoiding delegating to people who have let them down. While the individual may be productive, team productivity is likely to be low. It looks a lot like the guy who left the lemon tree in his garage so he could focus on other things. Perhaps that worked well for him, but it didn’t turn out too well for the lemon tree. The really good news is that, like any other behaviour, leadership styles can be developed. A great way to start is to assess your own leadership styles. I’ve developed a great card-sort exercise which I use on leadership programs that helps people to identify their preferred styles. And I also have a Leadership Styles Self-Assessment which I’m providing as a free gift for those who sign up for Leadership Today updates. Just head to the leadership.today website, and sign up on the Connect page and I’ll send you a link. If you’ve already signed up, have no fear - I’ll be emailing you a link shortly. I’ll be interested in how you find the assessment, and I’ll be looking forward to seeing you next week.

An investigation into the man Scotland Yard thought (but couldn't prove) was Jack the Ripper. Dozens of theories have attempted to resolve the mystery of the identity of Jack the Ripper, the world's most famous serial killer. Ripperologist Robert House contends that we may have known the answer all along. The head of Scotland Yard's Criminal Investigation Department at the time of the murders thought Aaron Kozminski was guilty, but he lacked the legal proof to convict him. By exploring Kozminski's life, House builds a strong circumstantial case against him, showing not only that he had means, motive, and opportunity, but also that he fit the general profile of a serial killer as defined by the FBI today. The first book to explore the life of Aaron Kozminski, one of Scotland Yard's top suspects in the quest to identify Jack the Ripper, combines historical research and contemporary criminal profiling techniques to solve one of the most vexing criminal mysteries of all time. The book draws on a decade of research by the author, including trips to Poland and England to uncover Kozminski's past and details of the case. Includes a Foreword by Roy Hazelwood, a former FBI profiler and pioneer of profiling sexual predators. Features dozens of photographs and illustrations. Building a thorough and convincing case that completes the work begun by Scotland Yard more than a century ago, this book is essential reading for anyone who wants to know who really committed Jack the Ripper's heinous and unforgettable crimes. JACK THE RIPPER AND THE CASE FOR SCOTLAND YARD'S PRIME SUSPECT-Robert House

This week we are joined by Robert House of the forums! No eSeamus this week. We get a little bit racist this week! Chaos Trade Shop!Read more →