These Days Are Good
Paradoxically, U.S. capacity-building efforts infantilized rather than empowered our allies, especially the European and Arab states, creating a level of dependency that, at least until very recently, stifled independence. The Obama administration, like its predecessors, urged these countries to develop capacity but simultaneously signaled to them that America would ultimately defend them when they got into trouble.
These days are good
The U.S. government often compounded this problem by demanding little accountability and results for actually developing combat effectiveness. Instead of linking U.S. military assistance to Arab states meeting certain benchmarks on readiness, inter-operability, logistics, and command and control improvements, the United States squandered leverage by treating these sales largely as commercial transactions. And by not offering incentives or imposing disincentives for poor performance, the United States violated the cardinal rule of how to stop free riding. Finally, the U.S. government often had overly ambitious goals and neglected a simple lesson: In dealing with corrupt and repressive governments and fragmented societies, all the money, training, and equipment in the world cannot buy the will to fight, military professionalism, leadership, and morale.
The Obama administration has, since at least 2011, been involved in fairly discreet efforts to change these dynamics. In Libya, Mali, and Yemen, it has sought to take away the safety net and to encourage, even force, U.S. allies to take on greater responsibility. For many critics of the Obama administration this amounts to a failure of American leadership or even abandonment of erstwhile partners to their regional foes.
Steele's indisputable enthusiasm for his work proved infectious. He coached 12 hungry newcomers through his first-ever Songwriting Boot Camp held in Nashville Sept. 22-24. The attendees were hand-selected from hundreds of applicants and worked through an intense three-day, two-night writing seminar closely guided by Steele. For Jeffrey, the goal was simple: "We hope these writers leave challenged with a new perspective on the craft and grow into better writers as a result of their experiences," he shared.
Majorities of workers who quit a job in 2021 say low pay (63%), no opportunities for advancement (63%) and feeling disrespected at work (57%) were reasons why they quit, according to the Feb. 7-13 survey. At least a third say each of these were major reasons why they left.
Roughly half say child care issues were a reason they quit a job (48% among those with a child younger than 18 in the household). A similar share point to a lack of flexibility to choose when they put in their hours (45%) or not having good benefits such as health insurance and paid time off (43%). Roughly a quarter say each of these was a major reason.
For the most part, workers who quit a job last year and are now employed somewhere else see their current work situation as an improvement over their most recent job. At least half of these workers say that compared with their last job, they are now earning more money (56%), have more opportunities for advancement (53%), have an easier time balancing work and family responsibilities (53%) and have more flexibility to choose when they put in their work hours (50%).
If Jesus died on Friday and rose on Sunday, how do we understand three days?Christians celebrate the saving events of Jesus Christ's suffering, death and resurrection over a period we call the Great Three Days, (Triduum in Latin). The gospels all attest that Jesus rose from the dead early on the first day of the week.
Two other types of inner work life triggers also occur frequently on best days: Catalysts, actions that directly support work, including help from a person or group, and nourishers, events such as shows of respect and words of encouragement. Each has an opposite: Inhibitors, actions that fail to support or actively hinder work, and toxins, discouraging or undermining events. Whereas catalysts and inhibitors are directed at the project, nourishers and toxins are directed at the person. Like setbacks, inhibitors and toxins are rare on days of great inner work life.
When we analyzed all 12,000 daily surveys filled out by our participants, we discovered that progress and setbacks influence all three aspects of inner work life. On days when they made progress, our participants reported more positive emotions. They not only were in a more upbeat mood in general but also expressed more joy, warmth, and pride. When they suffered setbacks, they experienced more frustration, fear, and sadness.
Perceptions differed in many ways, too. On progress days, people perceived significantly more positive challenge in their work. They saw their teams as more mutually supportive and reported more positive interactions between the teams and their supervisors. On a number of dimensions, perceptions suffered when people encountered setbacks. They found less positive challenge in the work, felt that they had less freedom in carrying it out, and reported that they had insufficient resources. On setback days, participants perceived both their teams and their supervisors as less supportive.
Near the end of each workday, use this checklist to review the day and plan your managerial actions for the next day. After a few days, you will be able to identify issues by scanning the boldface words. First, focus on progress and setbacks and think about specific events (catalysts, nourishers, inhibitors, and toxins) that contributed to them. Next, consider any clear inner-work-life clues and what further information they provide about progress and other events. Finally, prioritize for action. The action plan for the next day is the most important part of your daily review: What is the one thing you can do to best facilitate progress?
Good Old Days Foods began with the idea and purpose of preserving the nostalgia and tastes of farm kitchens of days past. Today, that tradition continues through each of the products that we provide.
Fortunately, you live in more civilized times. Nowadays, when you want to know something and have access to the Internet, you can Google it, which will probably lead you to a Wikipedia article. Depending on the subject, you might subsequently find an online article, blog, or forum dedicated to the subject that will suggest further directions for investigation or provide an opportunity for you to shoot off questions to helpful strangers. And you can do all of this without ever leaving your room.
During my sophomore year, something very exciting happened in the world of mathematics. A group of UC Berkeley graduate students and postdocs started a website called MathOverflow (MO) as part of StackExchange 1.0 (SE 1.0). A basic problem in mathematical research is that a question will come up which is probably not difficult, but which lies outside of your area of expertise. If you knew someone in the appropriate area in your department, you could ask them, but if you didn't, or if that didn't work, it might take months to figure out the answer on your own. MO is at least in part for asking these kinds of questions: post your question on MO and an expert will probably find it and post an answer that makes everything clear. The general idea is to harness cognitive surplus to accelerate the rate of mathematical research.
math.StackExchange (math.SE), on the other hand, began as part of StackExchange 2.0 as a general-purpose Q&A site for mathematical questions at all levels. Around this time, I had stopped posting on AoPS, and math.SE became my new place for answering rather than asking questions. At least for my purposes, math.SE is a major improvement over AoPS for several reasons. First, it draws from a much wider audience (such as people from other SE sites) of people curious about math but lacking a good resource for addressing their questions, and these people sometimes ask much more interesting questions than anyone would ever ask on AoPS. Second, for reasons that I don't completely understand, SE sites are very visible on Google, so answering a question well on math.SE makes the answer available to a potentially large audience of future questioners curious about the same thing on Google. Finally, math.SE was boosted from the beginning by an influx of users from MO, mostly professional mathematicians, and it is very interesting to see their answers to even relatively elementary questions.
A low DSI suggests that a firm is able to efficiently convert its inventories into sales. This is considered to be beneficial to a company's margins and bottom line, and so a lower DSI is preferred to a higher one. A very low DSI, however, can indicate that a company does not have enough inventory stock to meet demand, which could be viewed as suboptimal."}},"@type": "Question","name": "How Do You Interpret Days Sales of Inventory?","acceptedAnswer": "@type": "Answer","text": "DSI estimates how many days it takes on average to completely sell a company's current inventories.","@type": "Question","name": "What Is a Good Days Sale of Inventory Number?","acceptedAnswer": "@type": "Answer","text": "In order to efficiently manage inventories and balance idle stock with being understocked, many experts agree that a good DSI is somewhere between 30 and 60 days. This, of course, will vary by industry, company size, and other factors."]}]}] EducationGeneralDictionaryEconomicsCorporate FinanceRoth IRAStocksMutual FundsETFs401(k)Investing/TradingInvesting EssentialsFundamental AnalysisPortfolio ManagementTrading EssentialsTechnical AnalysisRisk ManagementNewsCompany NewsMarkets NewsCryptocurrency NewsPersonal Finance NewsEconomic NewsGovernment NewsSimulatorYour MoneyPersonal FinanceWealth ManagementBudgeting/SavingBankingCredit CardsHome OwnershipRetirement PlanningTaxesInsuranceReviews & RatingsBest Online BrokersBest Savings AccountsBest Home WarrantiesBest Credit CardsBest Personal LoansBest Student LoansBest Life InsuranceBest Auto InsuranceAdvisorsYour PracticePractice ManagementFinancial Advisor CareersInvestopedia 100Wealth ManagementPortfolio ConstructionFinancial PlanningAcademyPopular CoursesInvesting for BeginnersBecome a Day TraderTrading for BeginnersTechnical AnalysisCourses by TopicAll CoursesTrading CoursesInvesting CoursesFinancial Professional CoursesSubmitTable of ContentsExpandTable of ContentsWhat Is Days Sales of Inventory?Formula and CalculationWhat DSI Tells YouSpecial ConsiderationsDSI vs. Inventory TurnoverWhy the DSI MattersExampleDays Sales of Inventory FAQsCorporate FinanceFinancial StatementsDays Sales of Inventory (DSI): Definition, Formula, ImportanceByAdam Hayes Full Bio LinkedIn Twitter Adam Hayes, Ph.D., CFA, is a financial writer with 15+ years Wall Street experience as a derivatives trader. Besides his extensive derivative trading expertise, Adam is an expert in economics and behavioral finance. Adam received his master's in economics from The New School for Social Research and his Ph.D. from the University of Wisconsin-Madison in sociology. He is a CFA charterholder as well as holding FINRA Series 7, 55 & 63 licenses. He currently researches and teaches economic sociology and the social studies of finance at the Hebrew University in Jerusalem.