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Mens Bags Can Be Utilised For All Sorts Of Uses

No modern man in the 21st century looks fit without some sort of bag. The man bag has become something of a fashion accessory in recent times and it has become acceptable for a man to carry his bag round for all sorts of different activities. Some men are even starting to accessorise the outfit they wear with the kind of bag they have or vice versa. There are many different reasons why you would use a bag as shown below:


If you are a member of a local sports club, there is a good chance that you with specialised equipment or clothing for that particular activity. For example it could be a pair of football boots, a table tennis bat or your team’s dedicated strip. Whatever it is, mens bags have the capacity to accommodate such essentials and keep them both secure and protected against damage.


We have all at some point forgotten to take a piece of work into school, college or university and got into trouble over it. Retro bags could make the difference between detention and ‘A’ stars as the beauty of a stylish retro bag will be enough to make you remember everything when you need it, such will be your aesthetical admiration towards it. Most messenger bags can be used to transport binders, books and stationery from home to your educational institution.


We all like to look professional and organised at work and a male bag will help you display authority to others you come across. If you have meetings with potential clients a bag is the ideal solution when you want somewhere to keep essential paperwork, business cards and accessories.

Investing in a bag is a great idea as it is a wonderful accompaniment to many different looks and styles.

Finance Education for Bank and Credit Union Directors: Lending Is a Risky Business

When it comes to director finance education, the differences between banks and credit unions fade away. The message is clear for all directors. Understand the finances of your financial institution well enough to do your job as director.

How would you answer these questions?

  • How do I know what I should know about financial institution finances?
  • How do I know if I know it well enough?
  • How would I demonstrate that I have met my responsibilities in this area?

Duty of Care

All directors of every type of board have a ‘duty of care’ which requires “such care, including reasonable inquiry, as an ordinarily prudent person in a like position would use under similar circumstances.”

The idea of a reasonably prudent person does not provide for a clear-cut definition. At the very least, the director should seek information from reliable sources outside of their financial institution’s management. Bank and Credit Union conferences are a good source for this outside perspective. I recommend each director keep your own records of your continuing education.

Test yourself: The Seven Risks

The regulators do give some guidance. Here is a quick quiz. Before you continue to read this article:

  • List the seven types of risks found in depository institutions that the regulators indicate are essential for a director to understand
  • Define each of the seven in a sentence or two
  • Rate your financial institution on each (poor, fair, good, excellent) and explain why you chose that rating

I’ll tell you the seven risks at the end of this article. Before you check, consider how difficult or easy that quick exercise was. If you are a director, do you need to better understand the risks or how to evaluate your financial institution in the seven areas?

Test yourself: Your Board Packet

When you receive your next board packet, consider the ‘dashboard’ metrics provided. Is there information about capital ratio? Loan growth? Deposit growth? Loan to deposits? I am not suggesting these are the best or the only metrics for your board to monitor, but I am wondering what you are provided.

Then consider:

  • Do you understand how that metric is calculated?
  • Is increasing or decreasing favorable for that metric?
  • If it is changing, is that movement or that direction expected or unexpected?
  • Do you know what the target is? Is there a target?
  • How and why is it important to your financial institution?
  • How and why is it important that the board consider that metric?

Whose ‘Duty of Care’ is it, anyway?

The ‘Duty of Care’ is an individual duty of each director. It is one of the things you cannot delegate to management or to other directors. Three steps toward meeting the duty of care include taking independent action to understand your financial institution’s finances, learning about the risks you are responsible to monitor, and asking questions about the financial information you receive at board meetings.

The Seven Risks

The risks the regulators identify are right here. How did you do?

  1. Credit
  2. Liquidity
  3. Interest rate
  4. Compliance
  5. Strategic
  6. Transaction
  7. Reputation

Learning Must Extend to Performance to Build K.A.S.H. and Sustainable Change for All

Recently, I noticed that another new national initiative has emerged within our communities – Reading is Fundamental. Yes, reading is absolutely fundamental, but reading is not the only way we learn. Howard Gardner in his theory of multiple-intelligences has demonstrated that many human beings learn differently.

Years ago when I was a young child, I observed a distant family member who had an ear for music. As I grew older, I experienced others who had such a gift including my mother-in-law. Both could not read sheet music, however this lack of reading did not impede their performance. Sometimes we hear of individuals who demonstrate performance in the arts without any formalized training. I believe Grandma Moses was one of those individuals.

While we need to embrace reading or literacy for all of our citizens, we should not forget the desired end result. performance is everything because in life learning is fundamental for everyone or what I call the P.I.E. of L.I.F.F.E. I believe it is our continued performance as human beings that has allowed us to grow and evolve into the 21st century.

During the last several years while sharing performance improvement strategies with individuals, educational institutions and businesses, I have come to believe that many of us equate learning with performance. These two words are distinctly unique and most definitely related, but should not be considered or implied as synonyms. When these terms are used interchangeably, I believe this may help to explain the lack of sustainable change.

I would ask you to consider the following two simplified definitions for learning and performance. Learning is the acquisition of knowledge while performance is the application of knowledge. In school, we learn specific knowledge and skills. This learning usually is accompanied by textbooks that we read and why reading is fundamental within our educational structure.

For example, we learn that a simple complete sentence has a subject, verb and object. We also learn that an essay has a beginning, middle and conclusion. Performance is where we apply knowledge such as complete sentences to complete an essay with 3 parts. Unfortunately, application is where many students demonstrate a perceived lack of learning especially with regards to the numerous accountability tools such as state educational exams, IOWA Basic, etc.

To better understand the distinction between learning and performance, I employ a graphic tool called the K.A.S.H. Box for Sustainable Change. For many years, performance and organizational experts identified that knowledge, skills and attitudes (KSA) affect performance.

Several years ago at a national conference, the speaker, David Herdlinger, applied his knowledge and reconstructed KSA into a quadrant. The upper boxes contained the letters K for knowledge and A for attitudes. In the lower left hand box was the letter S for Skills. To complete the quadrant, this creative individual added the letter H for Habits in the lower right hand corner. Hence, the K.A.S.H. Box was born.

The purpose of this K.A.S.H. Box was to show that more often than not poor performance whether organizationally or individually is not only an issue of knowledge and skills, but rather poor attitudes and habits. Yet, individuals and organizations spend most of their resources (energy, time and money) developing knowledge and skills and fail to develop the necessary attitudes and habits for performance success.

I, then, applied my knowledge about what I knew about cash boxes. This resulted in me drawing a rectangle under the quadrant and labeling it the Sustainable Change Drawer. For every cash box has a change drawer and the purpose of this drawer is to hold change. When dollars are spent on the left side of the K.A.S.H. Box without investing dollars on the right side, the money is not reinvested into the business or individual, but is drained away. Hence, a negative return on investment happens. When focusing on both sides of the K.A.S.H. Box, the efforts are reinvested into the change drawer and sustainable change happens.

This simple graphic is now included on my business card and affords me the opportunity to quickly show why the desired results in education and business are not being obtained. In education, for example, enormous resources are spent in reducing absenteeism and other related at risk behaviors. However, most young people past the third grade know that they need to come to school on time and turn in their homework. So the issue is not one of do they know what they need to do, but rather do they want to do what they need to do. Focusing on the acquisition of new knowledge and skills will not build the desire to want to change. Efforts need to be addressed to both sides of the K.A.S.H. Box for Sustainable Change to occur.

When educators truly unite learning and performance, our students and our society will experience incredible sustainable change and a K.A.S.H. Box full of untold riches.