🔂 The truth about those police videos

This video clip potentially links Biden to a direct US military confrontation with Russia. [WSW Logo]( [devider] Below is an important message from one of our highly valued sponsors. Please read it carefully as they have some special information to share with you. [devider] Joseph Robinette Biden Jr. (/ˈbaɪdən/ (listen) BY-dən; born November 20, 1942) is an American politician who is the 46th and current president of the United States. A member of the Democratic Party, he previously served as the 47th vice president from 2009 to 2017 under President Barack Obama and represented Delaware in the United States Senate from 1973 to 2009. Born in Scranton, Pennsylvania, Biden moved with his family to Delaware in 1953. He studied at the University of Delaware before earning his law degree from Syracuse University. He was elected to the New Castle County Council in 1970 and became the sixth-youngest senator in U.S. history after he was elected in 1972, at age 29. Biden was the chair or ranking member of the Senate Foreign Relations Committee for 12 years. He chaired the Senate Judiciary Committee from 1987 to 1995; drafted and led the effort to pass the Violent Crime Control and Law Enforcement Act and the Violence Against Women Act; and oversaw six U.S. Supreme Court confirmation hearings, including the contentious hearings for Robert Bork and Clarence Thomas. Biden ran unsuccessfully for the Democratic presidential nomination in 1988 and 2008. Barack Obama chose Biden as his running mate in the 2008 and 2012 presidential elections. Biden was a close counselor to Obama during his two terms as Obama's vice president. In the 2020 presidential election, Biden and his running mate, Kamala Harris, defeated incumbents Donald Trump and Mike Pence. On January 20, 2021, at the age of 78, Biden became the oldest president in U.S. history, the first to have a female vice president, and the first from Delaware. As president, he has addressed the COVID-19 pandemic and subsequent recession. He signed the American Rescue Plan Act, the bipartisan Infrastructure Investment and Jobs Act, the Inflation Reduction Act, the CHIPS and Science Act, and the Respect for Marriage Act, which codified protections for same-sex marriage and repealed the Defense of Marriage Act. He appointed Ketanji Brown Jackson to the Supreme Court. In foreign policy, Biden restored America's membership in the Paris Agreement on climate change. He oversaw the withdrawal of U.S. troops from Afghanistan that had been negotiated and begun under the previous administration, ending the war in Afghanistan, during which the Afghan government collapsed and the Taliban seized control. He signed AUKUS, a security pact, together with Australia and the United Kingdom. He responded to the Russian invasion of Ukraine by imposing sanctions on Russia and authorizing foreign aid and weapons shipments to Ukraine. On April 25, 2023, Biden announced his intention to run for a second term as president in 2024. Early life (1942–1965) Main article: Early life and career of Joe Biden Photo of a young Joe Biden smiling at the camera Biden at Archmere Academy in the late 1950s Joseph Robinette Biden Jr. was born on November 20, 1942,[1] at St. Mary's Hospital in Scranton, Pennsylvania,[2] to Catherine Eugenia "Jean" Biden (née Finnegan) and Joseph Robinette Biden Sr.[3][4] The oldest child in a Catholic family, he has a sister, Valerie, and two brothers, Francis and James.[5] Jean was of Irish descent,[6][7][8] while Joseph Sr. had English, Irish, and French Huguenot ancestry.[9][10][8] Biden's paternal line has been traced to stonemason William Biden, who was born in 1789 in Westbourne, England, and emigrated to Maryland in the United States by 1820.[11] Biden's father had been wealthy and the family purchased a home in the affluent Long Island suburb of Garden City in the fall of 1946,[12] but he suffered business setbacks around the time Biden was seven years old,[13][14][15] and for several years the family lived with Biden's maternal grandparents in Scranton.[16] Scranton fell into economic decline during the 1950s and Biden's father could not find steady work.[17] Beginning in 1953 when Biden was ten,[18] the family lived in an apartment in Claymont, Delaware, before moving to a house in nearby Mayfield.[19][20][14][16] Biden Sr. later became a successful used-car salesman, maintaining the family in a middle-class lifestyle.[16][17][21] At Archmere Academy in Claymont,[22] Biden played baseball and was a standout halfback and wide receiver on the high school football team.[16][23] Though a poor student, he was class president in his junior and senior years.[24][25] He graduated in 1961.[24] At the University of Delaware in Newark, Biden briefly played freshman football,[26][27] and, as an unexceptional student,[28] earned a Bachelor of Arts degree in 1965 with a double major in history and political science.[29][30] Biden has a stutter, which has improved since his early twenties.[31] Biden has described his efforts to reduce it by reciting poetry before a mirror.[25][32] Marriages, law school, and early career (1966–1973) Main article: Early career of Joe Biden See also: Family of Joe Biden On August 27, 1966, Biden married Neilia Hunter (1942–1972), a student at Syracuse University,[29] after overcoming her parents' reluctance for her to wed a Roman Catholic. Their wedding was held in a Catholic church in Skaneateles, New York.[33] They had three children: Joseph R. "Beau" Biden III (1969–2015), Robert Hunter Biden (born 1970), and Naomi Christina "Amy" Biden (1971–1972).[29] refer to caption Biden in the Syracuse 1968 yearbook In 1968, Biden earned a Juris Doctor from Syracuse University College of Law, ranked 76th in his class of 85, after failing a course due to an acknowledged "mistake" when he plagiarized a law review article for a paper he wrote in his first year at law school.[28] He was admitted to the Delaware bar in 1969.[1] In 1968, Biden clerked at a Wilmington law firm headed by prominent local Republican William Prickett and, he later said, "thought of myself as a Republican".[34][35] He disliked incumbent Democratic Delaware governor Charles L. Terry's conservative racial politics and supported a more liberal Republican, Russell W. Peterson, who defeated Terry in 1968.[34] Biden was recruited by local Republicans but registered as an Independent because of his distaste for Republican presidential candidate Richard Nixon.[34] In 1969, Biden practiced law, first as a public defender and then at a firm headed by a locally active Democrat[36][34] who named him to the Democratic Forum, a group trying to reform and revitalize the state party;[37] Biden subsequently reregistered as a Democrat.[34] He and another attorney also formed a law firm.[36] Corporate law did not appeal to him, and criminal law did not pay well.[16] He supplemented his income by managing properties.[38] In 1970, Biden ran for the 4th district seat on the New Castle County Council on a liberal platform that included support for public housing in the suburbs.[39][40] The seat had been held by Republican Henry R. Folsom, who was running in the 5th District following a reapportionment of council districts.[41][42][43] Biden won the general election by defeating Republican Lawrence T. Messick, and took office on January 5, 1971.[44][45] He served until January 1, 1973, and was succeeded by Democrat Francis R. Swift.[46][47] During his time on the county council, Biden opposed large highway projects, which he argued might disrupt Wilmington neighborhoods.[47] Biden had not openly supported or opposed the Vietnam War until he ran for Senate and opposed Richard Nixon's conduct of the war.[48] While studying at the University of Delaware and Syracuse University, Biden obtained five student draft deferments, at a time when most draftees were sent to the war. In 1968, based on a physical examination, he was given a conditional medical deferment; in 2008, a spokesperson for Biden said his having had "asthma as a teenager" was the reason for the deferment.[49] Dear patriotic American, While liberals are going bananas over police videos… They’re praying you don’t see [this humiliating Biden video…]( Because Calamity Joe has now put far more American lives at risk. [This video clip]( potentially links Biden to a direct US military confrontation with Russia. A new presentation was released by a patriotic former CIA and Pentagon advisor… Who believes every American deserves to see the disturbing truth. While it’s still available, [go here now to see Biden’s humiliation.]( Regards, Matt Insley, Publisher, Paradigm Press P.S. This former CIA advisor predicts Biden’s blunder means Americans will face fuel shortages, widespread blackouts, empty grocery shelves, $1000 energy bills, drained retirement accounts… and a nationwide crime wave. [See his full warning here.]( Micromanagement has always existed. But remote work has birthed a new swathe of helicopter bosses, and workers are suffering. R Rarely does an hour go by without Alison, a software engineer, hearing from her line manager. “If she sees my Slack status has been switched to ‘away’, then I can bet within the next half an hour there’ll be an email in my inbox checking how I’m getting on with a project,” says the 24-year-old, based in Bristol, UK. “We’re all required to attend a morning meeting every day where we’re asked for updates on what we’re working on – even though they’re often long-term pieces of work that hardly change from one day to the next.” The micromanagement wasn’t nearly so bad when the team were based in a physical office, says Alison. But since the pandemic, the healthcare provider she works for took the decision to turn many of its technical roles permanently remote. “Even though we were busier than ever during Covid-19, which is when we went remote for the first time, my manager doesn’t seem to believe any of us are capable of getting our work done without her constant input. It’s infuriating.” Micromanagement isn’t a new phenomenon, of course; there have always been bosses who keep close tabs on their staff. But as the increase in workers performing their roles remotely has fuelled insecurities in some managers, experts say the pandemic has birthed a new swathe of remote helicopter bosses: think helicopter parents, who hover over their children and constantly monitor them, but for the workplace. A July 2020 study in the Harvard Business Review, which surveyed more than 1,200 people across 24 different countries, showed that a fifth of remote workers felt their supervisor was constantly evaluating their work, and one-third agreed their supervisors “expressed a lack of confidence in their work skills”. They weren’t imagining things: the same study showed 38% of managers felt workers simply weren’t as productive at home, and 40% had low confidence in their ability to manage remotely. Even now, many managers are struggling to lead remote teams using the traditional tools they once relied on. These remote micromanagers bombard staff with constant check-ins and calls, unnecessary Zoom meetings or overly detailed instructions. And experts say it’s doing significant damage to their employees. Remote workers who feel micromanaged by their boss are less engaged, less motivated and less capable than ever before. Remote micromanagers have driven some employees to go to great lengths to keep their status lights as 'active' (Credit: Getty Images) Remote micromanagers have driven some employees to go to great lengths to keep their status lights as 'active' (Credit: Getty Images) ‘We all want control’ Two leadership styles have increased since the switch to remote work, explains Katleen De Stobbeleir, professor of leadership and coaching at Vlerick Business School, Belgium. Neither, unfortunately, is positive. In one style, managers disconnect or even forget about their staff working from home, leading workers to feel isolated or alienated; the other style is the polar opposite: micromanagers. “They’re constantly checking up on employees, and even pushing them to come back to the office,” says De Stobbeleir. They may book endless video conferences, insist on being included on every email or deliver ultra-prescriptive project briefs that give no room for creativity or independence. There are clear reasons for the increase in this type of overzealous supervision, believes Arielle Sadan, a New York City-based executive and leadership coach. “Micromanagement has always been an issue that’s primarily rooted in a lack of trust between a manager and their team,” she says. “When we’re in a remote environment, and a manager doesn’t have direct physical oversight of what their employees are doing, then that mistrust gets amplified,” she says. “We all want control, and for managers that aren’t able to see their employees, that can feel like an even more acute need.” The spike in reliance on digital platforms and tools can make it easier for managers to peek over an employee’s virtual shoulder, too. Status indicators that show whether employees are in front of their computers can become a crutch for micromanagers, for instance. And for some employers, remote micromanagement goes one step further with the implementation of worker surveillance methods. A July 2022 survey from market-intelligence firm International Data Corporation showed about 68% of North American employers with at least 500 employees use some form of employee-monitoring software. Another September 2021 survey of 1,250 US employers from Digital.com showed that of those who said they used monitoring software, nearly 90% of them fired workers as a result. We all want control, and for managers that aren’t able to see their employees, that can feel like an even more acute need – Arielle Sadan Workers are feeling pressure. Alison says she’s ended up searching for ways to keep her Slack status as ‘active’ while she takes a coffee break, for instance, just to keep her boss off her back. Some employees are even investing in tools such as ‘mouse jigglers’, which keep their statuses active, in order to avoid productivity tracking. Less engaged, less capable Of course, micromanagement isn’t always malicious by nature – De Stobbeleir underscores that some of these helicopter bosses are simply trying to reach out regularly to ensure a remote worker feels supported and connected. Similarly, most people like a little bit of structure and oversight from their manager, says Sadan (though the amount of “handholding” each employee needs certainly differs, especially among age and seniority, she points out). Yet regardless of a manager’s intention, experts say results of micromanagement are nearly always negative – for everyone. Attrition is, of course, a major concern – something particularly worrying to firms right now, as they’re still struggling to retain staff, in an ongoing swell of worker quits. “Micromanagement is a behaviour born out of bad management to a certain extent, and lack of wanting to relinquish control,” says Mark Williams, managing director for EMEA at WorkJam, which develops digital tools to improve productivity, and regularly works with companies whose staff accuse them of micromanagement. The consequence is that “the employee feels undervalued, that their ideas and thoughts are not taken seriously. They become disconnected from the company and the brand”. In an era of remote work, this becomes amplified, as employees are already physically disconnected from a company and colleagues, and micromanagement only increases this sense of disengagement. Hovering bosses can stunt their employees' growth both in the short- and long term, keeping them from developing key skills to grow (Credit: Getty Images) Hovering bosses can stunt their employees' growth both in the short- and long term, keeping them from developing key skills to grow (Credit: Getty Images) Ultimately, this can result in an uptick in resignations. Micromanagement is easier to navigate in an in-person setting, explains Sadan, as there are less intrusive ways for managers to keep an eye on a project’s progress, such as strolling over for a quick chat which could be “interpreted as just being very supportive”. But in a remote setting, where micromanagement takes the form of constant emails or calls, the impact on relationships can be more significant. It creates “more frustrations and more anxiety in employees, and less motivation,” she says. “Ultimately, you'll see … disengagement and eventually people will leave.” But there are also longer-term effects that can follow employees throughout their careers. When workers stick it out in micromanagerial organisations, say experts, they’re less likely to end up capable in the long run. Micromanaged employees can end up without the initiative to carry out tasks independently, step outside their comfort zones and develop resilience in the face of adversity, explains Sadan. “An employee that doesn't learn the skills of being creative, to think critically and have the confidence to try something out will only want to do what feels comfortable,” she says. “So, their growth in the organisation is going to be more stunted.” Micromanagers themselves end up with a big increase in their workload, too, points out De Stobbeleir. “Very often we see these leaders are very stressed, and very often feel they're doing work that others should be doing. As a result, they're not focused enough on strategy as they're stuck in operations, rather than thinking in the long term – which is very important in turbulent times.” Learning to trust As remote work has changed the workplace, this shift has left managers scrambling find new ways of interacting with their teams, such as how to assess good performance when they can’t physically see work happening in front of them. It’s a learning curve, says De Stobbeleir – and although the effects of micromanagement can be detrimental for workers, managers may also be struggling and coping in the best way they know how right now. On the upside, De Stobbeleir believes as remote and hybrid work becomes the norm, helicopter bosses will likely settle down as they learn how to develop more trust with employees based off-site. Alison is hoping that’s the case. In the meantime, she’s attending the daily Zoom meetings and responding to the constant emails as politely as she can. She’s keeping up hope that, at some point, her manager will realise she’s more than capable of doing her job without constantly hovering over her shoulder. For now, it’s a waiting game. [devider] [WSW footer logo]( [devider] You are receiving this e-mail because you have expressed an interest in the Financial Education niche on one of our landing pages or sign-up forms on our website. If you {EMAIL} received this e-mail in error and would like to report spam, simply send an email to support@wallstreetwizardry.com. You’ll receive a response within 24 hours. Email sent by Finance and Investing Traffic, LLC, owner and operator of Wall Street Wizardry. This ad is sent on behalf of Paradigm Press, LLC, at 808 St. Paul Street, Baltimore MD 21202. If you're not interested in this opportunity from Paradigm Press, LLC, please [click here]( to remove your email from these offers. This offer is brought to you by Wall Street Wizardry. 221 W 9th St # Wilmington, DE 19801. 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