Deadlines Approaching for More than Two Dozen Society Awards

Deadlines Approaching for More than Two Dozen Society Awards Deadlines Approaching for More than Two Dozen Society Awards Deadlines Approaching for More Than Two Dozen Society AwardsThe ASME Honors and Awards Committee will be accepting nominations for 26 Society awards including the Henry R. Worthington Medal and the James N. Landis Medal during the next several weeks.The Henry R. Worthington Medal, which is one of more than 20 ASME awards with a nomination deadline of Feb. 1, is presented for eminent achievement in the field of pumping machinery, systems and concepts, in areas including research, development, design, innovation, management, education or literature. The winner will receive $5,000, a bronze medal and a certificate. Nominations should be emailed to J.A. Bamberger at bambergerjasme.org.Nominations for the James N. Landis Medal, which recognizes outstanding personal performance related to designing, constructing or managing the operation of major steam-powered electri c stations using nuclear or fossil fuels, are also due Feb. 1. Nominees for the award must also have demonstrated personal leadership in humanitarian pursuits, which may include ASME committee activity or section leadership. The winner will receive $7,500, a bronze medal and a certificate. Nominations should be emailed to Jovica Riznic at jovica.rizniccnsc-ccsn.gc.ca.Nineteen additional Society awards also have a nomination deadline of Feb. 1The Barnett-Uzgiris Product Safety plan Award, for significant contributions to the safe design of products through teaching, research and professional accomplishments $1,000, a bronze medal and a certificate mountainuhcl.edu.The Bernard F. Langer Nuclear Codes and Standards Award, for contributions to the nuclear power plant industry $1,000, a crystal oracle and a certificate tomvogan45gmail.com.The Blackall Machine Tool and Gage Award, for contributions to the design or application of machine tools, gages or measuring instruments $1,000 and a plaque Yguoeng.ua.edu.The Burt L. Newkirk Award, for a notable contribution to tribology in research or development by an engineer under 40 who has been an ASME member for at least five years, as established by papers accepted for publication $1,000 and a certificate benyebka.bou-saidinsa-lyon.fr.The Dixy Lee Ray Award, for significant achievements and contributions in environmental protection $1,000, a bronze medal and a certificate unikewiczsasme.org.The George Westinghouse Medals, for eminent achievement in the power field of mechanical engineering $1,500, a vermeil medal and a certificate $1,000, a silver medal and a certificate to an honoree under the age of 45 akguptaumd.edu.The Henry Laurence Gantt Medal, for distinguished achievement in management and for service to the community $1,000, a bronze medal and a certificate Steve.Longsnclavalin.com.The Internal Combustion Engine Award, for eminent achievement or distinguished contributions over a substantial period of time in th e field of internal combustion engines $1,000 and a plaque wagnerrmornl.gov.The Machine Design Award, for eminent achievement in machine design $1,000, a plaque and a certificate mountainuhcl.edu.The Mayo D. Hersey Award, for distinguished contributions to the advancement of the science and engineering of tribology $2,000 and a plaque benyebka.bou-saidinsa-lyon.fr.The Milton C. Shaw Manufacturing Research Medal, for significant fundamental contributions to the science and technology of manufacturing processes $1,500, a bronze medal and a certificate yonghufl.edu.The nanzig DeLoye Fitzroy and Roland V. Fitzroy Medal, for contributions to engineering resulting in breakthroughs in existing technology, leading to new applications or new areas of engineering $3,000, a bronze medal and a certificate mckivorfasme.org.The Old Guard Early Career Award, for outstanding early career engineers who have advanced quickly in their professional careers, have participated in advancing their educatio n, have shown leadership in ASME activities and have volunteered actively in their communities first prize $5,000, paid membership for life and a plaque second and third prize $2,000, paid membership for life and a plaque daa3msn.com.The Per Bruel Gold Medal for Noise Control and Acoustics, for eminent achievement and extraordinary merit in the field of noise control and acoustics $1,000, a vermeil medal and a certificate norrisrutgers.edu.The Prime Movers Committee Award, for outstanding contributions to the literature of thermal electric station practice or equipment $1,000 and a certificate shuffburnsmcd.com.The Rufus Oldenburger Medal, for significant contributions and outstanding achievements in automatic control $2,000, a bronze medal and a certificate tilburyumich.edu.The Ruth and Joel Spira Outstanding Design Educator Award, for furthering engineering design education $1,000, a vermeil medal and a certificate mountainuhcl.edu.The Wilfred C. LaRochelle Conformity Assessment A ward, for distinguished service in the area of Conformity Assessment, including but not limited to, the establishment, advancement and versetzung of ASMEs product and personnel certification and accreditation programs $1,000, a bronze medal and a certificate stevenrrwestinghouse.com.The William T. Ennor Manufacturing Technology Award, for an innovative manufacturing technology that results in substantial benefits for the economy or society $1,000, a vermeil medal and a certificate yguoeng.ua.edu.Nomination packages for five other ASME awards are due Feb. 15The Charles Russ Richards Award, for outstanding achievement in mechanical engineering 20 years or more following graduation $1,000 and a certificate Darryl.Jamesttu.edu.The Gustus L. Larson Memorial Award, for outstanding achievements in mechanical engineering or a related field within 10 to 20 years following graduation $1,000 and a certificate Darryl.Jamesttu.edu.The Nadai Medal, for distinguished contributions to the field of engineering materials $1,000, a bronze medal and a certificate yzhu7ncsu.edu.The Pi Tau Sigma Gold Medal, for outstanding achievement in mechanical engineering within 10 years following graduation $1,000, a gold medal and a certificate Darryl.Jamesttu.edu.The Robert Henry Thurston Lecture Award, for an outstanding leader in pure or applied science or engineering who will present a Society lecture on a subject of broad technical interest to engineers $500, a plaque and a certificate rajolemiss.edu.For more information on these awards and the ASME Honors and Awards Program, visit www.asme.org/about-asme/get-involved/honors-awards, or contact Fran McKivor, ASME Honors and Fellows, at (212) 591-7094 or mckivorfasme.org.

These are the traits the worst managers have in common

These are the traits the worst managers have in commonThese are the traits the worst managers have in commonWe hear all the time about whatgreat leadersshouldbe like.How theyre empatheticHow theyre humble, yet drivenHow theyre transparent, ethical,inspiringBut what about the traits that make forpoorleaders? Ive worked for a variety of editors andCEOs over my career?- ?for leaders who were inspiring and for leaders who were cancerous?- ?and in reflecting on what sort of leader I want to be, now, I draw from those negative experiences just as often as I do the positive ones.Ultimately, I believe we have to know hownotto operate in order to be the most effective versions of ourselves.Here are the most harmful habits and traits I strive to avoid.1. Operating with a lack of trust and transparencyDishonesty is cancerous and difficult to cloak.Which is to say, it poisons morale and makes your employees dislike you. And poisoned morale, of course, disrupts productivity and hinders your compa nys overall capacity for operating effectively.If you think you can keep your kollektiv inspired while being dishonest to them about whats happening behind closed doors, think again.All of your staff?- ?top to bottom?- ?can tell when youre lying to them.In fact, theres rarely a reason not to be entirely transparent with your team, especially at a young, growing company. No matter the situation, your team deserves to understand what sort of logic or procedural mechanisms drive the decision-making processes at your company.Moreover, employees simply appreciate knowing where the company stands?- ?it inspires them. If you are honest, they will want to help shoulder more of the load.2. Only pushing your own ideasGreat leaders seek creative solutions to thorny problems everywhere they look.Ineffective leaders, on the other hand, approach problem-solving processes much more myopically.They suffer from what I call not-invented-here-syndrome. Ive experienced this first hand with some of the larger companies Ive worked for. The managers refused to listen to folks, like me, who were lower on the proverbial totem pole. They didnt realize how toxic this was for morale until they saw the comments in exit interviews.Ultimately, managers and CEOs who dont identify good ideas when theyre presented to them?- ?even from the lowest employee on the team?- ?stunt morale, potential, and, ultimately, their companys bottom line.3. Playing the blame gameNo matter what company youre running, if youre the one running it, the buckhasto stop with you. Youre the one in charge. Unbreakable accountability is a burden you have to bear.As it happens, a certain unwillingness to hold yourself accountable is a surefire sign of a cowardly CEO. The worst leadersneveraccept responsibility for blunders, churned customers, or badeanstalt quarterly reports. Instead, they expend effort lookingforothersto blame.This, simply put, is unproductive, not to mention damaging. As a practice, it disincentivizes e mployees from taking risks or coming up with creative solutions to problems because they fear being the subject of the bosss scorn. In time, they leave such work environments are inherently unsustainable.4. Not listening to your employeesGreat CEOs understand that inspiration can come from every employee on staff.Failing to understand this?- ?or, worse, willfully ignoring it?- ?is an indicator of a defective leader, and certainly of a leader who will never achieve greatness. Discrediting those who work below you simply because theyre technically subordinates is a sign of ignorance, and makes it impossible to build a loyal, engaged, and faithful team.As it happens, a loyal and inspired team is exactly what leaders are charged with cultivating.5. Focusing on the now and short-changing the futureThis trait, in particular, is difficult for modern CEOs to correct. In todays corporate environment?- ?in which positive quarterly reports that please anxious stockholders take precedence above all other goals?- ?it can be seen as sort of anthemic.But great CEOs prioritize and focus on projects and goals which will most benefit the company and are thus based in reality?- ?not corporate hyperbole.Prioritizing short-term goals risks long-term security.6. InconsistencyThis is something Ive battled myself as the President ofBookBaby I have, in the past, been blamed for changing strategic course too often based on shifting market conditions or new opportunities.Unfortunately, making a habit of that makes it difficult to achieve long-term goals. Strategy shifts must always be coordinated and well-thought out?- ?not to mention transparent. The folks working with you should understand the logic informing the decisions youre making, as well as the manner in which youve made them.Moreover, they have to believe that whatever decisions youre making, youre making for the betterment of the company. Its hard to remain confident in a leader who makes key decisions seemingly on a whim.In fact, that sort of behavior only triggers confusion.The central theme to all of these corporate failings is this they erode trust and respect among your employees, and render you less effective as a leader in the long run.At the end of the day, your employees are your troops theyre looking to be led. They need commanders they can depend on.But in order to be that leader, you need to work consciously on developing the right sort of habits. Often, that starts with understanding hownotto operate.This article was originally published on Quora.com.

5 Ways to Improve Your Career in Your 20s - The Muse

5 Ways to Improve Your Career in Your 20s - The Muse5 Ways to Improve Your Career in Your 20sThe day has come. I have officially reached that point in my career at which I can reflect back and say, Ah, yes. Im so glad I did that when I was 25. It sure is paying off now. And on the flip side of this very coin, Im also at the Oh, man. Why did I not consider that 15 years ago? stage of life.While there is plenty that one does not need to have all figured out in the early career years, there are a few things that every 20-something professional should get a handle on sooner, not later. Why? Because they may very well lead to big-time dividends by the time you hit your 40s (trussst me.)1. Be Less Afraid to Approach MentorsMost early career professionals Ive worked with are somewhere between pensive and paralyzed when I suggest approaching a later-stage professional about mentorship. Stop that nonsense. Many seasoned (and successful) professionals welcome invitations to share their experti se. Most of the time, theyre flattered to be asked because they remember being in your shoes once upon a time.The best people to approach are those doing what you want to be doing in 10-15 years, and doing it well. You can learn so much from the people who have already trod down the path upon which youre embarking. leid to mention, they may be super helpful when it comes to opening doors.2. Establish Yourself as a Thought Leader, Early OnThink you couldnt possibly be viewed as any kind of authority on that thing you do professionally? Think again. As you build expertise, you will benefit (enormously) if you begin a regular habit of making people aware of your passion for and knowledge of your particular field. Thanks to social media, you have a bunch of relevant platforms (especially LinkedIn) through which you can post articles, pose questions, and share news about what youre doing. Or, consider launching your own personal blog.Staying top of mind is half the battle for all of us a s professionals. Start early, and stay on peoples radar as one who knows your stuff and loves what you do. Why? Because people just might think of you first when great opportunities related to your area of expertise come their way.3. Make Sacrifices and Take Risks While You Have FreedomThis is one of those things people warned me about, and I didnt listen. And now, I wish I had. Often, when youre in your 20s, you have relatively few responsibilities and obligations. Yes, of course. You have rent (or a mortgage) and bills to pay, but many dont have spouses and children (and dogs, and aging parents, and lacrosse games, and track meets, and) to factor in when it comes to taking a big career gamble, or working endless hours, or making other lofty sacrifices. You also have tons of runway left front of you, so if you err in your risk-taking, theres plenty of time for a mulligan.Im not suggesting that you be reckless or ridiculous here. Be thoughtful, for sure. But these are absolutely gre at years to be a risk-taker with your career. It could really pay off by the time you reach your 40s.4. Take Advantage of Company-Paid TrainingThis one is huge. If you work for a company that pays for training or certifications, grab at this opportunity. I mean GRAB at it. Ongoing learning is vital for every professionals growth. So if someone is offering to foot the bill? For heavens sake- run with it. Not sure what training might be beneficial for you down the road? Do this Review a handful of job postings for roles one or two notches up the food chain from where youre at right now. Take a look at the required and preferred skills. If you see any skills, certifications, or credentials called for that you dont have? These are likely the very classes you should consider first.5. Stay in Touch With People Along the WayI cant tell you how many times people from my past jobs have looped around and become my mentors, confidants, clients, and allies over the years. Its literally dozens. I have recruiting clients today who hired me because we worked together 15 years ago. I just did the resume of a former co-workers son. I booked a substantial outplacement project through a former boss, who now works at a firm that was going through a reduction in force. Had you told me 15 years ago how valuable my colleagues from years past would be, I suspect I would not have believed you. Fortunately, I still stayed in reasonable touch with my peers and supervisors (thank you, LinkedIn), and today its paying off handsomely. It just may for you, too.When youre early on in your career, trying to figure out which seeds to plant (and when) can be confusing and overwhelming. For some, it may also feel so far out that these foundational moves couldnt possibly matter. But as both a long-time career strategist and a 40-something professional, Ill tell you straight up Deliberate, strategic moves today can (and very likely will) put you well ahead of the pack in the long run.And the view f rom the front? Its pretty much always nicer than the rear.