2014 Remembrance Day in Papua New Guinea: 23 July, 2014

Remembrance Day in Papua New Guinea (PNG) is observed every July 23rd to remember the members of the nation's armed forces who participated during World War One, World War Two, and in general peacekeeping and law and order engagements within PNG and abroad.

The history of Papua New Guinea's armed forces began during its colonial era of the late 1800's when the nation was split into two protectorates: British Papua and German New Guinea.

Local militias were formed to maintain law and order among the native population within the colonial administrations. Records of native Papua New Guineans who served during World War One are extremely few. However, records of European settlers can be found in national memorials and war cemeteries, especially the Bita Paka Cemetery in Rabaul, East New Britain Province.

World War Two had a huge and devastating impact on the territories following the end of World War One that after which had become British-Australian Protectorates but remained separate as the Territory of Papua and the Territory of New Guinea.
Local militias especially the Royal Papuan Constabulary (RPC) and the Papuan Infantry Battalion (PIB) made up of settlers and natives were formed to not only maintain law and order but to prepare for the threat of World War Two that was now encroaching on the Pacific.

The famous World War Two campaigns that took place in Papua New Guinea were the Kokoda Campaign, the Battle of Rabaul, the Battle of Milne Bay, the Salamaua-Lae Campaign and the Admiralty Campaign - all of which left a devastating effect on the population - natives and settlers.

Following the World Wars many Papua New Guineans served in the Vietnam War and in the civil war on Bougainville, as well as other peacekeeping missions around the world.
Initially, Papua New Guineans held Remembrance Services of their fallen soldiers during ANZAC Day, April 25th - however the government wanted especial recognition of its own native soldiers and therefore set aside July 23rd as a national day to commemorate their soldiers.

ANZAC Day is still observed in Papua New Guinea but it is no longer a national day.  Major services are held at the Bomana War Cemetery near Port Moresby, at the Alotau Memorial in Milne Bay Province and at Bita Paka Memorial and War Cemetery in East New Britain.
In 2014, the main Remembrance Day service will be held on Wednesday, 23rd July at the Remembrance Park along Healy Road on the Ela Beach Esplanade at 7:00am.

How does an Antivirus detect Viruses?

How Does Anti virus detects viruses?

I hope you know what is computer Anti Virus. But you may not know how the anti virus works. Here i am sharing how the antivirus software works.

What you know about Anti Virus software?

Antivirus software gives protection against the viruses and Malware. Antivirus can detect the malicious software ,then delete or put it in quarantine.

The process behind the Anti Virus

The Antivirus follows two methods to detect the malicious software. They are

Virus Dictionary Based Detection

Suspicious Activity Detection

Virus Dictionary Based Detection

In this method, Antivirus manage a dictionary file which has the identified virus signatures. Whenever an executable is running, antivirus will check the executable file source code with the dictionary. If the source code match with any virus signature, then antivirus will immediately inform you that the virus is found.
Antivirus will check the executable file whenever file is opened or created or emailed or downloading.

Example:

Let us assume the malicious code is "11010011" and this code is in dictionary file. If any executable file runs with the above malicious code, the antivirus immediately block and alerts the user.

Day to day the hackers can create new viruses, the source code of virus will vary. The antivirus can not detect the virus with old Signature of viruses. You have to update the virus signature so that it can detect new viruses.

Drawback of this Method

Hackers found a hacking trick to bypass this security method, The Crypter. Yes, hackers can encrypt the source code into different source code such that it will look like safest source code. So if the antivirus checks for the source code, it won't find the malicious code (because it is another form). (I will give detailed explanation about the crypter in my next post.). The drawback can be solved by including the crypted malicious code to dictionary file.

Suspicious Activity Detection

The suspicious activity detection method is more effective than the Dictionary based approach. It can detect even a new virus. Antivirus observes the behavior of the executable file. If the executable file does any illegal process or create any executable file, the antivirus will block the executable file and alert the user .

Drawback

It is annoying process. The accuracy is less so it may detect any safe executable file as virus.

My Leadership Lesson in Humility and What I am going to do about it.

When it comes to leadership, there are no half measures. However, for the past six months, that is exactly what I have been doling out: a half measure of my full leadership capability. Half measures are a cop-out; a lame duck; a sacrifice of choice. Half measures don’t separate the bad leaders from the good leaders. Half measures separate those who do not lead from those who do.

For the first half of this year I have not been the leader that I am capable of being. I have not lived up to the high expectations I have set for myself, established with my team and that are required of me by the business. This is a sad truth to admit; nonetheless it is a truth. I have been thinking about this for a couple of weeks now. I have been reflecting on my actions, reactions and decisions and I am not happy with what I see. In fact, I am sick to my stomach over it and I aim to do something about it.

This post is my line in the sand: no more half measures.

It has been said before that “leadership is a choice.” I believe that to be true. I am also a firm believer that it is our choices and decisions that define us as individuals. How we choose anddecide shapes our life experiences. How we internalize and reflect on our life experiences over time provides new opportunities to achieve wins and learn lessons. This is where wisdom comes from: experiences, time, opportunities, wins and lessons - a virtuous cycle.

In my forty-two years I have gained valuable wisdom. I feel compelled to share it. I choose to share it through my own style of leadership; I choose to be a leader. The funny thing about making choices is that it is not the actual choice that matters most. It is how accountable you are to the choice itself. Everyone likes the reward of good choices. Not everyone accepts the responsibility for the bad ones.

That is why I am writing and sharing this: to take responsibility for my half measures, to make a statement of intent and to move forward in order provide leadership that inspires others to be better. This post started off a journal entry - something I wanted to get off my mind. Instead I decided that it was something that I wanted to get off my chest. It’s daunting to bear yourself in public like this, but it is liberating, too.

The liberation comes in the form of humility. Instead of internalizing this, I decided to share it so others could learn from it to prevent making the same mistakes, or even better, know that they are not the only ones out there who are fallible. I also wanted to let those who work for me, with me or that interact with me on a daily basis in and out of work know that I understand: we all make mistakes; no one has all the answers; we are all learning, all the time.

How do leaders earn respect… by admitting their mistakes. - John Maxwell

I am probably making my leadership mistakes this year out to be worse than they are; I am my own toughest critic. Let me explain: I haven’t broken any laws, or made catastrophic business decisions or lost the respect of my team. What I have done is let myself get distracted by internal work politics beyond my control; not properly aligned aspirations with realities; given my team the type of leadership I want, not the type of leadership that they need.

Because of these factors I forgot a few key things about what being a leader is. I forgot that to be a leader is to rise above the all the distractions and to keep moving forward. I forgot that to be a leader is to provide autonomy, but support it with guidance. I forgot that to be a leader is to be a listener.

More than anything, I have let myself down - and therein lies the problem. As a leader, when you let yourself down, you let your followers down, too. On behalf of my followers/team - I take this personally. Whether it is six months or one year, lack of leadership can have a reverse-compounding effect; lack of leadership eats away at trust one small bite at a time.

Do You Know What You Stand For? - Doug Conant

To make sure that this doesn’t happen again I am sharing my leadership code with you. Recently I read a handful of articles that helped influence this post and my thoughts on my leadership code. One of the articles was written by Doug Conant (@DougConant), former CEO of Campbell Soup, author of Touchpoints and founder of ConantLeadership.

In the article, Doug asks, "what is your leadership code?" As Doug puts it:

“Your code is the greatest weapon in your leadership arsenal. Having a clear code will help you keep perspective when you are doing well and will help you take the high ground in times of adversity. It will keep you honest. It will deter you from taking shortcuts or engaging in actions that don’t feel right.”

In effect, what Doug is saying is that your code stops you from taking half measures. Sharing my code is all about accountability; to ensure I take nothing but full measures from this point forward. I want to be explicit about my beliefs and what I stand for as a leader. I want to be held accountable to my leadership code by myself and by those that I lead directly and/or influence indirectly.

I am going to express my code as simply as possible. I don’t know about you, but I am burnt out on management speak, Venn diagrams and tired clichés. There are five key elements to my leadership code: authenticity, influence, relationships, focus and change. My code is composed of five brief statements for each of these elements.

My Leadership Code

Authenticity - Authenticity is the metric that all others will judge you by. If people don’t perceive you to be authentic, then they won’t trust you, won’t follow you and won’t believe that you will do all that you say you will do. Authenticity is why people will love working for you. Authenticity allows you to be you without false pretence and to stop worrying about who you should be and just be who you are - and lead the best way you know how.

Additional values/elements with Authenticity: Integrity, Trust, Accountability, Wisdom, Humility, Courage.

Influence - John Maxwell (@JohnCMaxwell) is well-known for his work on leadership. John says that, “leadership is influence, nothing more, nothing less.” If that is true then I think that influence is the spark that creaks inspiration. As a leader, if I can inspire someone to take action, take a risk, take a personal investment in making a change for better for the business and/or within themselves from the example that I set, explicitly or implicitly, then I have exercised influence to its maximum benefit.

Additional values/elements with Influence: Inspiration, Ambition, Passion, Motivation, Momentum, Fun, Behaviour, Enablement, Guidance.

Relationships - One of the most important functions of a leader is to establish relationships: for the business, with their people and within the industry. Most importantly, the relationships that the leader establishes with his people will create the most value throughout the organization. Whether it is a direct report, a peer or a co-worker in another department, the level of investment that leaders put into building positive lasting relationships will define how cooperative that they willing to be. The ability to connect with others, to understand how to use empathy and how to become a master at the all important skill of listening is evident in the how, who, and why of a leader's relationship building techniques.

Additional values/elements associated with Relationships: Mentoring, Coaching, Empathy, Communication, Collaboration, Cooperation, Calibrating, Listening.

Focus - The importance of these two leadership responsibilities cannot be understated: determining where we are going and what needs to be done to get there, i.e. setting a vision and taking a pragmatic approach about the who, what, where and when of how the vision will be realized. I think about this in horizontal and vertical terms. Vision is horizontal - taking a broad picture view of mission, change, capability, resource, people and motivation. Approach is vertical - what are the individual things that need to be calibrated to keep pace with the vision? Focus is also about being deliberate. I think it was Jim Collins who said that, focus is what you don’t do.” I wish I came up with that.

Additional values/elements associated with Focus: Pragmatism, Clarity, Calibration, Discipline, Accountability.

Change - Is there anything more polarizing in an organization than change? Some people thrive on it and some people are scared senseless by it. I see a lot of people who react to change with “short-term” thinking, i.e. how will this change my job right now?!? I always approach change from a “long-term” point of view. Maybe this is a result of my travels and experience over the past twelve years, but I think that, as a leader, understanding the implications of change first helps you interpret it and respond to it. A leader’s ability to recognize when change is coming, when it should be created and how to manage it is the key to their longevity in their company or in their leadership career. Also, the leader will know how to best manage the change-lovers and the change-haters through periods of change.

Additional values/elements associated with Change: Adaptability, Ambiguity, Change Agent, Empower, Initiative, Voice, Embrace, Encourage.

My Code - Inherent and Explicit

There you have it - my leadership code. These five elements are what I value most in my leadership style. You will notice that there are not a lot of hardcore business functions or role responsibilities included. This isn’t the place for that. That is what jobs description is for.

Leadership transcends roles and job descriptions. Leadership is not something that has a logo or a letterhead. Leadership is what you believe in and what you value. It is inherent in you and explicit in your behaviours. My leadership code is a reflection of the intangibles that I think are necessary to be the leader that I know I can be. Your code may be different. I would love to know more about it.

Doing Better

It is important to understand that leadership is not a destination. Leadership is a process - a process that we tweak and test and trial and error in an effort to get better at it. The better we are as leaders, the better off those are that follow us. As leaders we can do a better job at holding ourselves accountable to be better at what we do. And I am not just talking about hitting targets and KPIs either.

"Better, better, better... never best." - a quote paraphrased from Toyota CEO, Akio Toyoda

This truth rang true for me. "Best" is an endgame… a destination… a full-stop. "Better" is exponential. Better is improvement. Better is raising the bar each and every time that you do something.

Leaders are in the game of doing better, not being the best.The funny thing is, better trumps best every time. Don’t think that doing better means that you can blow by "the best" and become the new best. That is a fools game, too. As soon as you think you are the best someone outdoes you - someone does better.

I recently asked my team to focus on getting better in the second half of this year. What I was really saying was, “let me help you get better.” It was my commitment to them. That is what I enjoy doing most - helping people get better. That is why the mistakes of the last six months sting so badly. My purpose in life is tied directly to my leadership code. Without a purpose, your code is a bunch of words that sound good in a blog post on LinkedIn. Leadership is a personal choice. Your purpose is deeply personal. They go hand-in-hand.

My purpose in life is my life’s context. People often talk about and write about purpose as if was a thing, e.g. tradesman, artist, developer. I have come to realize that for me it is not a thing, but my context. My purpose in life is that I am man who is dedicated to having a positive lasting impact on others that inspires them to be better. It is what I am here to do. It is reflected in my leadership code.

Holding Myself to a Higher Standard

So now the work begins (continues!). I am not one to dwell on the past or regret or look back. I am all about forward momentum… getting better. What happens next is up to me. I need to hold myself to a higher standard as a leader. I want to make a bigger impact on a broader scale. I want to keep pushing myself to see just what I am capable of - how big of an impact I can actually make.

There are three important words that exist within the authenticity element of my leadership code. I consider these to be part, but not all, of my life-values: integrity, trust and accountability. Through reflection on the first half of this year and by writing this post, I have come to realize how essential they are to me as a person and as a leader. I do not want to feel as though I have compromised these values ever again.

I will make sure of this by demonstrating my integrity, earning trust and by being accountable for my choices and decisions. These aren’t always easy things to do, but it is essential that they get done.

Humility is also now part of my set of values. Humility will force me to admit when I am wrong. Humility will keep me grounded, keep me from repeating mistakes and ensure that I am focused on demonstrating my leadership code and acting out my purpose everyday - that I avoid the fallacy of half measures.

We have to challenge ourselves to continuously do better as leaders. That requires making mistakes as much as it does celebrating wins. We have to check-in with ourselves to make sure that we are mindful of our actions and self-aware. We have to be committed to demonstrating our leadership code everyday, all the time. Challenge, check-in and committed... a good process to make sure that we measure up to being the best leaders that we can be.

Originally posted on www.PositivelastingImpact.com

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POST SCRIPT

I thought you might like to check out the articles and books that influenced this post:

Part 1: Leaders - do you know why you want to lead? - Doug Conant

Part 2: Do you know what you stand for? - Doug Conant

Part 3: Do what you say you are going to do. - Doug Conant

The 21 Irrefutable Laws of Leadership - John Maxwell

The Trouble With Leadership Theories - Doug Sundheim

The best leaders are humble leaders - Jeanine Prime and Elizabeth Salib

If interested, here is the mindmap I created to support this post.

Retirement Plan Choices for a Growing Small Business

When we save for retirement, most of us take advantage of one or both of the two most common types of retirement plans—personal and employer-sponsored. Personal retirement plans include Individual Retirement Accounts (IRAs), personally-owned annuities and CDs, and other savings vehicles into which we make personal after- or before-tax contributions. Employer-sponsored retirement plans include 401(k)s, profit-sharing plans and other programs into which both we and our employers (or possibly only our employers) contribute.

But there are two other types of employer-sponsored plans that those of us who are self-employed or who own and operate a small business might find equally or even more attractive, primarily because of their flexibility and generous contribution limits. They are simpler to operate than traditional employer-sponsored plans and they offer greater tax benefits than personal IRAs. They are well-suited to many different types of enterprises, including “start-up” businesses that are just getting off the ground. And they are easy to set up and run.

SEPs and SIMPLEs: A Comparison

The two plans about which we are talking are called Simplified Employee Pension plans (SEPs) and Savings Incentive Match Plans for Employees (SIMPLEs).

SEPs and SIMPLEs have four main features in common:

1. They are funded with pre-tax dollars and allow tax-deferred earnings.
2. All contributions are made directly into IRAs in each participant’s name, and all assets are immediately vested.
3. Both plans allow business owners to set aside more money for their own retirements than is allowed under a personal IRA.
4. Both plans are easy to operate. They avoid most if not all of the administrative and reporting complexities of 401(k)s and other types of retirement plans.

In both SEPs and SIMPLEs, participants can allocate their contributions among a variety of investment options. Contributions are generally made on a tax-deductible basis, and earnings grow income tax-deferred. Like traditional retirement plans, a 10 percent federal tax penalty applies on withdrawals made prior to age 59 ½.[1] (Note: a 25 percent penalty will be assessed on withdrawals made from a SIMPLE plan prior to age 59 ½ during the first two years of the plan).

Which plan is right for you?

Congress created the Savings Incentive Match Plan for Employees (SIMPLE) to provide small-business owners and professionals with a practical alternative to 401(k) plans. TheSIMPLE IRA allows small-business owners and professionals to offer a company-sponsored retirement plan without all the administrative responsibilities and expenses associated with traditional 401(k) plans.

In order to qualify for a SIMPLE IRA plan, a business must meet two basic criteria: first, it must have 100 or fewer employees (who earned $5,000 or more during the preceding calendar year); and second, it cannot currently offer another retirement plan.

A SIMPLE IRA plan provides business owners and employees with a simplified way to contribute toward retirement. It reduces income taxes and, at the same time, can help businesses attract and retain quality employees. And compared to other types of retirement plans, SIMPLE IRA plans offer lower start-up and annual costs.

Advantages of a SIMPLE IRA:

• SIMPLE IRA plans are easy to set up and run – your financial institution handles most of the details.
• Employees can contribute, on a tax-deferred basis through convenient payroll deductions.
• Liberal employee contribution limits (In 2010, any eligible employee may contribute 100 percent of pay up to $11,500. Employees age 50 or older may contribute an additional $2,500.)
• The business can choose either to match the employee contributions of those who decide to participate (100 percent match up to the first three percent of income) or contribute a fixed percentage (two percent) of all eligible employees’ pay.
• Administrative costs are low.
• The business is not required to file annual financial reports.

Simplified Employee Pension plans (SEPs) can provide a significant source of income at retirement by allowing employers to set aside money in retirement accounts for themselves and their employees. Under a SEP, an employer contributes directly to a traditional individual retirement account (SEP-IRAs) for each employee (including him or herself).

SEPs allow employers to set aside significantly greater amounts of money than both traditional IRAs and other employer-sponsored plans. For self employed individuals, this can be a tremendous advantage.

Advantages of a SEP:

• Contributions are income tax deductible and earnings accumulate within the plan income tax deferred.
• Contributions do not have to be made every year. The business decides each year whether and/or how much to contribute based on its financial situation.
• Liberal contribution limits. For 2010, 25 percent of an employee’s wages (or up to 20 percent of Schedule C income) may be contributed up to a maximum of $49,000.
• There are generally no documents to file with the IRS.
• Sole proprietors, partnerships, and corporations, including S corporations, can set up SEPs.
• Administrative costs are low.

If you are interested in starting a retirement plan, it’s a good idea to ask a financial professional to help you compare the benefits of each choice in light of your personal and business goals. You may have more control over your retirement than you think!

This presentation has been prepared based on Penn Mutual’s current understanding of tax laws. Any changes in these laws may result in a conclusion different than what is represented.

1 *Unless an approved IRS exception applies. See Publication 560 at www.irs.gov.

The Proposed Amendment to Section 145 of the Constitution - By the Office of the Registrar of Political Parties

The proposed amendment to Section 145 of the Constitution proposes that “a notice of motion of no confidence must be given three months before it being moved and it must be supported or endorsed by a third of the seats in parliament [(1/3)x111=37], which mathematically equates to 37 seats out of the 111 seats. This is intended to make ACCOUNTABILITY of the Executive arm of the government very difficult or less likely.
The Constitution initially required only 7 days’ notice with only one-tenth supporting. In 2013, the O’Neill-Dion government through an amendment to Section 145 increased the notice period to 1 month with 21 seats out of the 111 seats supporting.
In the event that a motion of no confidence is successful, an additional proposed “SMALL ADDITION” to Section 145 of the Constitution ensures that only a MP or MP’s from the party invited by the Head of State to form government following the last general election shall be nominated to be candidate(s) for the Prime Minister’s post to the exclusion of all other MP’s and political parties.
This is inconsistent to the participatory democracy our Constitution calls for. This amendment has the potential to fundamentally change the democratic style and system of government we now enjoy to an autocratic and potentially a dictatorial style of government.

Inclusive Growth

Inclusive growth is a concept which advances equitable opportunities for economic participants during the process of economic growth with benefits incurred by every section of society.

The definition of inclusive growth implies direct links between the macroeconomic and micro-economic determinants of the economy and economic growth. The micro-economic dimension captures the importance of structural transformation for economic diversification and competition, while the macro dimension refers to changes in economic aggregates such as the country’s gross national product (GNP) or gross domestic product (GDP), total factor productivity, and aggregate factor inputs.

Sustainable economic growth requires inclusive growth. Maintaining this is sometimes difficult because economic growth may give rise to negative externalities, such as a rise in corruption, which is a major problem in developing nations. Nonetheless, an emphasis on inclusiveness - especially, on equality of opportunity in terms of access to markets, resources, and unbiased regulatory environment for businesses and individuals - is an essential ingredient of successful growth strategies. The inclusive growth approach takes a longer-term perspective, as the focus is on productive employment as a means of increasing the incomes of poor and excluded groups and raising their standards of living.

Experience or Skill?

Employers go for both papers and experience. But they choose experience over papers, cutting out any possibility for an amateur. They put up something like ten years experience as a mandatory requirement. This rules out possibilities of equipping yourself with papers. But what they don't realize is that no matter how much experience you have, you can't be an innovative employee.
It is time they change their recruitment methods. Change the type of interview questions they ask and stop buying CV's. They should cook up something innovative.