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Tainted Superbowl, Tainted Governance

By politicizing the IRS, the Democrats made a stunning and direct attack on democracy.

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Were you among the more than a billion-plus people who watched the 2014 Super Bowl? If so, like multi-millions of viewers, you might have been disappointed afterward to learn of the cheating that occurred. The Seattle Seahawks swamped the Denver Broncos, seemingly, on play after play, as if they knew exactly what the Broncos were going to do with each snap of the football.

As it turned out, the Seahawks did know what the Broncos were going to do. As was revealed on talk shows a few days later by some of the Seahawks players themselves, they had stolen the signs of the Broncos quarterback Peyton Manning. More often than not, they knew in advance what play the Broncos were going to run and hence stayed ahead of the Broncos on one play after another.

The net result was that fans around the world were treated to a less than stellar game. Some called it the worst game they had witnessed in their Super Bowl viewing lives.

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Theft on an Enormous Level

So it is in American politics, especially as practiced by the Obama-Biden administration. After the Democrats were swamped at the voting booth in the 2010 midterm elections, timeline evidence reveals that the IRS, on orders from the highest level of government, instigated tactics that should make each of us shiver.

Under the daily direction of Lois Lerner, with marching orders from above, the IRS began a comprehensive program of targeting groups that held contrary positions to that of the Obama/Biden administration: The IRS initiated a program of deliberate harassment and punishment of political opponents.

Lerner is a fellow alumni of Bloomfield High School in Connecticut. She graduated one year ahead of me and today lives in comfortable retirement supported in part by her government pension, funded by our tax dollars!

Unprecedented Impact

In a research paper, Andreas Madestam of Stockholm University, Daniel Shoag and David Yanagizawa-Drott, both at the Harvard Kennedy School, and Stan Veuger at the American Enterprise Institute studied the Tea Party impact on voter turnout in the 2010 midterm elections. Extracting information from the Census Bureau, the Federal Election Commission, news reporting, and other sources, they compared geographic areas with significant levels of Tea Party activity to nearly similar geographic areas with little or no Tea Party activity.

The researchers discovered the Tea Party’s impact was enormous, and in House races, brought the GOP between 3 and 6 million additional votes, even though, combined, all Republican House candidates attained less than 45 million votes. Thus, the GOP’s newly energized base proved to be instrumental to many landslide victories in key elections. Democratic strategists took note.

The Tea Party’s unprecedented success came as a result of highly involved activists nationwide, who devoted countless hours leading up to the 2010 elections rallying, donating, volunteering, and organizing, all centered upon section 501(c)4s of IRS code.

The data that the researchers uncovered illustrated that if the Tea Party advocacy and impact had continued at the 2009/10 pace, they would have bolstered the Republican vote in 2012 by 5.0 million to 8.5 million, this compared to Barack Obama’s margin of victory of 5 million votes.

Badgered on Cue

Harassed and delayed by the IRS, the Tea Party came to a standstill. State by state, no one realized that what was happening to them was occurring on a grand scale. Rather than delivering an estimated 5 to 8 million GOP voters in the 2012 election, the Tea Party became a non-player. Barack Obama won the popular vote by an 11 to 10 ratio, but easily won the electoral vote.

The Democrats emulated the Tea Party “playbook” and made for a blasé election season, where the outcome was already known to the handful of insiders. Such politicizing of the IRS, and other agencies, was a stunning and direct attack on democracy. Attempts to tilt elections are nothing new in American politics, but perhaps were never executed on so massive a scale with such precision. Related tactics likely continued through 2020, when Democrat election tampering and voter fraud likely reached historic heights.

Bogus Democrat Winners Galore

If Republicans had politicized and weaponized the IRS as the Obama administration had done, and deliberately targeted, harassed, and punished liberal advocacy groups, the Left would go berserk. The New York Times, to this day, would be featuring the scandal on the front page.

Yet, for eight years plus, the typical American, let alone Republican, doesn’t give Tea Party harassment much thought. Given what we know about 2012, is it reasonable to conclude that numerous national, state, and local elections in 2014, 2016, 2018, and 2020 went to bogus winners, and more of the same – much more – is in the offing.

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Jeff Davidson is the world's only holder of the title "The Work-Life Balance Expert®" as awarded by the U.S. Patent and Trademark Office. He is the premier thought leader on work-life balance, integration, and harmony. Jeff speaks to organizations that seek to enhance their overall productivity by improving the effectiveness of their people. He is the author of Breathing Space, Simpler Living, Dial it Down, and Everyday Project Management. Visit www.BreathingSpace.com for more information on Jeff's keynote speeches and seminars, including: Managing the Pace with Grace® * Achieving Work-Life Balance™ * Managing Information and Communication Overload®



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Business

Delegation: An Ongoing Phenomena

Failure to delegate effectively often happens because team leader don’t trust the people with whom they’re working

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For most of your career, you’ve read or heard that one of the key approaches to getting things done is to delegate effectively. This presumes that you have others to whom you can delegate. In my contact with more than 950 organizations over the last two and a half decades, I’ve found increasingly that people have fewer resources, a lower budget, and less staff people. If they want to get something done, often they have to do it themselves!

Assuming you have others to whom you can delegate, the first or second time you personally tackle a particular task yields useful information. You learn more about the nature of the task, how long it takes, and whether or not you enjoy doing it.

By the third time, a task of the same ilk as those you’ve handled before often becomes best handled by someone reporting to you. Such tasks could involve updating a database, completing an interim report, or assembling meeting notes.

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All that You Can

On the path to getting things done, your quest is to identify all those things that you can possibly delegate to others and then prepare those others so that they have a high probability of succeeding. In the course of your workday there may be only a handful of things that you alone need to do because of your experience, insight or specialized knowledge. Everything else that can be delegated should be.

Some people feel they have to take care of everything themselves and to this day haven’t been able to break the habit of “doing it all.” If this someone is in your seat right now, recognize that as a category of one, you can only get so much done.

Many managers and supervisors fail to delegate effectively because either they don’t fully trust the people with whom they’re working, or they’ve always been get-it-all-done-by-myself types.

Take Time before You Assign

Prior to delegating anything to anyone, take the time to actually prepare your staff for delegation. This would involve assessing an employee’s skills, interests, and needs. You could even ask people what new tasks and responsibilities they would like to assume. You might be surprised at the wide variety of responses you receive. There may be people on your staff right now who can help you with tasks you’ve been dying to hand off to someone but didn’t see how or when you could put them into play.

While you want to delegate to staff people who show enthusiasm, initiative and interest, or have otherwise previously demonstrated the ability to handle and balance several tasks at once, sometimes you have to delegate to someone who has not exhibited any of the above. In that case, delegate on a piece-meal basis.

Ensure that the staff person is able to effectively handle the small task or tasks he’s been assigned and does not feel swamped or overloaded. When the staff person demonstrates competence, you can increase the complexity of assignments and even the frequency with which you delegate.

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Multi-tasking: More Harm than Good

In this day and age, where so much competes for our attention, it is easy to stray!

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I belong to a local health club, and while I was there one day, I saw a woman get on the Stairmaster. I watched as she whipped out an mp3 player and started listening to music. Then, to my surprise, she reached into her gym bag, pulled out a book, and placed it on that ledge to read. I almost asked her if she would like a piece of gum!

Today, when so much competes for our attention, it is easy to stray! More often than we care to pretend, in the office and at home, we invite more than we can handle, and then act as though we didn’t. As individuals, throughout society, we are trained to believe that the ability to multi-task is a great attribute. Unfortunately, that’s a big mistake. Here’s why, and how to avoid multi-tasking in the future.

First Things First

What’s the fastest and easiest way to handle six tasks competing for our attention? Identify the most important task, second most important, third most important, and so on, then tackle the first and finish it all the way, move on to the second and complete it, then move all the way down the list.

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Any other way of tackling those items, whether they are tasks for home or work, is simply not as efficient. The catch is, any other way is more psychologically satisfying.  Why?  It’s almost as if juggling projects, switching gears unnecessarily or abruptly, or leaving a job unfinished to start a new project gives you the opportunity to say to other people, “Hey, look at me! Look how involved I am! Look at how busy I am! I’m great at multi-tasking.” A multi-tasker, however, can’t compete with others who tackle their to-do list, one item at a time.

What about doubling up as a procedure for tackling a number of routine items or very simple tasks? You can eat dinner and read a book at the same time. Eating and reading at the same time is relatively harmless.

How about driving and talking on the cell phone at the same time? Driving requires your sharp attention, as does carrying on an intelligent conversation with someone else who is not present; doing both at the same time spreads your attention too thin, with often disastrous results. The same is true for projects you’re working on that require your best thinking.

Tips:
* give yourself 5 to 10 minute intervals to focus on the task at hand
* safe-guard your immediate environment to avoid interruptions
* acknowledge yourself whenever you stick to one task and finish it
* repeat all the above, often, knowing that ‘more often’ is better!

Your Undivided Attention

When you’re working on a new task, brainstorming, engaging in first-time thinking, or doing creative work, it’s vital to offer your complete and undivided attention to that one task before you. To dissipate your attention or otherwise stray means you are not going to do your best work.

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