Grooming leadersOn 1 Jul 2001 in Personnel Today Shapingup and advising leaders fit for the global stage is a messy business, saysDavid ButcherInterestin leadership thrives on both sides of the Atlantic. Both UK and US articles onleadership continue to be published at a prodigious rate. But at least onething is changing. As though to offer a disclaimer for what they are about tosay, authors these days often begin by pointing out that there is still noagreed definition of leadership. A quick browse through a selection of bothpractitioner and academic publications reveals this to be broadly correct, if atrifle pedantic. Yetthis state of affairs seems to have little impact on leader development andtraining, if mainstream practice is anything to go by. In this arena, what wemean by leadership is clear enough. But is it right, particularly if we arethinking about business leadership?Mostof the effort to develop business leaders takes the setting and communicatingof vision, goals and culture as the starting point. Strong emphasis is placedon understanding and deploying appropriate style, and all this is underpinnedby the need to identify and nurture essential personal qualities of leadership,like integrity and empathy. Someleaders are very obviously poor communicators, but they nonetheless runsuccessful businesses. Great organisations are sometimes headed by intolerant,narcissistic CEOs who by no stretch of the imagination can be said to varytheir style one iota. They have just the one, otherwise known as theirpersonality. They are often poor coaches, distant figures who are anything butempathic. Andis it really the case in vibrant enterprises that everyone understands theoverall mission and corporate goals, never mind agrees with them? After all,organisational growth can be hugely exciting, but aimless. So it cannot be thatsimple.Principlesof rationalityOfcourse, business leadership is all about vision and goals if organisationsabide by principles of rationality and corporate unity, and most of us respond betterto leaders who seem to understand and care about us. Thisfusion of rational and humanistic values, while both sensible and comfortable,hardly defines good leadership. There are too many other criteria. But it is aseductive mix that has both spawned and legitimised a leadership developmentsubindustry founded on these values. Its aim is to help create business leaderscapable of uniting and integrating an organisation around clear goals,courageously removing obstacles and taking everyone with them as they go. Allof this must be done through listening deeply to the views of many andrespecting all. It is a tough job, which is why so much development support isneeded.Leadershipdevelopment methods follow naturally from these aims. Psychometric frameworksprovide the bench-mark personal characteristics of effective leaders. Strengthscan be built on, while “less strong” areas become the focus fordevelopment or, alternatively, may be compensated for. Styleinventories offer templates for deciding how to behave and relate to others indifferent situations. And a burgeoning array of simulated and action learningprocesses – structured and unstructured, behavioural and cognitive, interactiveand solitary, abstract and specific – are used to develop leadership practice,supported by extensive coaching and mentoring processes.Thereis nothing wrong with these elaborate methodologies per se, and the more theycan be combined to develop the person in a holistic sense, the more valuablethey become. If there is one certainty about leadership, it is its irreduciblenature. Butthey overemphasise the significance of style and the interpersonal dimension ofleadership. There is also a tendency to fudge the thorny old question ofwhether core leadership qualities can be developed. The assumption is that theycan, although no one is prepared to put money on it.Justas importantly, the model of management and organisation that lies behind thesedevelopment methods is not often born out in practice. And as with allfallacies that arise in the world of education and development, there is greatresistance to acknowledging this.CommunicatinggoalsThereis no point in developing leaders to set and communicate visionary, unifying goalsif, nowadays, these are largely meaningless to people. With few exceptions,most corporations, even the brand-based examples like Virgin or McDonald’s, areumbrella organisations made up of a changing population of stand-alonebusinesses. Forthat matter, in the new economy corporations can be expected to come and go atan unprecedented rate. Business leadership now is about creating the conditionsfor organisations to thrive as democratised internal markets, characterised byebb and flow in the fortunes of constituent business units. Thedevelopment process should reflect that, emphasising the need to managestakeholders, to understand empowerment and to preside judiciously over thepolitical system that, in truth, is the essence of all organisations. The taskof leading a business unit mirrors this. It involves treating the corporateenvironment as a marketplace, using power well and being an effectivepolitician. Only in small businesses that still own themselves, is the role ofthe leader confined to the simple luxury of pursuing entrepreneurial vision.Developmentneeds to stress both leadership content and process. Content is about what abusiness is trying to achieve, what it represents, its rationale. It isfundamentally to do with useable ideas that come from a depth of understandingof the business. In this way, what a business is not about also becomes clear.This implies a strong emphasis on honing analytical skills and knowledge. Incontrast, leadership process is associated with the use of power and pursuingcontent in the context of political opposition. For the leader of a businessunit this means setting the agenda and realising it in the face of potentialopposition from corporate executives as well as rivals in both the internal andexternal markets. In other words, business leadership requires rather more thanambition and integrity, essential as these may be. Stylewill not create content, and the interpersonal conventions of good leadershipare of little help in the thick of political negotiation. Few leadershipdevelopment programmes, for example, address the problem of how to use power ina principled way, what it takes to lobby effectively, or how one mightdistinguish between constructive and destructive political processes. And ifthe development agenda needs to change, so do the assumptions about what can bedeveloped and over what period of time. Inthe case of senior and top management, knowledge, cognitive skills andattitudes towards power are hardly malleable, but they are at least susceptibleto change. With the right process, development can be rapid, although it is notusually. It always extends beyond a training intervention. Heartof leadershipSignificanttransitions in style, interaction patterns and qualities like ambition takemuch longer still, if they ever occur. This is a fundamental point that goes tothe heart of what makes someone a leader. Inthat respect, it is more realistic to help people be who they already are,warts and all, rather than become people they are not, and probably do not wantto be.Astrainers and developers, what does this tell us about business leaderdevelopment? First, that we would do well to remind ourselves of how theprocess of becoming a leader is a lifelong one. It embraces most, if not all,aspects of the self. Second,carefully crafted development methods are not necessarily relevant ones, nomatter how assiduously applied. After all, if a thing is not worth doing, it isnot worth doing well. Leaderdevelopment processes now need to stress business knowledge, organisationalanalysis and the use of power and politics at the expense of style and theinterpersonal dimension. Finally,and perhaps most important of all, we must be clear that what counted asbusiness leadership for most of the 20th century is less appropriate asorganisations are transformed by revolutionary shifts in the businessenvironment. No wonder there is still so much disagreement about the definitionof leadership.DavidButcher is director of the Business Leaders’ Programme at Cranfield School ofManagement.Butcher’stips for grooming top dogs–Think of leadership as being to do with the whole person, not a set of skillsand personal qualities.–Help leaders to be effective as themselves, not as a person they do not reallywant to become.–Focus them on understanding their business and industry in greater depth – itis a breeding ground for great ideas.–Get them to think constructively about the inevitable politics within theirbusiness, and to build their own power base.–Tell them not to worry too much about style and interpersonal skills, but tofocus on building relationships – their communication blemishes will beforgiven, but not their motives.–Remind them that they cannot be a friend to everyone – high-quality, trustingrelationships are a scarce commodity in business and they have to choose well. 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Full Name* Share on FacebookShare on TwitterShare on LinkedinShare via Email Share via Shortlink Tagsboca ratonRoyal Palm Yacht & Country Club Message* 2333 Acorn Palm Road (Royal Palm Properties)A former CEO of Cantor Fitzgerald paid $5.6 million for a home in the Boca Raton’s Royal Palm Yacht & Country Club.Philip A. Marber bought the house at 2333 Acorn Palm Road from David O. Meehan and his wife, Holly, according to records.David Meehan is executive vice president of partnership development at the GEO Group in Boca Raton. The publicly traded real estate investment trust invests in private prisons and mental health facilities in the U.S. as well as other international locations. Meehan has worked at the GEO Group since 2005, according to its website.Marber was formerly CEO and president of equity capital markets at New York-based financial services firm Cantor Fitzgerald. He retired in 2009.The Meehans bought the home in 2010 for $1.45 million. Property records show they tore down the existing home in 2011 and began to construct a new single-family home in 2012, finishing in 2013.The house was listed in 2018 for $7.5 million, and most recently was asking $6.25 million in March after a handful of price chops. David W. Roberts of Royal Palm Properties brokered the deal.The 7,076-square-foot house has six bedrooms, five full bathrooms and two half-bathrooms. According to the listing, the non-waterfront home also includes a guest house, four-car garage, pool and basketball court.Among other recent deals in the Royal Palm Yacht & Country Club, the managing director of a private equity firm bought a spec mansion for $12.8 million, a pharmaceutical executive bought a spec home for $6 million and a financier couple spent $12 million on a spec mansion in the neighborhood.Contact Jordan Pandy Email Address* Share via Shortlink
FacebookTwitterLinkedInEmailThe Young familyBy DOUG VOLLMAYER, NICHOLAS COULSON and ANGELINE JANE BERNABE, ABC News(NEW YORK) — The family attorney for a 5-year-old girl involved in a devastating three-car crash last month is speaking out for the first time.In an exclusive interview with ABC News’ Good Morning America, Tom Porto, the family attorney of the Young family — whose daughter, Ariel, was injured after former Kansas City Chiefs assistant coach Britt Reid struck their vehicle — is describing the severity of the wreck that nearly killed the 5-year-old girl.Ariel is still fighting for her life in a Kansas City, Missouri, hospital with a brain injury and unable to speak, according to Porto.“This wasn’t a fender bender,” Porto told Good Morning America. “This was a serious life-altering event.”Early last month, Reid — who is also the son of Kansas City Chiefs head coach Andy Reid — hit a car belonging to Ariel’s family. Her mom, aunt and 4-year-old cousin had pulled over to the side of a highway to help a 19-year-old family member whose car had run out of gas. According to police, Reid was driving at highway speeds when his pickup truck struck the first car.Ariel, who was in the second car, suffered life-threatening injuries, while her 4-year-old cousin, who was also in the car, suffered non-life-threatening injuries. Both were transported to the hospital. The driver of the car Reid hit first and the two adults in the second car sustained non-life-threatening injuries.“She’s awake, which is a huge development,” Porto said of Ariel. “She likely has permanent brain damage that she will endure for the rest of her life. She’s not walking — it’s a sad, sad, sad story.”In exclusive photos obtained by ABC News, Reid’s truck was totaled and the two cars that police say he ran into — including Ariel’s backseat, in which she was sitting in the second row of her vehicle – was flattened and unrecognizable.“When you look at those pictures, you wonder how anybody made it out of that car alive,” Porto said.According to a search warrant application obtained by ABC News, an officer on-scene reported smelling “a moderate odor of alcoholic beverages emanating from [Reid].” Reid told the officer he’d had “2-3 drinks” and was on the prescription drug “Adderall.”He was injured in the wreck and taken to the hospital with undisclosed injuries and did not join the Chiefs in Tampa, Floridad for the Super Bowl.The investigation is ongoing and no charges have yet been filed in the case.“We’re going to be advocating for the most serious charges and the most serious sentence that Britt could ever receive,” Porto said. “We don’t have the toxicology back, I don’t know what it is going to be. What I do know are the statements that he made to police that night. If you have two or three drinks, and then you get behind the wheel of a car, you are likely over the legal limit.”This isn’t the first time that Reid has faced prior legal trouble. In 2007, he pleaded guilty to flashing a gun at a motorist and was sentenced to eight to 23 months in prison. And in 2008, Reid pleaded guilty to driving under the influence of a controlled substance.Following the car crash, the Kansas City Chiefs placed Reid on administrative leave. And since the crash, the Chiefs’ head coach Andy Reid addressed the incident in a statement.“My heart goes out to that young lady, I’m also a dad, so I get that. So I have concerns obviously on both sides,” said Andy Reid. “Britt did have surgery, but he’s doing better now, but that little girl, my heart goes out to her.”The Young family said it desperately wishes that Ariel’s life can go back to normal, but Porto said they’re being led to believe that may not happen, at least not anytime soon.*Reid’s attorney said he has had no communication with the family and has no comment at this time.Copyright © 2021, ABC Audio. All rights reserved. Written by March 2, 2021 /Sports News – National Lawyer for family of girl injured in pre-Super Bowl crash speaks out: ABC News exclusive Beau Lund
December 2, 2017 By John KrullTheStatehouseFile.com INDIANAPOLIS – This is how a dam crumbles. A crack widens to a hole, which then becomes a break and then the accumulating pressure brings the whole thing down.John Krull, publisher, TheStatehouseFile.comThis seems to be what’s happening within President Donald Trump’s White House now.The steady, unrelenting pressure brought by Special Counsel Robert Mueller’s investigation of the ties of the Trump campaign and administration ties with Russia already has produced several cracks – the Paul Manafort indictment, the George Papadopoulos plea bargain – in the president’s stonewall.But the negotiated guilty plea of lying to the FBI by former National Security Adviser Michael Flynn means at least one crack has widened into a hole and maybe even a break.Flynn was in serious trouble. Mueller had many avenues to prosecute Flynn, several of which could have led to serious prison time for both Flynn and his family. The plea bargain on the smallest of the charges facing Flynn in exchange for cooperating with the special counsel means Flynn likely won’t spend any time behind bars and his family will be left alone.The only way Flynn could have wiggled out from under that weight was by trading something – something big.About the only thing he had to offer that Mueller might want is the president himself.Perhaps this explains the president’s erratic behavior since word first broke that Flynn’s defense team had stopped cooperating with the White House’s lawyers.Trump’s attorneys have done their best to minimize the impact of that development. After months of praising and defending Flynn, they have pivoted and said the guilty plea for lying demonstrates he can’t be trusted – an obvious attempt to try to discredit damaging testimony from the man before he even delivers it.That is what lawyers are supposed to do. They’re supposed to protect their client.What they cannot do is protect Trump from himself.The news that Flynn had flipped seemed to unhinge the president.Since it first broke, he’s waded, unnecessarily, into the quagmire enveloping former NBC “Today” host Matt Lauer’s alleged sexual misconduct – and thus renewed calls that the accusations Trump has harassed and assaulted women be investigated. He’s suggested that the infamous “Access Hollywood” tape isn’t real – even though he acknowledged it and apologized for it just a year ago. And he has tried to raise again the thoroughly discredited claim that former President Barack Obama isn’t an American citizen.If all that weren’t enough, he also has gone out of his way to undercut and embarrass his secretary of state, Rex Tillerson, while the United States attempts to deal with a potential nuclear threat in North Korea.The president’s actions are those of a man who is unbalanced.Or desperate.This president’s pattern when he is under assault or stress is unvarying. He tries to find a way to go on the counter-attack, either by demeaning or discrediting his opponents or critics. If he can’t do that, Trump creates one diversion or conjures up one smoke screen after another to distract people from what’s going on.He does this because it is the only way he knows to meet a challenge.But it isn’t likely to work in this situation.Robert Mueller is everything Donald Trump is not – disciplined rather than impulsive, self-contained instead of needy, and determined rather than self-pitying.Some months ago, I talked with Peter Rusthoven, former associate counsel to President Ronald Reagan, a onetime Republican U.S. Senate candidate and a veteran of some savage Washington wars.Rusthoven said the intelligence and the investigatory communities in the federal government were the two forces that savvy political figures never wanted to alienate – and that Trump had angered them both. Rusthoven predicted the president would learn this lesson to his regret, because both communities moved like powerful rivers, always forward, with a drive that just never lets up.That’s another way of saying that the dam protecting the president is under immense pressure and about to crumble.That’s when Donald Trump’s real education will begin.FOOTNOTE: John Krull is director of Franklin College’s Pulliam School of Journalism, host of “No Limits” WFYI 90.1 Indianapolis and publisher of TheStatehouseFile.com, a news website powered by Franklin College journalism students.FacebookTwitterCopy LinkEmail
ShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr During times of crisis we often find ourselves pulled toward making the safest decisions we can to maintain our preferred status quo. In the case of COVID-19 this definitely holds true for so many people, and in fact making safe choices could actually be the difference between life or death.Your financial institution is likely no different, and your team is probably reeling from all the unsettling news and changes happening to staff and customers right now.If we are going to talk about making safe choices with regard to budgets, marketing and advertising costs, and long-term growth strategies, it may be time to pause for a moment and look closely at what kinds of changes need to take place, even during a global pandemic.Should your financial institution continue to advertise products and services during COVID-19?My short answer… YES. But let’s unpack this a little more. continue reading »
Aug 10, 2004 (CIDRAP News) – The general trend for Salmonella in meat and poultry samples tested by the US Department of Agriculture (USDA) continues to head downward, the USDA’s Food Safety and Inspection Service (FSIS) announced on Aug 5.FSIS collects and analyzes Salmonella samples at slaughter and grinding plants to verify compliance with the Hazard Analysis and Critical Control Point (HACCP) rule, which set performance standards for seven categories of meat and poultry products. Those products are broilers, market hogs, cows and bulls, steers and heifers, ground beef, ground chicken, and ground turkey.Despite variations in individual categories, Salmonella frequencies in all classes of products have dropped to levels well below the estimated baseline prevalence before the HACCP system was launched in the late 1990s, according to the FSIS. However, the testing program was designed to track establishment performance and may not reflect the true nationwide occurrence of Salmonella in these products, the agency cautioned.Of 49,868 random regulatory samples collected in 2003, 3.8% overall tested positive for Salmonella, down from 4.29% in 2002. That drop continues a longer-term trend: 5.03% in 2001, 5.31% in 2000, 7.26% in 1999, and 10.65% in 1998.The results for each product are further divided into categories based on the size of the establishment. In individual categories (all sizes of plants), the prevalence dropped from 2002 for market hogs, cows and bulls, and ground beef, but there was a 0.1% increase for steers and heifers.Despite the overall downward trend, FSIS officials voiced concern about increases in positive Salmonella tests in all three poultry categories. The Salmonella prevalence in broilers from all sizes of businesses increased from 11.5% in 2002 to 12.8% in 2003, though it remained below the baseline prevalence of 20%. Large ground-turkey and small ground-chicken establishments also saw increases.The FSIS said it would examine data from 1998 to the present to identify plants with “negative performance trends.” Investigators then will conduct in-depth HACCP and sanitation verification reviews at those sites “to help ensure this one-year increase does not continue,” the agency’s news release said.In citing the limitations of the data, the FSIS said different establishments may be sampled from year to year, preventing rigorous trend analyses. While the pre-HACCP baseline estimates of Salmonella prevalence were nationally representative because they were weighted on the basis of the production volume of the sampled plants, the HACCP figures represent unweighted test results.The downward trend in Salmonella in tested meat seems to parallel a trend in salmonellosis cases reported by the Centers for Disease Control and Prevention (CDC). The CDC estimated in April that the incidence of salmonellosis declined 17% from 1996 to 2003.The CDC’s Foodborne Diseases Active Surveillance Network, or FoodNet, which covers about 14% of the US population, reported 6,017 laboratory-confirmed salmonellosis cases in 2003, or 14.5 cases per 100,000 people. Those cases come from all or parts of the nine states that make up FoodNet’s surveillance area. While FoodNet’s numbers are the most detailed data available, the CDC noted that they may not accurately represent nationwide illness patterns. In addition, many foodborne illnesses are not lab-diagnosed.See also:Aug 5 FSIS news releasehttp://www.fsis.usda.gov/News_&_Events/NR_080504_02/index.aspFull FSIS reporthttp://www.fsis.usda.gov/PDF/Salmonella_Progress_Report_1998-2003.pdfCDC report on incidence of common foodborne illnesses in 2003http://www.cdc.gov/mmwr/preview/mmwrhtml/mm5316a2.htm
SHARE Email Facebook Twitter Governor Wolf Announces 225 New Jobs with Consolidation of Vertex Locations in Montgomery County October 28, 2016 Jobs That Pay, Press Release Harrisburg, PA – Governor Tom Wolf announced today that Vertex, Inc., a corporate tax solutions provider, will consolidate its operations from seven separate buildings in the Berwyn area into one central location in King of Prussia, Montgomery County, and create 225 new, high-paying jobs at the new national headquarters location.“It’s a great pleasure to announce that Vertex has chosen to maintain its headquarters operations in Montgomery County and that it intends to continue growing its employee headcount here from 560 to more than 785,” said Governor Wolf. “The positions that this company offers are stable, well paying, and exemplary of the type of employment that can help rebuild and sustain Pennsylvania’s middle class. I applaud Vertex for its significant contributions to the economic well-being of the commonwealth.”To facilitate operations and accommodate future growth, Vertex will execute an 11-year lease for its new headquarters site at 2301 Renaissance Boulevard. The company plans to invest $23,498,500 in the project, including the leasehold; infrastructure improvements; and new IT equipment, furniture, and fixture purchases. Vertex has committed to the creation of 225 new, full-time jobs over the next five years, and to the retention of 560 existing employees.“The decision to move was the result of a thorough multi-year process that included research, employee focus groups, and careful consideration of our progressive culture and strategic vision,” said Lainie Sitko, Vertex director of workplace strategy. “This move will enable us to grow and evolve as we continue providing exceptional value to our expanding client base. We are grateful for this opportunity to partner with the Governor’s Action Team and contribute to the revitalization of the area and its economy.”Vertex received a funding proposal from the Department of Community and Economic Development that includes a $750,000 Pennsylvania First Program grant and $450,000 in Job Creation Tax Credits to be distributed upon creation of the new jobs.The project was coordinated by the Governor’s Action Team, an experienced group of economic development professionals who report directly to the governor and work with businesses that are considering locating or expanding in Pennsylvania.Since it was established in 1978, more than 10,000 companies have relied on Vertex, Inc. for innovative corporate tax solutions. Today, the company combines advanced technology, managed services, and an experienced team of tax experts to help its clients’ to be strategic contributors to business success. Vertex employs more than 850 professionals worldwide.For more information on Vertex, visit www.vertexinc.com.For more information about the Governor’s Action Team or DCED, visit dced.pa.gov.Like Governor Tom Wolf on Facebook: Facebook.com/GovernorWolf
EC traveled to Madison on Saturday. All three teams came out victorious in straight sets.EC vs Madison 9-1-18‘We didn’t play our game until set 3. We let Madison control the flow of the game which is something we’ve done very well all season. We spent the first set and a half going through the motions and eventually kicked it in gear. When that happened, our serving and passing improved which allowed us to run our offense as we normally do.’ Trojans Coach Cassie Laker.Varsity is now 13-1 on the season.Next up: Rushville at EC on Wednesday at 5:30.
“Premier League Shareholders today voted unanimously to resume contact training – marking another step towards restarting the Premier League season, when safe to do so,” read a Premier League statement. “Squads are now able to train as a group and engage in tackling while minimising any unnecessary close contact. “The Premier League’s priority is the health and wellbeing of all participants. Strict medical protocols are in place to ensure the training ground is the safest environment possible and players and staff will continue to be tested for Covid-19 twice a week. “Stage Two of the Return to Training protocol has been agreed following consultation with clubs, players, managers, the PFA, LMA and the Government. Discussions are ongoing as work continues towards resuming the season, when conditions allow.” The move is the next phase of ‘Project Restart’, as the league eyes a return to competitive action in mid-June when it is deemed safe to do so. UEFA guidance to European leagues is that it wants domestic competitions finished by the end of July to minimise disruption, with European football’s governing body hoping to complete the Champions League and Europa League in August. The Bundesliga became the first major European league to resume on May 16 , with the Premier League, La Liga and Serie A are all committed to returning. Some major European leagues, such as Ligue 1 and the Eredivisie, have instead cancelled their 2019-20 seasons. FacebookTwitterWhatsAppEmail分享 Loading… Promoted ContentWhat Happens To Your Brain When You Play Too Much Video Games?5 Of The World’s Most Unique Theme ParksWho’s The Best Car Manufacturer Of All Time?The Very Last Bitcoin Will Be Mined Around 2140. Read More7 Thailand’s Most Exquisite Architectural Wonders5 Of The World’s Most Unique Theme Parks7 Universities In The World Where Education Costs Too Much10 Phones That Can Work For Weeks Without RechargingA Hurricane Can Be As Powerful As 10 Atomic BombsCan Playing Too Many Video Games Hurt Your Body?Birds Enjoy Living In A Gallery Space Created For ThemCouples Who Celebrated Their Union In A Unique, Unforgettable Way Premier League has taken a further step towards resumption after clubs voted unanimously to resume contact training. The 2019-20 Premier League season was postponed in March because of the coronavirus outbreak, but clubs returned to training in small groups last week amid social-distancing measures after the UK government published its phase one guidance on May 13. The government then gave the green light for “close-contact” and “competitive” training on Monday, with clubs formally agreeing on the plans at a shareholder meeting on Wednesday morning. read also:Lifting EPL trophy in empty stadium would be ‘strange’ – Henderson Strict health and safety protocols will remain in place at training grounds, with all players and staff tested for coronavirus twice a week. Eight people tested positive during the first two rounds of testing last week, including Watford defender Adrian Mariappa and Bournemouth goalkeeper Aaron Ramsdale.Advertisement
Press Association Aston Villa’s early-summer flurry of recruitment has continued with the club confirming the signing of defender Antonio Luna from Sevilla. The 22-year-old left-back, who has been capped at various youth levels for Spain, has put pen to paper on a three-year deal with Villa. The news of Luna’s arrival comes two days after the midlands outfit announced they had sealed the capture of Denmark striker Nicklas Helenius from Aalborg. Last week they brought in another Denmark international, centre-back Jores Okore, as well as Holland Under-21 midfielder Leandro Bacuna, and the week before that Villa confirmed they had agreed a deal to sign Bulgaria midfielder Aleksandar Tonev. Luna told www.avfc.co.uk: “I’ve always believed that I could play in the Premier League and to have this opportunity with a club as historic and huge as Aston Villa and with a manager (Paul Lambert) who is building a squad of young players with great prospects is tremendously exciting for me. “I really can’t wait to get started and to play my first game. I have a great expectation coming here. The manager explained to me that it is a young squad but also one with good experience and everyone is hungry, everybody wants to succeed here. “This is perfect because I am keen to make progress myself and I want to be part of this. Obviously, I have watched Premier League games and I am totally aware of the pace of the game and that the challenge is to constantly be at the maximum and top of your performance. “There have been many good and great players from Spain who have come here and succeeded and I know I can adapt my game also. The quality of football in La Liga is also respected everywhere and this is why I believe I can do well in the Premier League.” Luna came through the youth system at Spanish club Sevilla and after playing for their B side made his debut for the first team in May 2010. He joined Almeria for a loan stint during the 2010-11 campaign and last term spent a similar spell with Real Mallorca. Luna was also part of the Spain squad who reached the quarter-finals of the 2011 Under-20 World Cup. Villa are reshaping their squad after finishing 15th in the Barclays Premier League last season.