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If there is any advice Col. Kirk Gibbs can give to his successor, it is this: Lead with honor and humility.
As Gibbs, U.S. Army Corps of Engineers Los Angeles District’s 61st commander, prepares to relinquish command of the LA District July 19 to Col. Aaron Barta, he offered up some advice and reflected on the past three years as the leader of one of the largest Corps districts in the country.
There are many things Gibbs said he is proud of when it comes to the LA District, but three things stand out: the District being recognized two years in a row as a "Best Place to Work" in the Corps; completing Weed Army Hospital at Fort Irwin, California – the Department of Defense’s only Leadership in Energy and Environmental Design-Platinum, carbon-neutral, net-zero certifiable hospital – on time and within budget; and the one-on-one time he was able to spend with employees in the District.
It is the people Gibbs said he will miss the most – the employees and the District’s close partners across the four-state area.
“I have never focused on relationships like I have here in this District, and I sincerely believe it is part of the District's culture,” he said. “When projects are tough, the close relationships get us through those challenges and ultimately deliver the program.”
During his time with the LA District, Gibbs has overseen a multimillion-dollar program that provides engineering, construction, planning, contracting, real estate, emergency operations, environmental and regulatory services to military, federal, state and local governments across a 226,000-square-mile area of Southern California, Nevada, Arizona and Utah. That also includes leading about 750 military and civilian personnel with a wide array of expertise.
But leading people is nothing new to Gibbs, who has served for more than 24 years as an active-duty Soldier, leading both military and civilian personnel.
“Each person is different, and I have learned that good leaders get to know each person individually and then lead them in a way that brings out the best in that employee,” he said.
Providing priorities and a solid intent on the District’s missions, particularly disaster response operations, helps employees stay focused on what’s really important, he said.
Gibbs will now serve as the chief of staff at the Corps’ headquarters in Washington, D.C. There, he said, he hopes to be an advocate for all of the Corps’ districts nationwide.
“I feel that this District and the great people are responsible for giving me the incredible opportunity of being the Corps’ chief of staff,” he said. “The people have taught me so much, and I will take that with me to make a positive impact on the Corps’ enterprise and help our Districts deliver our programs in civil works, military, Interagency and International Services, real estate and regulatory.”
Gibbs knows how the importance of mentors and having a good support system have played in shaping his career, and he credits his parents with instilling in him respect for others; his wife, Kim, who taught him to endure all challenges, no matter how great, with grace and dignity; and his former chief of staff – Col. Steve Hill – for giving him tough jobs to prepare him for success.
“(Hill) gave me tough jobs that I thought he could have done at the time, but as I look back, the toughest assignments he gave me in that civilian organization at the Corps headquarters prepared me for District command and enabled me to achieve the goal of commanding at the battalion, brigade and District levels,” he said. “I also remember he told me I would be a chief of staff for the Corps one day. He was preparing me for that. I didn't believe him, but that is my next job.”
And, as for additional advice he can share with Barta, Gibbs provided these words of wisdom:
- Be prepared to change leadership style when leading a District of professional civilians. Don't lead them in the same way as Soldiers;
- Engage with people and get around to see them across the District's entire area of operation. Don't sit behind a desk;
- Study hard initially and learn the policies, processes and programs. “You will never be the expert, but you must prepare yourself to make effective decisions as quickly as possible”;
- Always provide a commander's intent and an end state. The civilian workforce appreciates that; and, lastly,
- Lead with honor and humility. “It isn't about you. It is about the District's people and our vital mission.”
As for the future of the LA District, Gibbs said he hopes future leaders continue to change the culture to an organization that is more risk tolerant in streamlining processes and moving projects forward; deliver the Department of Veterans Affairs and Customs and Border Protection programs phenomenally – on time, within budget and to the highest quality; and to remain a "Best Place to Work" in order to retain and recruit talent to the high-cost living area of Southern California.
“I want the District to do what it always does and ‘knock those programs out of the park,’” he said.
Photos by Miller Taylor.
April 2015 CreativeMornings/Raleigh event (global theme: Humility) with guest speakers Mike and Megan Gilger, husband and wife creative team behind Wild Measure studio and The Fresh Exchange blog.
In 2009, Megan and Mike began their lifestyle and design blog, The Fresh Exchange Today, the blog reaches over a half million people everyday, inspiring creators of all kinds to pursue their dreams and live a beautiful and intentional life. The creative couple works together to create original content through photo, video, editorial writing, aesthetic curation, and social media. With a simple, natural, and organic nature to their content, Megan and Mike have had the opportunity to work with brands such as Smartwater, Bing, Gap, Madewell, Bota Box, Levi’s, Feedly, Kinfolk Magazine, Over, Warby Parker, Tuft & Needle, Shinola, and many others.
Special thanks to our host CAM Raleigh and sponsors CompostNow, Counter Culture Coffee, who generously provided us with complimentary coffee, Yellow Dog Bread Company, who provided the tasty breakfast snacks, and Raleigh Raw , who provided the healthy, cold-pressed juice.
“I am aware that invoking personal decency, personal humility, as the solution to a vast risk taken on our half by corporate industrialism is not going to suit everybody. Some will find it an insult to their sense of proportion, others to their sense of drama. I am offended by it myself, and I wish I could do better. But having looked about, I have been unable to convince myself that there is a better solution or one that has a better chance of working.”
Having documented the Madarriya Order at Ajmer and the Holy Shrine of Makanpur UP.. what struck me is there austere humility ,down to earth relationship with Man and God.
There was no pomp pride hardly could a malang be called ostentatious.and it was this quality that made foreigners walk with them from Delhi to Ajmer and later a few became Malangs too.
I have been documenting the Malangs since 2005 and never in my wildest of dreams thought that in 2011 I would become a Malang along with my Belgian friend ,, and never did the Malangs ever asked me to join them it was just one of those tings that happen seamlessly .
And I enjoy shooting them , their lifestyle and being close to Masoomi Baba and Rafiq Ali Baba virtual heads of the Aqasan Madarriya order gave me respect and above all access , without hindrance .I had already documented the Rifais.. Chancawalli Rafaees of Shans Wali Dargah Andheri for almost 7 years..
I keep in touch with Rafiq Ali Baba on phone ..and somehow I am chained to my karma in Mumbai.. my work keeps me from travelling to the various Urus that I have yet to see and document .
Your frequent self-underestimating serves as humility and keeps us on the same level, which is difficult to maintain because my confidence and assertion of personality ride circular-spiral escalators, even if you press all of the elevator buttons at once it can be difficult to keep the signals strong.
Even so, we both manage to end up grounded in time to catch the same subway car. Trains offer us the opportunity to remain quite still and also rocket forward. I think perhaps that’s why they captivate us so much.
And perhaps why we captivate each other.
You can’t steer a train, but you do choose your destination and how you spend the time on board.
And anyway, train tracks are contour; so there can be no such thing here as a power struggle.
We all search for a path to happiness...and that happiness could only be through God...that we understand God's Will in our Life...we all make mistakes...but we have been taught to seek for God's mercy and forgive others...and this is Spiritual achievement...then there is peace...that all men as The New Adam and all women as The New Eve - may truly respect each other...in alleviating Humanity to a higher level of Spiritual Life...of Holy Virtues of Humility, Love, Justice, Generosity, Peace and Joy...as the new Garden of Eden for the future Children of God...our Paradise on Earth...
If there is any advice Col. Kirk Gibbs can give to his successor, it is this: Lead with honor and humility.
As Gibbs, U.S. Army Corps of Engineers Los Angeles District’s 61st commander, prepares to relinquish command of the LA District July 19 to Col. Aaron Barta, he offered up some advice and reflected on the past three years as the leader of one of the largest Corps districts in the country.
There are many things Gibbs said he is proud of when it comes to the LA District, but three things stand out: the District being recognized two years in a row as a "Best Place to Work" in the Corps; completing Weed Army Hospital at Fort Irwin, California – the Department of Defense’s only Leadership in Energy and Environmental Design-Platinum, carbon-neutral, net-zero certifiable hospital – on time and within budget; and the one-on-one time he was able to spend with employees in the District.
It is the people Gibbs said he will miss the most – the employees and the District’s close partners across the four-state area.
“I have never focused on relationships like I have here in this District, and I sincerely believe it is part of the District's culture,” he said. “When projects are tough, the close relationships get us through those challenges and ultimately deliver the program.”
During his time with the LA District, Gibbs has overseen a multimillion-dollar program that provides engineering, construction, planning, contracting, real estate, emergency operations, environmental and regulatory services to military, federal, state and local governments across a 226,000-square-mile area of Southern California, Nevada, Arizona and Utah. That also includes leading about 750 military and civilian personnel with a wide array of expertise.
But leading people is nothing new to Gibbs, who has served for more than 24 years as an active-duty Soldier, leading both military and civilian personnel.
“Each person is different, and I have learned that good leaders get to know each person individually and then lead them in a way that brings out the best in that employee,” he said.
Providing priorities and a solid intent on the District’s missions, particularly disaster response operations, helps employees stay focused on what’s really important, he said.
Gibbs will now serve as the chief of staff at the Corps’ headquarters in Washington, D.C. There, he said, he hopes to be an advocate for all of the Corps’ districts nationwide.
“I feel that this District and the great people are responsible for giving me the incredible opportunity of being the Corps’ chief of staff,” he said. “The people have taught me so much, and I will take that with me to make a positive impact on the Corps’ enterprise and help our Districts deliver our programs in civil works, military, Interagency and International Services, real estate and regulatory.”
Gibbs knows how the importance of mentors and having a good support system have played in shaping his career, and he credits his parents with instilling in him respect for others; his wife, Kim, who taught him to endure all challenges, no matter how great, with grace and dignity; and his former chief of staff – Col. Steve Hill – for giving him tough jobs to prepare him for success.
“(Hill) gave me tough jobs that I thought he could have done at the time, but as I look back, the toughest assignments he gave me in that civilian organization at the Corps headquarters prepared me for District command and enabled me to achieve the goal of commanding at the battalion, brigade and District levels,” he said. “I also remember he told me I would be a chief of staff for the Corps one day. He was preparing me for that. I didn't believe him, but that is my next job.”
And, as for additional advice he can share with Barta, Gibbs provided these words of wisdom:
- Be prepared to change leadership style when leading a District of professional civilians. Don't lead them in the same way as Soldiers;
- Engage with people and get around to see them across the District's entire area of operation. Don't sit behind a desk;
- Study hard initially and learn the policies, processes and programs. “You will never be the expert, but you must prepare yourself to make effective decisions as quickly as possible”;
- Always provide a commander's intent and an end state. The civilian workforce appreciates that; and, lastly,
- Lead with honor and humility. “It isn't about you. It is about the District's people and our vital mission.”
As for the future of the LA District, Gibbs said he hopes future leaders continue to change the culture to an organization that is more risk tolerant in streamlining processes and moving projects forward; deliver the Department of Veterans Affairs and Customs and Border Protection programs phenomenally – on time, within budget and to the highest quality; and to remain a "Best Place to Work" in order to retain and recruit talent to the high-cost living area of Southern California.
“I want the District to do what it always does and ‘knock those programs out of the park,’” he said.
If there is any advice Col. Kirk Gibbs can give to his successor, it is this: Lead with honor and humility.
As Gibbs, U.S. Army Corps of Engineers Los Angeles District’s 61st commander, prepares to relinquish command of the LA District July 19 to Col. Aaron Barta, he offered up some advice and reflected on the past three years as the leader of one of the largest Corps districts in the country.
There are many things Gibbs said he is proud of when it comes to the LA District, but three things stand out: the District being recognized two years in a row as a "Best Place to Work" in the Corps; completing Weed Army Hospital at Fort Irwin, California – the Department of Defense’s only Leadership in Energy and Environmental Design-Platinum, carbon-neutral, net-zero certifiable hospital – on time and within budget; and the one-on-one time he was able to spend with employees in the District.
It is the people Gibbs said he will miss the most – the employees and the District’s close partners across the four-state area.
“I have never focused on relationships like I have here in this District, and I sincerely believe it is part of the District's culture,” he said. “When projects are tough, the close relationships get us through those challenges and ultimately deliver the program.”
During his time with the LA District, Gibbs has overseen a multimillion-dollar program that provides engineering, construction, planning, contracting, real estate, emergency operations, environmental and regulatory services to military, federal, state and local governments across a 226,000-square-mile area of Southern California, Nevada, Arizona and Utah. That also includes leading about 750 military and civilian personnel with a wide array of expertise.
But leading people is nothing new to Gibbs, who has served for more than 24 years as an active-duty Soldier, leading both military and civilian personnel.
“Each person is different, and I have learned that good leaders get to know each person individually and then lead them in a way that brings out the best in that employee,” he said.
Providing priorities and a solid intent on the District’s missions, particularly disaster response operations, helps employees stay focused on what’s really important, he said.
Gibbs will now serve as the chief of staff at the Corps’ headquarters in Washington, D.C. There, he said, he hopes to be an advocate for all of the Corps’ districts nationwide.
“I feel that this District and the great people are responsible for giving me the incredible opportunity of being the Corps’ chief of staff,” he said. “The people have taught me so much, and I will take that with me to make a positive impact on the Corps’ enterprise and help our Districts deliver our programs in civil works, military, Interagency and International Services, real estate and regulatory.”
Gibbs knows how the importance of mentors and having a good support system have played in shaping his career, and he credits his parents with instilling in him respect for others; his wife, Kim, who taught him to endure all challenges, no matter how great, with grace and dignity; and his former chief of staff – Col. Steve Hill – for giving him tough jobs to prepare him for success.
“(Hill) gave me tough jobs that I thought he could have done at the time, but as I look back, the toughest assignments he gave me in that civilian organization at the Corps headquarters prepared me for District command and enabled me to achieve the goal of commanding at the battalion, brigade and District levels,” he said. “I also remember he told me I would be a chief of staff for the Corps one day. He was preparing me for that. I didn't believe him, but that is my next job.”
And, as for additional advice he can share with Barta, Gibbs provided these words of wisdom:
- Be prepared to change leadership style when leading a District of professional civilians. Don't lead them in the same way as Soldiers;
- Engage with people and get around to see them across the District's entire area of operation. Don't sit behind a desk;
- Study hard initially and learn the policies, processes and programs. “You will never be the expert, but you must prepare yourself to make effective decisions as quickly as possible”;
- Always provide a commander's intent and an end state. The civilian workforce appreciates that; and, lastly,
- Lead with honor and humility. “It isn't about you. It is about the District's people and our vital mission.”
As for the future of the LA District, Gibbs said he hopes future leaders continue to change the culture to an organization that is more risk tolerant in streamlining processes and moving projects forward; deliver the Department of Veterans Affairs and Customs and Border Protection programs phenomenally – on time, within budget and to the highest quality; and to remain a "Best Place to Work" in order to retain and recruit talent to the high-cost living area of Southern California.
“I want the District to do what it always does and ‘knock those programs out of the park,’” he said.
Only one...
one thought, one that truly counts
one realisation
one truth, one that wholly does renounce
lingering doubts
that have left a trail of damage
waking fears
that lay a path ahead to rewrite an old adage
at no cost
to ourself, can we transpose pain
without price
the health of pride at stake that nobody can explain
when the world has nothing left to say
safety goes against the rule of thumb
when oneness symbolises true heart
with every beat and strain is written our own anthem
not the sky, nor ourselves even know the words
we don't know why?
seclusion is the best view of the outside of one's self
we are from the inside an entity from which nothing can deny.
by anglia24
17h40: 21/12/2007
© 2007anglia24
☀
The lifestory of humanity and humility joined under one sky.
Temperature at time of photo: 2.5c.
98,789 items / 597,443 views
The Mumbai Police cop has been on his feet contributing with his humility , his khaki presence to the law and order situation in Mumbai.
And the positive side , he is doing a brilliant job, whatever crass the media writes about him ,there are bad eggs in every basket in society so why just pick on cops...there s corruption in Gods house too, in politics so why just corner the policeman only ..dont paint all of them with a brush of hate.
The long hours at work means that the policeman has hardly any time for his family,or his childrens growth.His accommodation is a pigeon hole..his salary sucks..he has no time for anything else..
I have always made it a point , to make the policeman the hero of all my religious procession stories , he is there and his shadow keeps evil at bay, as there are bad elements waiting to bring peace to a halt in Mumbai our beloved city where we all live happily .
We have seen trying times , evil tried to choke the life out of Mumbai, but we the people along with the Mumbai Police overcame their evil agenda.
Whatever one says Mumbai Police in spite of all odds has been there with a danda in hand facing the terrorists bullets , the irony is the heartless soul of conscience only remembers the Mumbai Police when they die saving our lives , other wise we neglect them completely.
They are used like door mats by the politician and if they rebel they are thrown to the jungles transferred to Naxalbari fires..its indeed sad to say the least.
I was at the Bandra Police Station yesterday and all the constables greeted me wholeheartedly ,thanking me for recording the various processions of Bandra..promoting peace and goodwill among all sections of society.
None of the constables know I write about them too, they know I take their pictures , but not one of them has ever asked for a copy.
Very few know that I post them on the Internet.
Senior Inspector Prakash George too has been a great fan of my work, and recently ACP Amitabh Gupta who me tme at Carter Road thanked me for the work I was doing as a blogger.
And I had taken Marziya to the Bandra Police Station she would not stop shaking hands with the cops and shouting Police Police .. Marziya is my 23 month old grand daughter who all the Bandra cops love , most of them stop their vans to wave out to her, I have tears in my eyes as I write this..do they see their own daughters when they see Marziya ..Probably..
I have always paid tribute to the humble constable barring some officers who dont like their pictures being taken by a blogger photographer dressed like me I have cordial relationship with the Mumbai Police on the whole..
If there is any advice Col. Kirk Gibbs can give to his successor, it is this: Lead with honor and humility.
As Gibbs, U.S. Army Corps of Engineers Los Angeles District’s 61st commander, prepares to relinquish command of the LA District July 19 to Col. Aaron Barta, he offered up some advice and reflected on the past three years as the leader of one of the largest Corps districts in the country.
There are many things Gibbs said he is proud of when it comes to the LA District, but three things stand out: the District being recognized two years in a row as a "Best Place to Work" in the Corps; completing Weed Army Hospital at Fort Irwin, California – the Department of Defense’s only Leadership in Energy and Environmental Design-Platinum, carbon-neutral, net-zero certifiable hospital – on time and within budget; and the one-on-one time he was able to spend with employees in the District.
It is the people Gibbs said he will miss the most – the employees and the District’s close partners across the four-state area.
“I have never focused on relationships like I have here in this District, and I sincerely believe it is part of the District's culture,” he said. “When projects are tough, the close relationships get us through those challenges and ultimately deliver the program.”
During his time with the LA District, Gibbs has overseen a multimillion-dollar program that provides engineering, construction, planning, contracting, real estate, emergency operations, environmental and regulatory services to military, federal, state and local governments across a 226,000-square-mile area of Southern California, Nevada, Arizona and Utah. That also includes leading about 750 military and civilian personnel with a wide array of expertise.
But leading people is nothing new to Gibbs, who has served for more than 24 years as an active-duty Soldier, leading both military and civilian personnel.
“Each person is different, and I have learned that good leaders get to know each person individually and then lead them in a way that brings out the best in that employee,” he said.
Providing priorities and a solid intent on the District’s missions, particularly disaster response operations, helps employees stay focused on what’s really important, he said.
Gibbs will now serve as the chief of staff at the Corps’ headquarters in Washington, D.C. There, he said, he hopes to be an advocate for all of the Corps’ districts nationwide.
“I feel that this District and the great people are responsible for giving me the incredible opportunity of being the Corps’ chief of staff,” he said. “The people have taught me so much, and I will take that with me to make a positive impact on the Corps’ enterprise and help our Districts deliver our programs in civil works, military, Interagency and International Services, real estate and regulatory.”
Gibbs knows how the importance of mentors and having a good support system have played in shaping his career, and he credits his parents with instilling in him respect for others; his wife, Kim, who taught him to endure all challenges, no matter how great, with grace and dignity; and his former chief of staff – Col. Steve Hill – for giving him tough jobs to prepare him for success.
“(Hill) gave me tough jobs that I thought he could have done at the time, but as I look back, the toughest assignments he gave me in that civilian organization at the Corps headquarters prepared me for District command and enabled me to achieve the goal of commanding at the battalion, brigade and District levels,” he said. “I also remember he told me I would be a chief of staff for the Corps one day. He was preparing me for that. I didn't believe him, but that is my next job.”
And, as for additional advice he can share with Barta, Gibbs provided these words of wisdom:
- Be prepared to change leadership style when leading a District of professional civilians. Don't lead them in the same way as Soldiers;
- Engage with people and get around to see them across the District's entire area of operation. Don't sit behind a desk;
- Study hard initially and learn the policies, processes and programs. “You will never be the expert, but you must prepare yourself to make effective decisions as quickly as possible”;
- Always provide a commander's intent and an end state. The civilian workforce appreciates that; and, lastly,
- Lead with honor and humility. “It isn't about you. It is about the District's people and our vital mission.”
As for the future of the LA District, Gibbs said he hopes future leaders continue to change the culture to an organization that is more risk tolerant in streamlining processes and moving projects forward; deliver the Department of Veterans Affairs and Customs and Border Protection programs phenomenally – on time, within budget and to the highest quality; and to remain a "Best Place to Work" in order to retain and recruit talent to the high-cost living area of Southern California.
“I want the District to do what it always does and ‘knock those programs out of the park,’” he said.
If there is any advice Col. Kirk Gibbs can give to his successor, it is this: Lead with honor and humility.
As Gibbs, U.S. Army Corps of Engineers Los Angeles District’s 61st commander, prepares to relinquish command of the LA District July 19 to Col. Aaron Barta, he offered up some advice and reflected on the past three years as the leader of one of the largest Corps districts in the country.
There are many things Gibbs said he is proud of when it comes to the LA District, but three things stand out: the District being recognized two years in a row as a "Best Place to Work" in the Corps; completing Weed Army Hospital at Fort Irwin, California – the Department of Defense’s only Leadership in Energy and Environmental Design-Platinum, carbon-neutral, net-zero certifiable hospital – on time and within budget; and the one-on-one time he was able to spend with employees in the District.
It is the people Gibbs said he will miss the most – the employees and the District’s close partners across the four-state area.
“I have never focused on relationships like I have here in this District, and I sincerely believe it is part of the District's culture,” he said. “When projects are tough, the close relationships get us through those challenges and ultimately deliver the program.”
During his time with the LA District, Gibbs has overseen a multimillion-dollar program that provides engineering, construction, planning, contracting, real estate, emergency operations, environmental and regulatory services to military, federal, state and local governments across a 226,000-square-mile area of Southern California, Nevada, Arizona and Utah. That also includes leading about 750 military and civilian personnel with a wide array of expertise.
But leading people is nothing new to Gibbs, who has served for more than 24 years as an active-duty Soldier, leading both military and civilian personnel.
“Each person is different, and I have learned that good leaders get to know each person individually and then lead them in a way that brings out the best in that employee,” he said.
Providing priorities and a solid intent on the District’s missions, particularly disaster response operations, helps employees stay focused on what’s really important, he said.
Gibbs will now serve as the chief of staff at the Corps’ headquarters in Washington, D.C. There, he said, he hopes to be an advocate for all of the Corps’ districts nationwide.
“I feel that this District and the great people are responsible for giving me the incredible opportunity of being the Corps’ chief of staff,” he said. “The people have taught me so much, and I will take that with me to make a positive impact on the Corps’ enterprise and help our Districts deliver our programs in civil works, military, Interagency and International Services, real estate and regulatory.”
Gibbs knows how the importance of mentors and having a good support system have played in shaping his career, and he credits his parents with instilling in him respect for others; his wife, Kim, who taught him to endure all challenges, no matter how great, with grace and dignity; and his former chief of staff – Col. Steve Hill – for giving him tough jobs to prepare him for success.
“(Hill) gave me tough jobs that I thought he could have done at the time, but as I look back, the toughest assignments he gave me in that civilian organization at the Corps headquarters prepared me for District command and enabled me to achieve the goal of commanding at the battalion, brigade and District levels,” he said. “I also remember he told me I would be a chief of staff for the Corps one day. He was preparing me for that. I didn't believe him, but that is my next job.”
And, as for additional advice he can share with Barta, Gibbs provided these words of wisdom:
- Be prepared to change leadership style when leading a District of professional civilians. Don't lead them in the same way as Soldiers;
- Engage with people and get around to see them across the District's entire area of operation. Don't sit behind a desk;
- Study hard initially and learn the policies, processes and programs. “You will never be the expert, but you must prepare yourself to make effective decisions as quickly as possible”;
- Always provide a commander's intent and an end state. The civilian workforce appreciates that; and, lastly,
- Lead with honor and humility. “It isn't about you. It is about the District's people and our vital mission.”
As for the future of the LA District, Gibbs said he hopes future leaders continue to change the culture to an organization that is more risk tolerant in streamlining processes and moving projects forward; deliver the Department of Veterans Affairs and Customs and Border Protection programs phenomenally – on time, within budget and to the highest quality; and to remain a "Best Place to Work" in order to retain and recruit talent to the high-cost living area of Southern California.
“I want the District to do what it always does and ‘knock those programs out of the park,’” he said.
Day 308 / 365
Freelensing to manually emphasize a part of the text from Timothy Keller's 48-page book, "The Freedom of Self Forgetfulness".
If there is any advice Col. Kirk Gibbs can give to his successor, it is this: Lead with honor and humility.
As Gibbs, U.S. Army Corps of Engineers Los Angeles District’s 61st commander, prepares to relinquish command of the LA District July 19 to Col. Aaron Barta, he offered up some advice and reflected on the past three years as the leader of one of the largest Corps districts in the country.
There are many things Gibbs said he is proud of when it comes to the LA District, but three things stand out: the District being recognized two years in a row as a "Best Place to Work" in the Corps; completing Weed Army Hospital at Fort Irwin, California – the Department of Defense’s only Leadership in Energy and Environmental Design-Platinum, carbon-neutral, net-zero certifiable hospital – on time and within budget; and the one-on-one time he was able to spend with employees in the District.
It is the people Gibbs said he will miss the most – the employees and the District’s close partners across the four-state area.
“I have never focused on relationships like I have here in this District, and I sincerely believe it is part of the District's culture,” he said. “When projects are tough, the close relationships get us through those challenges and ultimately deliver the program.”
During his time with the LA District, Gibbs has overseen a multimillion-dollar program that provides engineering, construction, planning, contracting, real estate, emergency operations, environmental and regulatory services to military, federal, state and local governments across a 226,000-square-mile area of Southern California, Nevada, Arizona and Utah. That also includes leading about 750 military and civilian personnel with a wide array of expertise.
But leading people is nothing new to Gibbs, who has served for more than 24 years as an active-duty Soldier, leading both military and civilian personnel.
“Each person is different, and I have learned that good leaders get to know each person individually and then lead them in a way that brings out the best in that employee,” he said.
Providing priorities and a solid intent on the District’s missions, particularly disaster response operations, helps employees stay focused on what’s really important, he said.
Gibbs will now serve as the chief of staff at the Corps’ headquarters in Washington, D.C. There, he said, he hopes to be an advocate for all of the Corps’ districts nationwide.
“I feel that this District and the great people are responsible for giving me the incredible opportunity of being the Corps’ chief of staff,” he said. “The people have taught me so much, and I will take that with me to make a positive impact on the Corps’ enterprise and help our Districts deliver our programs in civil works, military, Interagency and International Services, real estate and regulatory.”
Gibbs knows how the importance of mentors and having a good support system have played in shaping his career, and he credits his parents with instilling in him respect for others; his wife, Kim, who taught him to endure all challenges, no matter how great, with grace and dignity; and his former chief of staff – Col. Steve Hill – for giving him tough jobs to prepare him for success.
“(Hill) gave me tough jobs that I thought he could have done at the time, but as I look back, the toughest assignments he gave me in that civilian organization at the Corps headquarters prepared me for District command and enabled me to achieve the goal of commanding at the battalion, brigade and District levels,” he said. “I also remember he told me I would be a chief of staff for the Corps one day. He was preparing me for that. I didn't believe him, but that is my next job.”
And, as for additional advice he can share with Barta, Gibbs provided these words of wisdom:
- Be prepared to change leadership style when leading a District of professional civilians. Don't lead them in the same way as Soldiers;
- Engage with people and get around to see them across the District's entire area of operation. Don't sit behind a desk;
- Study hard initially and learn the policies, processes and programs. “You will never be the expert, but you must prepare yourself to make effective decisions as quickly as possible”;
- Always provide a commander's intent and an end state. The civilian workforce appreciates that; and, lastly,
- Lead with honor and humility. “It isn't about you. It is about the District's people and our vital mission.”
As for the future of the LA District, Gibbs said he hopes future leaders continue to change the culture to an organization that is more risk tolerant in streamlining processes and moving projects forward; deliver the Department of Veterans Affairs and Customs and Border Protection programs phenomenally – on time, within budget and to the highest quality; and to remain a "Best Place to Work" in order to retain and recruit talent to the high-cost living area of Southern California.
“I want the District to do what it always does and ‘knock those programs out of the park,’” he said.
If there is any advice Col. Kirk Gibbs can give to his successor, it is this: Lead with honor and humility.
As Gibbs, U.S. Army Corps of Engineers Los Angeles District’s 61st commander, prepares to relinquish command of the LA District July 19 to Col. Aaron Barta, he offered up some advice and reflected on the past three years as the leader of one of the largest Corps districts in the country.
There are many things Gibbs said he is proud of when it comes to the LA District, but three things stand out: the District being recognized two years in a row as a "Best Place to Work" in the Corps; completing Weed Army Hospital at Fort Irwin, California – the Department of Defense’s only Leadership in Energy and Environmental Design-Platinum, carbon-neutral, net-zero certifiable hospital – on time and within budget; and the one-on-one time he was able to spend with employees in the District.
It is the people Gibbs said he will miss the most – the employees and the District’s close partners across the four-state area.
“I have never focused on relationships like I have here in this District, and I sincerely believe it is part of the District's culture,” he said. “When projects are tough, the close relationships get us through those challenges and ultimately deliver the program.”
During his time with the LA District, Gibbs has overseen a multimillion-dollar program that provides engineering, construction, planning, contracting, real estate, emergency operations, environmental and regulatory services to military, federal, state and local governments across a 226,000-square-mile area of Southern California, Nevada, Arizona and Utah. That also includes leading about 750 military and civilian personnel with a wide array of expertise.
But leading people is nothing new to Gibbs, who has served for more than 24 years as an active-duty Soldier, leading both military and civilian personnel.
“Each person is different, and I have learned that good leaders get to know each person individually and then lead them in a way that brings out the best in that employee,” he said.
Providing priorities and a solid intent on the District’s missions, particularly disaster response operations, helps employees stay focused on what’s really important, he said.
Gibbs will now serve as the chief of staff at the Corps’ headquarters in Washington, D.C. There, he said, he hopes to be an advocate for all of the Corps’ districts nationwide.
“I feel that this District and the great people are responsible for giving me the incredible opportunity of being the Corps’ chief of staff,” he said. “The people have taught me so much, and I will take that with me to make a positive impact on the Corps’ enterprise and help our Districts deliver our programs in civil works, military, Interagency and International Services, real estate and regulatory.”
Gibbs knows how the importance of mentors and having a good support system have played in shaping his career, and he credits his parents with instilling in him respect for others; his wife, Kim, who taught him to endure all challenges, no matter how great, with grace and dignity; and his former chief of staff – Col. Steve Hill – for giving him tough jobs to prepare him for success.
“(Hill) gave me tough jobs that I thought he could have done at the time, but as I look back, the toughest assignments he gave me in that civilian organization at the Corps headquarters prepared me for District command and enabled me to achieve the goal of commanding at the battalion, brigade and District levels,” he said. “I also remember he told me I would be a chief of staff for the Corps one day. He was preparing me for that. I didn't believe him, but that is my next job.”
And, as for additional advice he can share with Barta, Gibbs provided these words of wisdom:
- Be prepared to change leadership style when leading a District of professional civilians. Don't lead them in the same way as Soldiers;
- Engage with people and get around to see them across the District's entire area of operation. Don't sit behind a desk;
- Study hard initially and learn the policies, processes and programs. “You will never be the expert, but you must prepare yourself to make effective decisions as quickly as possible”;
- Always provide a commander's intent and an end state. The civilian workforce appreciates that; and, lastly,
- Lead with honor and humility. “It isn't about you. It is about the District's people and our vital mission.”
As for the future of the LA District, Gibbs said he hopes future leaders continue to change the culture to an organization that is more risk tolerant in streamlining processes and moving projects forward; deliver the Department of Veterans Affairs and Customs and Border Protection programs phenomenally – on time, within budget and to the highest quality; and to remain a "Best Place to Work" in order to retain and recruit talent to the high-cost living area of Southern California.
“I want the District to do what it always does and ‘knock those programs out of the park,’” he said.
Apo Napakumbaba (Lord of Humility) / Washing of the Feet / Ang Paghuhugas sa Paa
Viernes Santo 2009 / Good Friday 2009
Roman Catholic Church
Parish of San Sebastian
San Narciso, Zambales
For more information about the San Narciso Roman Catholic procession and/or see the complete listing, please visit:
www.flickr.com/groups/semana_santa_filipinas/discuss/7215...
when humility, love and affection is the true strength of all men...especially all fathers...in protecting the Children of Humanity and all families...for the Holy Virtues of Family Love...
The "extreme humility," an image of Christ's voluntary suffering (the passion). This icon has been set out in Three Hierarchs Chapel at St Vladimir's Seminary for the Bridegroom matins services of the holy and great week of our Lord's passion.
Uploaded with Flickup on iPhone.
If there is any advice Col. Kirk Gibbs can give to his successor, it is this: Lead with honor and humility.
As Gibbs, U.S. Army Corps of Engineers Los Angeles District’s 61st commander, prepares to relinquish command of the LA District July 19 to Col. Aaron Barta, he offered up some advice and reflected on the past three years as the leader of one of the largest Corps districts in the country.
There are many things Gibbs said he is proud of when it comes to the LA District, but three things stand out: the District being recognized two years in a row as a "Best Place to Work" in the Corps; completing Weed Army Hospital at Fort Irwin, California – the Department of Defense’s only Leadership in Energy and Environmental Design-Platinum, carbon-neutral, net-zero certifiable hospital – on time and within budget; and the one-on-one time he was able to spend with employees in the District.
It is the people Gibbs said he will miss the most – the employees and the District’s close partners across the four-state area.
“I have never focused on relationships like I have here in this District, and I sincerely believe it is part of the District's culture,” he said. “When projects are tough, the close relationships get us through those challenges and ultimately deliver the program.”
During his time with the LA District, Gibbs has overseen a multimillion-dollar program that provides engineering, construction, planning, contracting, real estate, emergency operations, environmental and regulatory services to military, federal, state and local governments across a 226,000-square-mile area of Southern California, Nevada, Arizona and Utah. That also includes leading about 750 military and civilian personnel with a wide array of expertise.
But leading people is nothing new to Gibbs, who has served for more than 24 years as an active-duty Soldier, leading both military and civilian personnel.
“Each person is different, and I have learned that good leaders get to know each person individually and then lead them in a way that brings out the best in that employee,” he said.
Providing priorities and a solid intent on the District’s missions, particularly disaster response operations, helps employees stay focused on what’s really important, he said.
Gibbs will now serve as the chief of staff at the Corps’ headquarters in Washington, D.C. There, he said, he hopes to be an advocate for all of the Corps’ districts nationwide.
“I feel that this District and the great people are responsible for giving me the incredible opportunity of being the Corps’ chief of staff,” he said. “The people have taught me so much, and I will take that with me to make a positive impact on the Corps’ enterprise and help our Districts deliver our programs in civil works, military, Interagency and International Services, real estate and regulatory.”
Gibbs knows how the importance of mentors and having a good support system have played in shaping his career, and he credits his parents with instilling in him respect for others; his wife, Kim, who taught him to endure all challenges, no matter how great, with grace and dignity; and his former chief of staff – Col. Steve Hill – for giving him tough jobs to prepare him for success.
“(Hill) gave me tough jobs that I thought he could have done at the time, but as I look back, the toughest assignments he gave me in that civilian organization at the Corps headquarters prepared me for District command and enabled me to achieve the goal of commanding at the battalion, brigade and District levels,” he said. “I also remember he told me I would be a chief of staff for the Corps one day. He was preparing me for that. I didn't believe him, but that is my next job.”
And, as for additional advice he can share with Barta, Gibbs provided these words of wisdom:
- Be prepared to change leadership style when leading a District of professional civilians. Don't lead them in the same way as Soldiers;
- Engage with people and get around to see them across the District's entire area of operation. Don't sit behind a desk;
- Study hard initially and learn the policies, processes and programs. “You will never be the expert, but you must prepare yourself to make effective decisions as quickly as possible”;
- Always provide a commander's intent and an end state. The civilian workforce appreciates that; and, lastly,
- Lead with honor and humility. “It isn't about you. It is about the District's people and our vital mission.”
As for the future of the LA District, Gibbs said he hopes future leaders continue to change the culture to an organization that is more risk tolerant in streamlining processes and moving projects forward; deliver the Department of Veterans Affairs and Customs and Border Protection programs phenomenally – on time, within budget and to the highest quality; and to remain a "Best Place to Work" in order to retain and recruit talent to the high-cost living area of Southern California.
“I want the District to do what it always does and ‘knock those programs out of the park,’” he said.
If there is any advice Col. Kirk Gibbs can give to his successor, it is this: Lead with honor and humility.
As Gibbs, U.S. Army Corps of Engineers Los Angeles District’s 61st commander, prepares to relinquish command of the LA District July 19 to Col. Aaron Barta, he offered up some advice and reflected on the past three years as the leader of one of the largest Corps districts in the country.
There are many things Gibbs said he is proud of when it comes to the LA District, but three things stand out: the District being recognized two years in a row as a "Best Place to Work" in the Corps; completing Weed Army Hospital at Fort Irwin, California – the Department of Defense’s only Leadership in Energy and Environmental Design-Platinum, carbon-neutral, net-zero certifiable hospital – on time and within budget; and the one-on-one time he was able to spend with employees in the District.
It is the people Gibbs said he will miss the most – the employees and the District’s close partners across the four-state area.
“I have never focused on relationships like I have here in this District, and I sincerely believe it is part of the District's culture,” he said. “When projects are tough, the close relationships get us through those challenges and ultimately deliver the program.”
During his time with the LA District, Gibbs has overseen a multimillion-dollar program that provides engineering, construction, planning, contracting, real estate, emergency operations, environmental and regulatory services to military, federal, state and local governments across a 226,000-square-mile area of Southern California, Nevada, Arizona and Utah. That also includes leading about 750 military and civilian personnel with a wide array of expertise.
But leading people is nothing new to Gibbs, who has served for more than 24 years as an active-duty Soldier, leading both military and civilian personnel.
“Each person is different, and I have learned that good leaders get to know each person individually and then lead them in a way that brings out the best in that employee,” he said.
Providing priorities and a solid intent on the District’s missions, particularly disaster response operations, helps employees stay focused on what’s really important, he said.
Gibbs will now serve as the chief of staff at the Corps’ headquarters in Washington, D.C. There, he said, he hopes to be an advocate for all of the Corps’ districts nationwide.
“I feel that this District and the great people are responsible for giving me the incredible opportunity of being the Corps’ chief of staff,” he said. “The people have taught me so much, and I will take that with me to make a positive impact on the Corps’ enterprise and help our Districts deliver our programs in civil works, military, Interagency and International Services, real estate and regulatory.”
Gibbs knows how the importance of mentors and having a good support system have played in shaping his career, and he credits his parents with instilling in him respect for others; his wife, Kim, who taught him to endure all challenges, no matter how great, with grace and dignity; and his former chief of staff – Col. Steve Hill – for giving him tough jobs to prepare him for success.
“(Hill) gave me tough jobs that I thought he could have done at the time, but as I look back, the toughest assignments he gave me in that civilian organization at the Corps headquarters prepared me for District command and enabled me to achieve the goal of commanding at the battalion, brigade and District levels,” he said. “I also remember he told me I would be a chief of staff for the Corps one day. He was preparing me for that. I didn't believe him, but that is my next job.”
And, as for additional advice he can share with Barta, Gibbs provided these words of wisdom:
- Be prepared to change leadership style when leading a District of professional civilians. Don't lead them in the same way as Soldiers;
- Engage with people and get around to see them across the District's entire area of operation. Don't sit behind a desk;
- Study hard initially and learn the policies, processes and programs. “You will never be the expert, but you must prepare yourself to make effective decisions as quickly as possible”;
- Always provide a commander's intent and an end state. The civilian workforce appreciates that; and, lastly,
- Lead with honor and humility. “It isn't about you. It is about the District's people and our vital mission.”
As for the future of the LA District, Gibbs said he hopes future leaders continue to change the culture to an organization that is more risk tolerant in streamlining processes and moving projects forward; deliver the Department of Veterans Affairs and Customs and Border Protection programs phenomenally – on time, within budget and to the highest quality; and to remain a "Best Place to Work" in order to retain and recruit talent to the high-cost living area of Southern California.
“I want the District to do what it always does and ‘knock those programs out of the park,’” he said.
St Mary, Great Warley, Essex
And so, I came to the end of the 2013 Essex Historic Churches Bike Ride, quaintly rebadged in this particular county as 'Ride and Stride'. It had rained pretty much all day, and a number of the churches I'd visited had not been participating. I resolved that next year I'd be back in Norfolk or Suffolk, and I was somewhat surprised to discover afterwards that five of the churches I had seen inside, on what I thought had been a thin day for good churches, were featured in the Simon Jenkins book England's Thousand Best Churches. The only one of them that would make my personal Essex Top 30 was the last one of the day, Great Warley.
Here we are in the suburbs of Brentwood. In 1902, the local millionaire and philanthropist Evelyn Heseltine paid for a spectacular rebuilding of the parish church in the Art Nouveau style. No expense was spared, and everything is of the highest quality. Internally, the walls and furnishings are marble, aluminium, copper and brass, the glass all good, although unfortunately the original Art Nouveau windows on the north side were blown out and destroyed in the Second World War. All the lights were on, hundreds of tungsten bulbs flaring, which made photography of the inside very difficult, although this must be a very dark church inside indeed if they are all off, especially on such a gloomy day. Everything is of a piece, and really rather wonderful.
It takes patience to listen, and humility to realize that what we have come to know are just about the tip of the iceberg...and vanity of all vanities, we find the simple truth in that we seek,all along here in the Kingdom Within...
You can only understand people if you feel them in yourself. - John Steinbeck
Picture Quotes on Humility
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Original photo credit: silviarita
~ Onze Lieve Vrouwenkathedraal ~ Cathedral of Our Lady ~
This is underneath the lantern- or crossing-tower where the nave and transepts meet. The cupula is 43 meters high. The painting in the cupola is The assumption of the Virgin by Cornelis Schut.
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Humility - One mustn't depend upon his own might, but instead place his trust in a mightier than he.
This fabulous painting uses gold in both the halos and the background. Also this painting shows heirarchy of scale, seen in the angels, whom are much smaller in size than Madonna or Jesus, and whose proportions don't match. This emphasizes the importance of the Madonna and Child.
At the African Burial Ground National Monument, located at the corners of Duane and Elk Streets in lower Manhattan, New York.
If there is any advice Col. Kirk Gibbs can give to his successor, it is this: Lead with honor and humility.
As Gibbs, U.S. Army Corps of Engineers Los Angeles District’s 61st commander, prepares to relinquish command of the LA District July 19 to Col. Aaron Barta, he offered up some advice and reflected on the past three years as the leader of one of the largest Corps districts in the country.
There are many things Gibbs said he is proud of when it comes to the LA District, but three things stand out: the District being recognized two years in a row as a "Best Place to Work" in the Corps; completing Weed Army Hospital at Fort Irwin, California – the Department of Defense’s only Leadership in Energy and Environmental Design-Platinum, carbon-neutral, net-zero certifiable hospital – on time and within budget; and the one-on-one time he was able to spend with employees in the District.
It is the people Gibbs said he will miss the most – the employees and the District’s close partners across the four-state area.
“I have never focused on relationships like I have here in this District, and I sincerely believe it is part of the District's culture,” he said. “When projects are tough, the close relationships get us through those challenges and ultimately deliver the program.”
During his time with the LA District, Gibbs has overseen a multimillion-dollar program that provides engineering, construction, planning, contracting, real estate, emergency operations, environmental and regulatory services to military, federal, state and local governments across a 226,000-square-mile area of Southern California, Nevada, Arizona and Utah. That also includes leading about 750 military and civilian personnel with a wide array of expertise.
But leading people is nothing new to Gibbs, who has served for more than 24 years as an active-duty Soldier, leading both military and civilian personnel.
“Each person is different, and I have learned that good leaders get to know each person individually and then lead them in a way that brings out the best in that employee,” he said.
Providing priorities and a solid intent on the District’s missions, particularly disaster response operations, helps employees stay focused on what’s really important, he said.
Gibbs will now serve as the chief of staff at the Corps’ headquarters in Washington, D.C. There, he said, he hopes to be an advocate for all of the Corps’ districts nationwide.
“I feel that this District and the great people are responsible for giving me the incredible opportunity of being the Corps’ chief of staff,” he said. “The people have taught me so much, and I will take that with me to make a positive impact on the Corps’ enterprise and help our Districts deliver our programs in civil works, military, Interagency and International Services, real estate and regulatory.”
Gibbs knows how the importance of mentors and having a good support system have played in shaping his career, and he credits his parents with instilling in him respect for others; his wife, Kim, who taught him to endure all challenges, no matter how great, with grace and dignity; and his former chief of staff – Col. Steve Hill – for giving him tough jobs to prepare him for success.
“(Hill) gave me tough jobs that I thought he could have done at the time, but as I look back, the toughest assignments he gave me in that civilian organization at the Corps headquarters prepared me for District command and enabled me to achieve the goal of commanding at the battalion, brigade and District levels,” he said. “I also remember he told me I would be a chief of staff for the Corps one day. He was preparing me for that. I didn't believe him, but that is my next job.”
And, as for additional advice he can share with Barta, Gibbs provided these words of wisdom:
- Be prepared to change leadership style when leading a District of professional civilians. Don't lead them in the same way as Soldiers;
- Engage with people and get around to see them across the District's entire area of operation. Don't sit behind a desk;
- Study hard initially and learn the policies, processes and programs. “You will never be the expert, but you must prepare yourself to make effective decisions as quickly as possible”;
- Always provide a commander's intent and an end state. The civilian workforce appreciates that; and, lastly,
- Lead with honor and humility. “It isn't about you. It is about the District's people and our vital mission.”
As for the future of the LA District, Gibbs said he hopes future leaders continue to change the culture to an organization that is more risk tolerant in streamlining processes and moving projects forward; deliver the Department of Veterans Affairs and Customs and Border Protection programs phenomenally – on time, within budget and to the highest quality; and to remain a "Best Place to Work" in order to retain and recruit talent to the high-cost living area of Southern California.
“I want the District to do what it always does and ‘knock those programs out of the park,’” he said.
Painting Cabinet 29
Bartholomeus Breenbergh (1598 - 1657), worked in Rome and Amsterdam
Roman Ruin Landscape with Christ and the centurion of Capernaum, 1637
Oil on oak wood
Staatliche Kunsthalle Karlsruhe
After he had on behalf of Karoline Luise auctioned the picture for 860 livres, wrote Jean-Henri Eberts proudly to Karlsruhe. "The Bremberg (sic!) is a capital work and would be in the view of all connoisseurs in peacetime 2000 livres worth." In fact, it is a major painting by the Dutch landscape painter whose style was strongly influenced by a multi-year stay in Rome. It tells the story of the Roman centurion, asking Jesus for the healing of a faithful servant and who is rewarded for his faith and humility (Matthew 8.5-13).
Malereikabinett 29
Bartholomeus Breenbergh (1598 - 1657), tätig in Rom und Amsterdam
Römische Ruinenlandschaft mit Christus und dem Hauptmann von Kapernaum, 1637
Öl auf Eichenholz
Staatliche Kunsthalle Karlsruhe
Nachdem er das Bild im Auftrag Karoline Luises für 860 Livres ersteigert hatte, schrieb Jean-Henri Eberts stolz nach Karlsruhe. "Der Bremberg (sic) ist ein kapitales Werk und wäre nach Ansicht aller Kenner in Friedenszeiten 2000 Livres wert." In der Tat handelt es sich um ein bedeutendes Gemälde des holländischen Landschaftsmalers, dessen Still maßgeblich von einem mehrjährigen Aufenthalt in Rom geprägt war. Es erzählt die Geschichte des römischen Hauptmanns, der Jesus um die Heilung eines treuen Dieners bittet und für seinen Glauben und seine Demut belohnt wird (Mt 8,5-13).
Collection
The foundation of the collection consists of 205 mostly French and Dutch paintings from the 17th and 18th centuries which Margravine Karoline Luise acquired 1759-1776. From this collection originate significant works, such as The portrait of a young man by Frans van Mieris the Elder, The winter landscape with lime kiln of Nicolaes Pieterszoon Berchem, The Lacemaker by Gerard Dou, the Still Life with hunting equipment and dead partridge of Willem van Aelst, The Peace in the Chicken yard by Melchior de Hondecoeter as well as a self-portrait by Rembrandt van Rijn. In addition, four still lifes of Jean Siméon Chardin and two pastoral scenes by François Boucher, having been commissioned directly by the Marchioness from artists.
A first significant expansion the museum received in 1858 by the collection of canon Johann Baptist von Hirscher (1788-1865) with works of religious art of the 15th and 16th centuries. This group includes works such as two tablets of the Sterzinger altar and the wing fragment The sacramental blessing of Bartholomew Zeitblom. From 1899 to 1920, the native of Baden painter Hans Thoma held the position of Director of the Kunsthalle. He acquired old masterly paintings as the tauberbischofsheim altarpiece by Matthias Grünewald and drove the expansion of the collection with art of the 19th century forward. Only his successors expanded the holdings of the Art Gallery with works of Impressionism and the following generations of artists.
The permanent exhibition in the main building includes approximately 800 paintings and sculptures. Among the outstanding works of art of the Department German painters of the late Gothic and Renaissance are the Christ as Man of Sorrows by Albrecht Dürer, the Carrying of the Cross and the Crucifixion by Matthias Grünewald, Maria with the Child by Lucas Cranach the Elder, the portrait of Sebastian Brant by Hans Burgkmair the elder and The Nativity of Hans Baldung. Whose Margrave panel due to property disputes in 2006 made it in the headlines and also led to political conflicts. One of the biggest buying successes which a German museum in the postwar period was able to land concerns the successive acquisition of six of the seven known pieces of a Passion altar in 1450 - the notname of the artist after this work "Master of the Karlsruhe Passion" - a seventh piece is located in German public ownership (Wallraf-Richartz Museum, Cologne).
In the department of Dutch and Flemish paintings of the 16th century can be found, in addition to the aforementioned works, the portrait of the Marchesa Veronica Spinola Doria by Peter Paul Rubens, Moses strikes the rock and water flows for the thirsty people of Israel of Jacob Jordaens, the still life with kitchen tools and foods of Frans Snyders, the village festival of David Teniers the younger, the still life with lemon, oranges and filled clay pot by Willem Kalf, a Young couple having breakfast by Gabriel Metsu, in the bedroom of Pieter de Hooch, the great group of trees at the waterfront of Jacob Izaaksoon van Ruisdael, a river landscape with a milkmaid of Aelbert Jacobsz. Cuyp as well as a trompe-l'œil still life of Samuel van Hoogstraten.
Further examples of French paintings of the 17th and 18th centuries are, the adoration of the golden calf of Claude Lorrain, preparations for dance class of the Le Nain brothers, the portrait of Marshal Charles-Auguste de Matignon by Hyacinthe Rigaud, the portrait of a young nobleman in hunting costume of Nicolas de Largillière, The storm of Claude Joseph Vernet and The minuet of Nicolas Lancret. From the 19th century can be found with Rocky wooded valley at Civita Castellana by Gustave Courbet, The Lamentation of Eugène Delacroix, the children portrait Le petit Lange of Édouard Manet, the portrait of Madame Jeantaud by Edgar Degas, the landscape June morning near Pontoise by Camille Pissarro, homes in Le Pouldu Paul Gauguin and views to the sea at L'Estaque by Paul Cézanne further works of French artists at Kunsthalle.
One focus of the collection is the German painting and sculpture of the 19th century. From Joseph Anton Koch, the Kunsthalle possesses a Heroic landscape with rainbow, from Georg Friedrich Kersting the painting The painter Gerhard Kügelgen in his studio, from Caspar David Friedrich the landscape rocky reef on the sea beach and from Karl Blechen view to the Monastery of Santa Scolastica. Other important works of this department are the disruption of Adolph Menzel as well as the young self-portrait, the portrait Nanna Risi and The Banquet of Plato of Anselm Feuerbach.
For the presentation of the complex of oeuvres by Hans Thoma, a whole wing in 1909 at the Kunsthalle was installed. Main oeuvres of the arts are, for example, the genre picture The siblings as well as, created on behalf of the grand-ducal family, Thoma Chapel with its religious themes.
Of the German contemporaries of Hans Thoma, Max Liebermann on the beach of Noordwijk and Lovis Corinth with a portrait of his wife in the museum are represented. Furthermore the Kunsthalle owns works by Ferdinand Georg Waldmüller, Carl Spitzweg, Arnold Böcklin, Hans von Marées, Wilhelm Leibl, Fritz von Uhde, Wilhelm Trübner and Max Klinger.
In the building of the adjacent Orangerie works of the collection and new acquisitions from the years after 1952 can be seen. In two integrated graphics cabinets the Kupferstichkabinett (gallery of prints) gives insight into its inventory of contemporary art on paper. From the period after 1945, the works Arabs with footprints by Jean Dubuffet, Sponge Relief RE 48; Sol. 1960 by Yves Klein, Honoring the square: Yellow center of Josef Albers, the cityscape F by Gerhard Richter and the Fixe idea by Georg Baselitz in the Kunsthalle. The collection of classical modernism wandered into the main building. Examples of paintings from the period to 1945 are The Eiffel Tower by Robert Delaunay, the Improvisation 13 by Wassily Kandinsky, Deers in the Forest II by Franz Marc, People at the Blue lake of August Macke, the self-portrait The painter of Ernst Ludwig Kirchner, the Merzpicture 21b by Kurt Schwitters, the forest of Max Ernst, Tower gate II by Lyonel Feininger, the Seven Deadly Sins of Otto Dix and the removal of the Sphinxes by Max Beckmann. In addition, the museum regularly shows special exhibitions.
Sammlung
Den Grundstock der Sammlung bilden 205 meist französische und niederländische Gemälde des 17. und 18. Jahrhunderts, welche Markgräfin Karoline Luise zwischen 1759 und 1776 erwarb. Aus dieser Sammlung stammen bedeutende Arbeiten, wie das Bildnis eines jungen Mannes von Frans van Mieris der Ältere, die Winterlandschaft mit Kalkofen von Nicolaes Pieterszoon Berchem, Die Spitzenklöpplerin von Gerard Dou, das Stillleben mit Jagdgeräten und totem Rebhuhn von Willem van Aelst, Der Friede im Hühnerhof von Melchior de Hondecoeter sowie ein Selbstbildnis von Rembrandt van Rijn. Hinzu kommen vier Stillleben von Jean Siméon Chardin und zwei Schäferszenen von François Boucher, die die Markgräfin bei Künstlern direkt in Auftrag gegeben hatte.
Eine erste wesentliche Erweiterung erhielt das Museum 1858 durch die Sammlung des Domkapitulars Johann Baptist von Hirscher (1788–1865) mit Werken religiöser Kunst des 15. und 16. Jahrhunderts. Zu dieser Gruppe gehören Werke wie zwei Tafeln des Sterzinger Altars und das Flügelfragment Der sakramentale Segen von Bartholomäus Zeitblom. Von 1899 bis 1920 bekleidete der aus Baden stammende Maler Hans Thoma die Position des Direktors der Kunsthalle. Er erwarb altmeisterliche Gemälde wie den Tauberbischofsheimer Altar von Matthias Grünewald und trieb den Ausbau der Sammlung mit Kunst des 19. Jahrhunderts voran. Erst seine Nachfolger erweiterten die Bestände der Kunsthalle um Werke des Impressionismus und der folgenden Künstlergenerationen.
Die Dauerausstellung im Hauptgebäude umfasst rund 800 Gemälde und Skulpturen. Zu den herausragenden Kunstwerken der Abteilung deutsche Maler der Spätgotik und Renaissance gehören der Christus als Schmerzensmann von Albrecht Dürer, die Kreuztragung und Kreuzigung von Matthias Grünewald, Maria mit dem Kinde von Lucas Cranach der Ältere, das Bildnis Sebastian Brants von Hans Burgkmair der Ältere und die Die Geburt Christi von Hans Baldung. Dessen Markgrafentafel geriet durch Eigentumsstreitigkeiten 2006 in die Schlagzeilen und führte auch zu politischen Auseinandersetzungen. Einer der größten Ankaufserfolge, welche ein deutsches Museum in der Nachkriegszeit verbuchen konnte, betrifft den sukzessiven Erwerb von sechs der sieben bekannten Tafeln eines Passionsaltars um 1450 – der Notname des Malers nach diesem Werk „Meister der Karlsruher Passion“ – eine siebte Tafel befindet sich in deutschem öffentlichen Besitz (Wallraf-Richartz Museum, Köln).
In der Abteilung niederländischer und flämischer Malerei des 16. Jahrhunderts finden sich, neben den erwähnten Werken, das Bildnis der Marchesa Veronica Spinola Doria von Peter Paul Rubens, Moses schlägt Wasser aus dem Felsen von Jacob Jordaens, das Stillleben mit Küchengeräten und Lebensmitteln von Frans Snyders, das Dorffest von David Teniers dem Jüngeren, das Stillleben mit Zitrone, Orangen und gefülltem Römer von Willem Kalf, ein Junges Paar beim Frühstück von Gabriel Metsu, Im Schlafzimmer von Pieter de Hooch, die Große Baumgruppe am Wasser von Jacob Izaaksoon van Ruisdael, eine Flusslandschaft mit Melkerin von Aelbert Jacobsz. Cuyp sowie ein Augenbetrüger-Stillleben von Samuel van Hoogstraten.
Weitere Beispiele französischer Malerei des 17. bzw. 18. Jahrhunderts sind Die Anbetung des Goldeen Kalbes von Claude Lorrain, die Vorbereitung zur Tanzstunde der Brüder Le Nain, das Bildnis des Marschalls Charles-Auguste de Matignon von Hyacinthe Rigaud, das Bildnis eines jungen Edelmannes im Jagdkostüm von Nicolas de Largillière, Der Sturm von Claude Joseph Vernet und Das Menuett von Nicolas Lancret. Aus dem 19. Jahrhundert finden sich mit Felsiges Waldtal bei Cività Castellana von Gustave Courbet, Die Beweinung Christi von Eugène Delacroix, dem Kinderbildnis Le petit Lange von Édouard Manet, dem Bildnis der Madame Jeantaud von Edgar Degas, dem Landschaftsbild Junimorgen bei Pontoise von Camille Pissarro, Häuser in Le Pouldu von Paul Gauguin und Blick auf das Meer bei L’Estaque von Paul Cézanne weitere Arbeiten französischer Künstler in der Kunsthalle.
Einen Schwerpunkt der Sammlung bildet die deutsche Malerei und Skulptur des 19. Jahrhunderts. Von Joseph Anton Koch besitzt die Kunsthalle eine Heroische Landschaft mit Regenbogen, von Georg Friedrich Kersting das Gemälde Der Maler Gerhard Kügelgen in seinem Atelier, von Caspar David Friedrich das Landschaftsbild Felsenriff am Meeresstrand und von Karl Blechen den Blick auf das Kloster Santa Scolastica. Weitere bedeutende Werke dieser Abteilung sind Die Störung von Adolph Menzel sowie das Jugendliche Selbstbildnis, das Bildnis Nanna Risi und Das Gastmahl des Plato von Anselm Feuerbach.
Für die Präsentation des Werkkomplexes von Hans Thoma wurde 1909 in der Kunsthalle ein ganzer Gebäudetrakt errichtet. Hauptwerke des Künstlers sind etwa das Genrebild Die Geschwister sowie die, im Auftrag der großherzöglichen Familie geschaffene, Thoma-Kapelle mit ihren religiösen Themen.
Von den deutschen Zeitgenossen Hans Thomas sind Max Liebermann mit Am Strand von Noordwijk und Lovis Corinth mit einem Bildnis seiner Frau im Museum vertreten. Darüber hinaus besitzt die Kunsthalle Werke von Ferdinand Georg Waldmüller, Carl Spitzweg, Arnold Böcklin, Hans von Marées, Wilhelm Leibl, Fritz von Uhde, Wilhelm Trübner und Max Klinger.
Im Gebäude der benachbarten Orangerie sind Werke der Sammlung und Neuankäufe aus den Jahren nach 1952 zu sehen. In zwei integrierten Grafikkabinetten gibt das Kupferstichkabinett Einblick in seinen Bestand zeitgenössischer Kunst auf Papier. Aus der Zeit nach 1945 finden sich die Arbeiten Araber mit Fußspuren von Jean Dubuffet, Schwammrelief >RE 48:Sol.1960< von Yves Klein, Ehrung des Quadrates: Gelbes Zentrum von Josef Albers, das Stadtbild F von Gerhard Richter und die Fixe Idee von Georg Baselitz in der Kunsthalle. Die Sammlung der Klassischen Moderne wanderte in das Hauptgebäude. Beispiele für Gemälde aus der Zeit bis 1945 sind Der Eiffelturm von Robert Delaunay, die Improvisation 13 von Wassily Kandinsky, Rehe im Wald II von Franz Marc, Leute am blauen See von August Macke, das Selbstbildnis Der Maler von Ernst Ludwig Kirchner, das Merzbild 21b von Kurt Schwitters, Der Wald von Max Ernst, Torturm II von Lyonel Feininger, Die Sieben Todsünden von Otto Dix und der Abtransport der Sphinxe von Max Beckmann. Darüber hinaus zeigt das Museum regelmäßig Sonderausstellungen.
If there is any advice Col. Kirk Gibbs can give to his successor, it is this: Lead with honor and humility.
As Gibbs, U.S. Army Corps of Engineers Los Angeles District’s 61st commander, prepares to relinquish command of the LA District July 19 to Col. Aaron Barta, he offered up some advice and reflected on the past three years as the leader of one of the largest Corps districts in the country.
There are many things Gibbs said he is proud of when it comes to the LA District, but three things stand out: the District being recognized two years in a row as a "Best Place to Work" in the Corps; completing Weed Army Hospital at Fort Irwin, California – the Department of Defense’s only Leadership in Energy and Environmental Design-Platinum, carbon-neutral, net-zero certifiable hospital – on time and within budget; and the one-on-one time he was able to spend with employees in the District.
It is the people Gibbs said he will miss the most – the employees and the District’s close partners across the four-state area.
“I have never focused on relationships like I have here in this District, and I sincerely believe it is part of the District's culture,” he said. “When projects are tough, the close relationships get us through those challenges and ultimately deliver the program.”
During his time with the LA District, Gibbs has overseen a multimillion-dollar program that provides engineering, construction, planning, contracting, real estate, emergency operations, environmental and regulatory services to military, federal, state and local governments across a 226,000-square-mile area of Southern California, Nevada, Arizona and Utah. That also includes leading about 750 military and civilian personnel with a wide array of expertise.
But leading people is nothing new to Gibbs, who has served for more than 24 years as an active-duty Soldier, leading both military and civilian personnel.
“Each person is different, and I have learned that good leaders get to know each person individually and then lead them in a way that brings out the best in that employee,” he said.
Providing priorities and a solid intent on the District’s missions, particularly disaster response operations, helps employees stay focused on what’s really important, he said.
Gibbs will now serve as the chief of staff at the Corps’ headquarters in Washington, D.C. There, he said, he hopes to be an advocate for all of the Corps’ districts nationwide.
“I feel that this District and the great people are responsible for giving me the incredible opportunity of being the Corps’ chief of staff,” he said. “The people have taught me so much, and I will take that with me to make a positive impact on the Corps’ enterprise and help our Districts deliver our programs in civil works, military, Interagency and International Services, real estate and regulatory.”
Gibbs knows how the importance of mentors and having a good support system have played in shaping his career, and he credits his parents with instilling in him respect for others; his wife, Kim, who taught him to endure all challenges, no matter how great, with grace and dignity; and his former chief of staff – Col. Steve Hill – for giving him tough jobs to prepare him for success.
“(Hill) gave me tough jobs that I thought he could have done at the time, but as I look back, the toughest assignments he gave me in that civilian organization at the Corps headquarters prepared me for District command and enabled me to achieve the goal of commanding at the battalion, brigade and District levels,” he said. “I also remember he told me I would be a chief of staff for the Corps one day. He was preparing me for that. I didn't believe him, but that is my next job.”
And, as for additional advice he can share with Barta, Gibbs provided these words of wisdom:
- Be prepared to change leadership style when leading a District of professional civilians. Don't lead them in the same way as Soldiers;
- Engage with people and get around to see them across the District's entire area of operation. Don't sit behind a desk;
- Study hard initially and learn the policies, processes and programs. “You will never be the expert, but you must prepare yourself to make effective decisions as quickly as possible”;
- Always provide a commander's intent and an end state. The civilian workforce appreciates that; and, lastly,
- Lead with honor and humility. “It isn't about you. It is about the District's people and our vital mission.”
As for the future of the LA District, Gibbs said he hopes future leaders continue to change the culture to an organization that is more risk tolerant in streamlining processes and moving projects forward; deliver the Department of Veterans Affairs and Customs and Border Protection programs phenomenally – on time, within budget and to the highest quality; and to remain a "Best Place to Work" in order to retain and recruit talent to the high-cost living area of Southern California.
“I want the District to do what it always does and ‘knock those programs out of the park,’” he said.
This man's name is Richard. I can't remember what his last name is. He used to own a small restaurant called the "Boarding House Cafe" where you could get sandwiches or soups during lunch time. The only furniture in the restaurant was plastic lawn chairs and tables, and your food came in styrofoam cups and on plastic plates with paper napkins. In spite of it's simple setting, the food was really really good. Richard used to print a monthly newsletter that could be found at the Cafe, where he would print all kinds of personal information about his life and the garden where he grew his food. Sometimes the newsletter had really personal information about the death of his wife about a year earlier, and about how his restaurant was the realization of something he had always promised his wife that he would do.
He was a very solitary man, and while he was very polite and kind, didn't ever smile much. He used to go to the same church that I did, and sing in the choir. I remember that he had a beautiful singing voice, and always did his best to sing well for the liturgy.
His Cafe eventually went out of business. I learned a great deal just from knowing that it was there though. I really respected Richard, and his sense of duty and humility.
I hope he's doing well in life.
When they had pasture, they were filled; they were filled and their heart was exalted. —Hosea 13:6
In our relationship with God something similar can happen. “Going with the flow” can lead us to believe we’re stronger than we are. When life is easy, our minds tell us that it’s due to our own strength. We become proud and self-confident. But when trouble hits, we realize how little strength we have and how helpless we are.
This happened with the Israelites. God would bless them with military success, peace, and prosperity. But thinking they had achieved it on their own, they would then become proud and self-sufficient (Deut. 8:11-12). Assuming that they no longer needed God, they would go their own way until an enemy attacked and they would realize how powerless they were without God’s help.
When life is going well we too need to beware of self-deception. Pride will take us where we do not want to go. Only humility will keep us where we ought to be—grateful to God and dependent on His strength.
Lord, we don’t dare trust in our own strength to do our tasks today. You are the Giver of our talents and opportunities. Help us use them not for our own advancement, but to help others.
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