Ability to deal with staff as people, no power tripping.
Level headed in all types of situations.
Treat all staff equally and with respect if earned, by doing that you will earn their respect.
Leave the projecting to the Projectionists!
 

Pete, I agree with you.

Sean, a good leader has to be a good follower. This includes not trashing the upper management in front of the workers. That sort of trashing can be done by snapping pencils in two and smashing your head against the wall while nobody is looking...

A good manager will praise in public and reprimand in private.

A good manager should be consistant, firm, and fair when dealing with their subordinates.

A good manager will let their subordinates know exactly where they stand at all times.

If a subordinate proves a decision is wrong, a good manager will not try to dig up half-assed excuses to cover up mistakes. Nobody is perfect.

A good manager will not be afraid to apologize if it is known they made an incorrect decision.

A good manager will listen to their subordinate's suggestions. If they have a good well thought out suggestion that will help achieve the overall objective, a good manager will try to implement them if possible, and give credit to the person that made the suggestion.

A good manager will never take the credit that belongs to another person.

A good manager will give credit where credit is due.

A good manager will always treat their subordinates exactly the same way they would like to be treated under the exact existing identical circumstances.

A good manager will set an example for others to follow.

As Pete suggested, a good manager will not go on a power trip or an ego trip.

These are just a few things I have learned through the years.

Absolutely sets down a policy that is followed and enforced at all times, by employees and manager alike.

A good manager does not get personally close to his employees. There must be a professional distance between them. If an employee gets the idea that they are now buddies, they will tend to slack off believing that they will get preferential treatment. This tends to make the other employees feel they can not bother with thier job as well.

No freebies given to just friends of managers, but not friends of employees. This goes back to Iron Fist Management. Set a policy in place and everyone follows it.

Dave
 

Fairness is also the key, regardless of one's management "style". Of course, be firm, but be fair.

Flexibility is also necessary. You never want to see the manager paint onesself into a corner. Are there ever exceptions to a rule? You bet!

Above all, delegate responsibility to others. I feel one of the worst faults is the tendency to "micromanage". If there are assistants who excell in their particular area (concession, floor, projection), let them take the ball and run with it and stay the hell out of the way. If on the other hand, an assistant is struggling, you will have to stay on top of the situation, but that's not micromanaging.

Know when to cut your losses when it comes to bad employees. You are running a business, not a rehabilitation center. When an employee starts to "go South" remember( in the words of our Managing Director) that it doesn't get better, because it doesn't. Cut 'um loose.

Reward those who are doing a good job, even if it is just a compliment. People will work harder when they know they are appreciated.

Finally. at least listen to what other people have to say, even if they don't appear to know what they are talking about. Nobody ever learned anything with their mouth open, as the old saying goes.

"A good manager rules with an iron fist."

The Iron Fist technique is called "Mission Management", and it is good for short range goals only. But it sucks for long-term goals. Even the military has gotten away from that technique for the most part 30 years ago. They want to keep their personnel.

Mission Management works well in a crisis situation. Sometimes that style of management is required, but other times it can get in your way. I tend to stay away from that style of management unless I have no other choice. Mission management is like a dictatorship. Sometimes it is needed, but most of the time it is not.

What the military and corporates are looking for these days is "Middle Management", namely the ones who can swing from Mission Management to People-orentated Management as the situation calls for.

People-orientated Management is good for long-range goals.

However, I fully agree with Dave's statement, "A good manager does not get personally close to his employees. There must be a professional distance between them. If an employee gets the idea that they are now buddies, they will tend to slack off believing that they will get preferential treatment. This tends to make the other employees feel they can not bother with thier job as well."

I also agree 100% with Dave's statement, "No freebies given to just friends of managers, but not friends of employees."

Dave, that is not "Iron Fist Management." It is called "People-orientated Management." It is being consistant, impartial, firm, and fair when dealing with ALL subordinates and superiors.

Thank you.

I must agree with everything said on this thread, except for Dave's recommendation of the Naziesque "Iron Fist" management. That simply does NOT work. Employees hate those kind of managers and they will not stick around for any length of time. In fact, if you anger them enough with that sort of nonsense, you might find your personal life will be affected, for many employees when pushed too hard may start "getting you back" for being an A-hole to them. I've seen managers like this have their cars broken in to, tires slashed, personal items they brought to the theater stolen and even things done to their house if the employees figure out where the manager lives! Please don't do that. Be a professional. Those are REAL PEOPLE who are working under you, not doggie turds. Treat them that way.

"Do unto others as you would like them to do to you."

*or*

"Screw unto others as you would like them to do to you."

It goes one way or the other, you can't have both.

One question for Sean. Are you "Sean" to your employees, or are you "Mr. McKinnon"? A word of advice, even though I will probably get flamed for it from the hard-ass managers on this board...drop the Mr. McKinnon. Go by Sean. Have your fellow managers call you Sean. Introduce yourself to employees as Sean. Specifically tell your employees that your name is Sean and let them know that ALL of you are there as a TEAM to run that theater and that you are no better than anyone else there, you are just the one directing the operation. You will be AMAZED at how far this one little thing will go! Nobody likes to be bossed around, and every time your employees have to address someone higher than them as "Mr." reminds them they are the low man on the totem pole and kills a bit of morality. Forced respect will get you nowhere. Respect must be earned.

Not knowing or caring about movies or how projection equipment works.
Interrupting and/or not listening to what other staff members have to say.
Thinking that the proper response to one customer complaining that the sound is too loud is to automatically have the volume turned down.
Finding nothing but faults with good workers (they should let them know what else they want them to do, but acknowledge if they ARE doing the main part of their job right!)
Not LIKING to spend time at the theatre!!
 

Sean one other thing that works very well is to never "order" anyone to do something. Instead phrase the order as a "question", and be sure to say "please". For example, "David, go clean up that vomit in the men's restroom." As opposed to, "David, would you please clean the vomit in the men's restroom?" The latter is much more effective, as it keeps more of a team effort and the manager in this instance is asking the employee more as a friend, instead of commanding him like a dictator to do something...especially when it's something nasty like cleaning up vomit. (That being said, I personally cleaned up the vast majority of all vomit incidents in the theater when I was managing for UA. I didn't want to ask an employee to do something that I would not want to do myself, and that was my way of showing it. The only time I didn't is when I HAD to be somewhere else in the theater due to a time schedule. In those instances, I thanked the employee and always tried to make sure they understood I was sincere.)
 

Never ask or tell someone to do something you yourself would not do.

David, as we know some corporations have the "Mister, Ms, or Mrs." protocol in place. I think that is OK, but I also think it should be left up to the individual as how they want to be addressed. If that individual insists that corporate protocol is used, I will just forget about using the protocol and their name altogether.

I really hate it when managers order you to do something and never think to ask you to do it instead. All you haft to do is ask, you dont have to order. Asking in my opinion is another good quality of a good manager.

Also, if your theater is getting a new manager and the manager happens to have been in the buisness for a LONG time. That manager should introuduce them selves to the employees and get to know them.Some long timers think they are king of the hill and are above the employees. Making friends with your employees eases the tension between manager and co worker and we all get along and get things done. I also think a manager should be willing to work along side with the regular employees during busy sets in concession at all times. Employees dont like a watch hound not helping out with a set. This also includes helping the floor employees that clean theaters when they get out.

Just because your a manager doesnt mean your exempt from consession work or floor work when it gets busy.

I see this happening with alot of the young managers now days.
 

The advise you have received here is excellent (with the exception noted by Brad). Excellent people skills are number one. I believe too that a manager needs to consider himself a servant. He is a servant first to the clientel that walk through his front door and should, no, MUST, do everyrthing possible to make their moviegoing experience as pleasant as possible. Then he is a servant to his employer (if he or she doesn't own the place) and is responsible for carrying out company policy with loyalty. He is also a servant to his staff in that he has a responsibility to impart to them the knowledge and skills necessary to achieve the goals set for the theatre (stressing people skills). A manager should KNOW HIS COMMUNITY and the type of product they want. This is where the corporate brass of the chain operations make a BIG mistake. They put managers in locations with which they are not at all familiar and apparently assume the booker knows the taste of every community where they own theatres. The home office should give managers a say in the type of product that is booked into the theatre. Most importantly I believe a good manager must have a genuine love for the exhibition industry and KNOW THE BUSINESS before he is put in that position of authority. If he doesn't know it then, for heaven's sake, TRAIN HIM. He must be at least familiar with all aspects of running a theatre from the booth to the floor keeping in mind that screen performance is THE number one priority.

Bob
The Old Showman
 

I will agree that iron fist management can fail, or it can work. I have a reputation of going into a location that is pitiful and introducing my iron fist. Yes it does sometimes lead to the occasional slashed tire, but I am accustomed to that. The problem is switching from iron fist to people oriented management. I prefer to people orient, but at that time I find it hard to professionally distance myself, as I tend to empathize with my employees.

As far as asking employees to do something instead of ordering them, I agree that it can make the employee feel better and give them a sense of empowerement, but there is a major problem with this philosophy. Suppose you have an employee that does not like doing a particular job, like cleaning up puke, but he is the only one available to do it. If I ask him to, I am going to get into a debate as to who else can do it, and why cant I do it instead. Most managers just don't have the time to get into the debate situation, so just give the order. Remember, the employees were never forced to come along for the ride, they are there at thier leisure. The management should not have to worry about having to clear assignments with thier employees.

Also keep in mind that hundreds of tasks will have to be assigned each day. Imagine having to ask "employee, could you please go over and do this task?" two hundred times a day?

Instead, I have always gathered my employees around before each set and or rush. We have a short one or two minute pep talk, we plan a strategy, and then kick some ass. After the set or rush, we gather again and I give my utmost thanks for all the work, we kick back for a few minutes and talk about some retard that thinks we are running video tape.

As a manager, I have always done this. It works. I have fired only 9 people in my 17 year career, and I have only had 7 of my own hires quit on me. I have however had hundreds of employees that were there before I got there quit on me, probably due to the iron fist thing. Truth is, I never get a location unless it is the total shits. Thats why I get brought in. To fix whatever problem is there.

I have never really used the iron fist technique for a long period of time, and the transition is tough. It is usually during the transition where I start to feel like I want to go somewhere else and do it to someone else.

It usually takes me no more than six weeks to effect whatever change I need to do, and then another six weeks to change the management style.

Dave
 

:-)

------------------
"Running through life at 24 frames per second"
 

"I prefer to people orient, but at that time I find it hard to professionally distance myself, as I tend to empathize with my employees."

Yes, Dave. Indeed, it is difficult. But many of us who have been in the management field for any length of time will realize that we have no choice but to distance ourselves just a little unless we want to fall flat on our faces.

Regal has a tough policy about that. I am sure others have similar rules as well. Even in our mamma and pappa organizations, we have to be very careful about this thing called "Fraternizing." I do not know of any corporation or organization that encourages fraternizing with others across the departmental boundries and/or levels of management.

Anytime one has to deal with human emotions on the job, it can be a very explosive thing that will send shockwaves through the entire crew and ruin everything.

I think it all comes down to "Be friendly, but not familiar."

Familiarity in the work place breeds contempt in the work place.

you are sure getting a load of advice..most of it good. It all boils down to treating people with respect and being consistant
in your dealings. that means consitantly praising when deserved
and reprimanding when required. never reprimand loudly in front of the other employees. an employee who is not performing presents and
opprotunity for you to show leadership. if one used the "iron fist" type of management they are not leading they are driving.

one last thing. lead by example.
 

Reguarding daves comments(no offence dude!!) about asking instead of ordering.
Use common sence when deciding to use the two. When its the right time to be assertive then be assertive. Let the employees know your in charge. That draws the line between you and the employees and will think twice about crossing it. I would say the a manager should ask their employees most of the time instead of ordering.It also helps if you are ordering, dont be hatefull when you do it. Remember these are people just like you and me and they have feelings and you might want to thank the employee if you order them to do something in a polite way.

Your right in the fact that the managment or corporate office did not ask any one to work their but the theater is not a prison camp so dont treat good employees or bad like prisoners. I also suggest you fire employees that absolutly will not work and will not get along with anyone. Drug use is a automatic ( your outa here!! ) in my book.
 

"if one used the "iron fist" type of management they are not leading they are driving."
*******************************************************************
Carl, I'll have to remember that one. It is a good way of discribing the "Iron Fist Management" technique. When I was in the Navy, there were times I had no choice but to to drive their butts into the ground. It bothered me when I had to do that, but shit happens.

I don't have the slightest idea on how many of you are retired military, but if you are, you know exactly what I am talking about. Unfortunately, all of us were faced with that from time to time.

Keep Guest focused. Guests are the driving forces of our business.

With our associates, develop a sense of loyalty and team spirit.
Clearly state the decision parameters with each associate.
Praise the associate publicly and reprimand privately.
Delegate with crystal clear instructions and deadlines.
If an employee can't do the job either find a job they can do or terminate them.
Avoid the practice of management by saviorhood.

Keep on top of our competition.
Their objectives.
Their promotions.
Their plans.

Manage your time effectively by working smarter, not harder.
Keep fit.
Keep mentally fit.
Keep a high standard of ethics.
Keep a sense of humor.

If the business ceases to be fun, do yourself and our business a favor and lets part as friends.
 

quote:

---

If the business ceases to be fun, do yourself and our business a favor and lets part as friends.

---

I don't know if I fully agree with this one. Maybe I'm interpreting this wrong, but if the business ceases to be fun (for an employee), that implies it once was fun. As a manager, I don't want all my time and energy that went into training this individual to go to waste; therefore it's my job to try and figure out a way to keep that person, and to make the job fun once again (within reason).

Obviously if the job was never fun for an individual, than we can part ways without remorse.
 

If you are no longer having fun as a General Manager or Assistant Manager or what not you should decide to move on, and not drag down the morale of the rest of the staff, and lower the standards on the theatre.

(A great example of this is Brad's management team at the theatre he works part time at.)
 

Team. Not "management team", but just plain team. As a manager, I lead by example. Stock concessions? No problem. Print handling, make-up, break-down, reel up? No problem. Sweeping after a busy show? Check. Mop bathroom? Fine.
Now, I don't mean that a manager should strongarm their way into someone else's job, but I do believe that, short of handling film and management only jobs (paperwork, inventory, etc), everyone should know every job. After a busy show, and with little time until the next show, I have no problem asking my staff which job they'd prefer (cleaning the auditorium or handling the box office / concessions for the next show). It makes my down time (time that isn't being spent doing managerial tasks) more interesting, and fosters trust and eagerness in my staff. If I'm willing to get my hands dirty, than they are too. You'd expect every one of them to say "Ok, you go clean then" but, suprisingly, it's usually the other way around. It's quick, painless and fun.

This is going to make at least one person upset, but if an employee of mine is in a foul mood or spoiling the fun for the rest of us, then it's my job to tell them. Conversely, as part of a team, I expect my employees to do the same when I'm grumpy. We all get burnt-out on any job. It's the people we work with (team) who should be there to help pump that person back up (I'm speaking general burn-out here, not in-fighting with upper management, salary issues, etc).

I do not run a prison camp. People are free to leave if they choose. I beg you to find a prison camp where the guards tell you its ok to just leave if you can't hack it.

Instead, I run it closer to a military operation. Just without the obligation of the grunt in this case, as I cannot make them stay or send them to the brig. I do have to be more considerate of who they are, but I still run it like a military operation. If you think that's harsh, sorry. But I never had time to worry about my employee's feelings at the expense of operations. The customers come first, the shareholders come second, the employees come third, the regulations come fourth, and lastly, the management.

If I give an order, my employees follow it. If I ask them to clean up puke, they do it. If I ask them to wipe shit off of a toilet, they do it. If I ask them to eat a slice of pizza, they do it. If I ask them to take a break, they do it. If I ask them to invite thier family or friends in for a show they do it. If I ask them to vaccuum the carpet, they do it.

What I am trying to get across, that I get what I want, because I am willing to give what I can give. I give respect, I get respect. I give an assignment, and let the employee do it without my following them around like a lost puppy, or in many cases, a rat. I give trust, I get trust. My employees know that I trust that they are going to do the best job they can do, and that if they need help or direction, they will get it without a judging eye.

So don't mistake my desire to run things like a tight military organization, but do understand my ability to make people feel good about working in a really crappy job.

Dave
 

One thing very nice about the military. They have management schools up the Gazoo. And they are good! Many retired military personnel that have had good management training and experience are immediately sucked up by civilian companies because of their top-notched management abilities.

The days of "Do as I say or else" philosophy is long gone and dead in the military, unless there is no other choice. Please remember what I said earlier. The things I cited in my first post of this tread are the things the military teaches in their management schools. The military wants to keep their people. It costs thousands of dollars to train them.

The major difference you will see between the Military and Civilian establishments is this:

In the military, we were stuck with the mediocre performers. We could not fire those people, unless they were constant disciplinary problems. When administrative action is initiated to get rid of them, it wastes too many valuable resources such as manpower, time, and money.

In civilian enterprises, the pink slip can be issued in the matter of seconds, and they are out the door.

quote:

---

"If I give an order, my employees follow it. If I ask them to clean up puke, they do it. If I ask them to wipe shit off of a toilet, they do it. If I ask them to eat a slice of pizza, they do it. If I ask them to take a break, they do it. If I ask them to invite thier family or friends in for a show they do it. If I ask them to vaccuum the carpet, they do it."

---

But Dave, I thought you never asked people to do things at your theater under the iron fist management?

Seriously though, I'm going to pick on your technique for minute as an example. Wouldn't that sort of management technique be a nice grazing field for a perverted and very lonely manager? If the employees are trained to "do as the manager commands no matter what" as a part of the job...well, that sounds like the perfect opportunity for a scumbag manager if you ask me. I say this because I have only known of a couple of really good examples of the "iron fist" style of management, and both of them had terrible histories of sexual harassment. One in particular would send the word down to the staff "whoever wants to give me a bj gets to go home first". I really don't think you would ever do that Dave, so I'm not picking on you in that manner (I've met Dave personally), but *in general* I don't think the iron fist style is a good one for this and a slew of other good reasons.

I am a manager.

 

As a matter of practice, I have always preached the evils of sexual harrasment, and subscribed to its punishments. I have never tolerated this behavior, and three of the people I have terminated were because they violated this policy in some way.

Brad, As a matter of principle, I rarely ask an employee, but I changed the word from order as most people here seem to be offended by the word. In practice, I never actually tell an employee "follow my order or else". There is no "or else" coming from me, but rather a "hey, there's the door, don't let it hit you on the back end". Sure it's harsh, but I have never had the time or budget to worry about someone who wants to bicker with me about why I need to be nicer in how I give assignments.

For the record, I have only had two people tell me that they did not approve of how I did things, one was fired for it, because he did it in front of everyone else, the other became a trusted assistant manager because she came to me in private and made her case. My employees have always known that I take criticism well, but not at the expense at losing the ability to manage. I follow the chain of command up and down the ladder, and never berate an employee in front of others or behind thier backs.

Unless of course I am berating someone behind thier backs to someone I trust, to let off steam. Mark G. and I have spent plenty of time on this bit.

My style is unique, sort of. I take several different methods and morph them into each other. Each person is different, and I don't think you can teach leadership. That is something that is just a gift with birth.

For those that don't believe I am sincere, I am quite the respected manager. I still have a long list of employees that will drop whatever job they have and come work for me, all on a phone call. They know I work them hard, and they know I work hard. But they also know I respect them, and expect the same, if I deserve it. I earn it, not demand it. If I don't get it, that's fine, but I love to earn it, because I can go home at night knowing that I did a good job, and that there are more people that like me, as opposed to hate me.

Then again, I could be delusional.

By the way, I have been in Management for 18 years. I have been part of many great companies, and part of a few that weren't so great. I have paid many dues.

I would never assign someone a duty if I was not willing to do it myself. I know what the employee will be going through, so I can respect thier need to approach it in thier own way, and not want someone watching over thier shoulder all the time. That isn't to say I don't keep my eye on people, but not with such vigilance that I hope to catch someone sneaking a drink or something like that.

If you ever get the chance to meet me, you would know that I seem pretty harmless. But I do require hard work, and I reward that with just desserts. I give that to bad work too, but the desserts are more just.

Dave
 

What makes a good manager?

Someone who knows the answer to all the questions (but maybe he or she doesn't).

Someone who has "Been there, Done that".

Someone who could - literally - "Run the Show" in all form and fashion.

Someone who understands the term "Corn first, Oil Second".

Someone who knows what time the 4:00 show of a particular movie lets out in auditorium 4 - without referencing a show schedule.

Someone who knows "where they have been - and know where they are going."

Someone who knows that the third seat in row 14 in house 11 is broken and is in need of repair.

Someone who can walk into an auditorium and announce to 500 people that a bomb has been reported in the building and that the building needs to be evacuated in an orderly fashion- and still maintain control of the situation.

Someone who doesn't need to reference a rule book to know the difference between wrong or right.

And finally - Someone who knows what a person is going through - because they were there once themselves.

A good manager is usually made up of a - good person............

------------------
"Running through life at 24 frames per second"

Also me... me me me me me..

It's like you are reading.... me!!!

In all seriousness though, I agree. I good person who has a good value system, really will understand that you just don't screw with people like many managers do.

Dave
 

I really don't see you doing the "Iron Fist" thing. I can see by your posts that you do know how to add a little human touch. You don't strike me as the type that will use the Iron Fist technique approach unless is absolutely necessary. There is nothing wrong with that under some circumstances. The true "Iron Fist" thing is a style that has no human touch. It is "Do it - NOW!!!"

I think you are a good manager.

Team work is a also a valuable tool that "Makes it go." Everyone has to do their part. If the moral is up, everyone works together, and everyone knows exactly what is expected of them and where they stand, one would be surprised at what can be accomplished even under the worst possible circumstances. I have been there and seen it.

I have also seen times where losing a non-performer is like gaining two extra people. Baby sitting sucks! It ties a person down who would normally be devoting their contributions to the success of the mission at hand.

In short, working together is a major key to success. I perfer to have people working with me, not for me, although they really are. In a job situation, I still am able to maintain my professional distance.

I am a retired theatre owner/manager/projectionist working on a project which will return me to the business. Hopefully it will be the first of several single screen or drive-in/hardtop combos here in southwestern Oregon.

Bob
The Old Showman
 

I agree with Mr. Daily....that is pretty much the same style I run. I base my most of my operation on respect. I tell my employees that I do not care if they like a decision I have made, but they have to respect or they can walk out of one of the 5 lobby doors. As long as the respect me, I will will respect them. Any decision I make, I will let any employee talk to me about it and give there two cents. As long as they do it in a respectable manner. They might be able to offer something better and I have policies in place that some of my floor employees have created.

I currently have 16 employees and assistant managers combined. I run a small theatre. Of all 16, 12 of them have been with me since day one(1 year and 2 months), and 3 of them have been with me 8 months. Of course there have been a few that did not last but a few weeks. My whole staff is like a family, which relates back to the respect. I am probly closer to my employees than I should be, but they understand and accept their punishments when I have deal some out. But it all hinges on respect.

So, what Makes a good manager in my opinion is one who will create an atmosphere of respect.
 

But at my last job we had a totally incompetent management staff so I learned to run the computer systems, count money, deal with customers, maintnence, etc..
 

Be fair and clear. For some reason the Iron Fist Technique reminds me of Stalin, but anyway you shouldn't have to use it. Make it very clear to the employee what their job is, how it should be done, and when it should be done. Then make it clear to them that doing this is why they are being paid so if they don't do it they will no longer be getting paid, hence, they get the boot. This is how I work. I don't yell, babysit, hold hands, or call down the thunder from the heavens. Just make it simple. It is really that easy. Be fair and clear.
 

But really, in today's market, you are faced with many a teenager who thinks they own the friggin planet, and if you tell them otherwise, they think you are hitler. Sometimes you just let it get to you and you start to believe it.

I thank those that have straightened me out.

In fact, just this evening, I ordered a pizza, and when it came to the door, it was delivered by a former employee of mine. He refused my money. I had no idea that I carried that kind of respect. It was nice to feel on such a crappy day today.

Dave
 

Having worked with employees as young as 14 at my previous theater, I can tell you that there are a lot of kids who will think that because they have to do daily tasks (not because you tell them it needs to be done, but for the operation of the theater) they think that you're impeading on their freedom. Like I said, you're there to bring order to chaos and that involves assigning jobs that have to be done to people that may not want to do them.
 

I have to chime in on the comments about teen workers.
I have to admit I have had the pleasure of having some outstanding kids work for me. But for the most part I have to agree that today's kids, in general, lack any respect for what it means to actually "work" at a job. When I try to teach them, I am looked at like "you expect me to do THAT for minimum wage!".

Let's face it, working a theatre is not exactly back breaking work (usually!). But it still ALL has to get done and done right - not just the parts of the job that are easy and/or quick.
I've had some kids leave my employ to find "real money" working at a local factory. Then they come crawling back to me after they found out what the real world is like. Amazing how much differently they look at the job.

Well, I'm done harping.

Tony
 

It has been 1574 days since the last post.