@threader_app @Rattibha @buzz_chronicles Ok, thanks :)

SRI MOOKAMBIKA DEVI, KOLLUR (KAR)

There was an Asura, Kaumasura, who was doing penance to please Shiva and get a boon. To prevent him from asking for a boon, Devi Saraswati made him dumb (hence called Mookasur)
Later, Adi Parashakti slayed him and came to be called Mookambika.

It is said that Adi Shankaracharya had a vision in which Devi agreed to follow him provided he did not look back. He kept walking and was assured of her presence due to the sound of anklets. When he reached here in Kollur, he turned back as the sound of anklets had stopped.

So Devi stayed here and merged with the lingam. The place came to be called Mookambika Kshetram.
The linga has integrated on it’s left side MahaKali, Maha Lakshmi and Maha Saraswathi and on the right side- Brahma, Vishnu and Shiva.

A swarna rekha (gold line) divides this linga into left and right portion. Adi Shakthi in this Udhbhavlinga form appears only here.
Devi sits in padmasana and has 4 hands.
Adi Shankaracharya installed the Sri Chakra in front of Devi and also composed the Soundarya Lahiri here.

My dad led an organization of over 300,000 employees.

When I took on my biggest marketing & events team to date (35 employees) I asked him how the *heck* he did it. Here's what he said and what helped me every day. 🧵

Remember you're leading all the employees under you, but you're not *managing* them all. You're managing your direct reports, which should be 5-7 individuals max. Focus on them.

When you interact with the employees you don't manage directly, get to know them as people first, that'll be the most valuable information in leading them. Remembering everything you learn about them is hard, but doing so will make you a superhero.

If you're not going to empower the managers under you, why do you have them? If you see room for improvement, let the manager know and let them make the change on their teams and come to you with questions/concerns. This will save you SO much time.

If you're the smartest person in any room - you're doing it wrong. As a leader, your job is bringing together the best people to get the job done - your skillset is identifying those people, not being one of them.

In the last couple of days Russian propaganda has published a lot of content alleging that Poland staged provocations against the Nord Stream 2 pipeline. The content in question has employed narratives in use by the Kremlin in its influence activities against Poland. 1/6

Pattern no. 1
Articles posted to Russian websites pick up false accusations against the Poles. These include bogus claims that Poland sabotaged the construction site of the Russia-to-Germany gas link and carried out a direct attack on the pipeline. 2/6

Pattern no. 2
Some of the articles warn that the Kremlin may take retaliatory actions against Poland. Based on false accusations thrown by Russia, the Kremlin’s propaganda amplifies the calls by some journalists and contributors to embark on aggressive activities against PL. 3/6

Pattern no. 3
The Russian media outlets publish a lot of materials that mock the Polish Navy. The narratives that denigrate this component of the Polish Armed Forces are based on opinions and quotes by single Polish Internet users. 4/6

These information warfare efforts aim to:

- solidify false accusations made against Poland

- threaten the Polish society with a potential response by Russia

- weaken the morale of the Polish soldiers and undermine the image of the army 5/6

I worked in bank liquidity and treasury for the better part of the last decade, and there is one very interesting risk factor from the SVB collapse that I do not think we have ever witnessed before in modern finance, a 🧵:

First, some context. Following the 2008 financial crisis where a massive driver of stress was caused by low quality assets littering the balance sheets of massive institutions, the regulators sought to create a framework to ensure all banks were verifiably sound.

This meant forcing Federally registered banks to conform to capital and liquidity ratios. If they did not comply, they would not be allowed to issue dividends or buy back stocks, hurting the value of their enterprise.

There was the introduction of the concept of RWA, or risk weighted assets. A simple way to think of these ratios is, the riskier your asset base on a weighted basis, the more high quality capital (think cash) you would need to hold to stay in compliance.

Not only were banks required to regularly be in compliance with these ratios as a going concern, but needed to prove they could maintain certain limits when met with a time of stress across a number of incrementally adverse scenarios.