American Nortel Communications, Inc. is a multi-faceted company providing worldwide communications, technological innovations, and investment opportunities. The Company operates a telecommunications business, providing long-distance telephone service as a reseller in combination with additional related services in the United States and other foreign countries. The Company resells long-distance telephone services to both small business and residential customers. The Company has formed a division, newborhood.com. Newborhood.com is a social media platform providing moving information in over twelve thousand cities in the United States and contains over one hundred thousand interactive maps.
|Cash from Operating Activities||0.02801||2.907||2.751|
|Financing Cash Flow Items||-2.146||-0.421||-0.3|
|Cash from Investing Activities||-1.945||-1.074||-0.883|
Source: Refinitiv, an LSEG business - data delayed by at least 15 minutes
Source: Refinitiv, an LSEG business - data delayed by at least 15 minutes
Matt leads Padilla, a full-service PR agency that transforms brands and organizations through strategically creative communications.
The majority of today’s C-suite leaders were raised in a business environment where they were rewarded for sustained performance, tenure, confidence and a take-no-prisoners competitive spirit. But now, expectations are changing. Rather than exhorting the rest of the team to keep up, they’re now needing to spend more time bringing people along.
A study by my company included nearly 25 interviews with C-suite leaders, a survey of more than 100 senior leaders and company owners, and another survey of 1,000 employed adults. We asked CEOs what leadership qualities they believed were most important to communicate effectively to employees, and at the top of the list were qualities you’d expect: credibility, authenticity, confidence and ethics. Further down in their rankings were empathy, flexibility, social issue advocacy and vulnerability. Then we asked them which attributes have changed the most in their importance over the past two years. What was at the top of the list? You guessed it: social issue advocacy, empathy, flexibility and vulnerability.
A Harvard Business Review study of data from executive search firm Russell Reynolds Associates revealed that companies have significantly increased emphasis on social skills in their C-Suite job postings and decreased emphasis on more traditional hard skills. Its findings reinforce the importance of skills needed in the future for leaders to succeed, including being “top-notch communicators in every regard, able both to devise the right messages and to deliver them with empathy.”
C-suite leaders today need to learn new skills that are markedly different than the ones they’ve honed over most of their careers. The leaders we surveyed converged around a core set of priorities. I’ve shared these priorities below, as well as my tips on how you can address these items in your own company:
1. Creating An Agile Environment
Leaders are working hard to manage employee, customer, investor and community expectations regarding change. Many are throwing away long-range plans in favor of agile scrums, moving from annual to quarterly budgeting and modeling the “always pivoting” behavior of startups. Research by McKinsey underscored these findings. Pre-pandemic, leaders needed to manage change and be able to make decisions quickly, but Covid-19 “vastly intensified those needs,” McKinsey said.
In our work with clients on change communications programs, we've found that stakeholders embrace change more willingly when they feel they are part of driving it. Leaders must involve employees in change, rather than telling them about it after the decision. This tends to get faster buy-in.
2. Getting Transparency Right
For leaders who have historically displayed competency and confidence, the concept of transparency and “radical candor” can feel like a directly opposing force. As one leader explained in our study: “I need to be okay saying, ‘I don’t know.’ And then I need to get my teams being okay with me saying, ‘I don’t know.’”
Giving complete transparency is often impractical. After all, some decisions need to be hammered out behind closed doors. For this reason, I believe leaders can opt for “translucency.” This means providing enough information about the changes that are afoot, but at the same time managing expectations that everyone can’t be involved in every decision.
In addition, leaders should look at this translucency as an opportunity rather than a burden. People need time to process and prepare, and while giving stakeholders advance notice of pending change can create some anxiety, it can also reduce the “surprise” factor when the change actually takes place.
3. Focusing On Humanity
We (and others) have found that leaders are ushering in expanded employee benefits and flexible work environments, as well as putting significant focus on inclusivity and finding themselves compelled to speak on social issues. My company’s research also found they’re adopting a more nurturing approach, acknowledging and deliberately expressing empathy and admitting deficiencies.
As a leader, ensure you’re showing flexibility, kindness and compassion, and sharing more of yourself, even if it feels uncomfortable to disclose personal attributes. One way you can do that is by tying observations from your non-work life to business initiatives and priorities, whether it’s a post on social media or during in-person conversations. You can also share that you, too, sometimes struggle with the challenges of the day and then provide guidance for overcoming those struggles.
4. Accepting And Responding To Criticism
C-suite leaders are being asked to listen more, and that means hearing more in volume and diversity of opinions. Employees are emboldened to speak their minds, and many leaders have given them the tools to do so in Slack, Microsoft Teams, Zoom and other platforms. Now, leaders need to put criticism into context. As one leader told us, “Listening to a lot of voices is chaotic, but it gets to better outcomes.”
You might experience a range of feedback, including candid criticism, from your employees, but that doesn’t necessarily mean you made a bad decision on behalf of the company. Listen to your stakeholders to broaden your understanding of what matters most to them. This will Excellerate your overall communication and leadership style.
5. Communicating Differently
Changes in leadership style are impacting how leaders communicate. Many are communicating more frequently, with more intentionality and through multiple channels. They’re also leveraging their senior leadership team and other voices for validation, erring on the side of repetition and clarity over variety and creativity, and seeking feedback.
Consider ramping up your communication cadence and using your leaders to help support key messages. The opportunities to have informal conversations might be limited in a hybrid work environment, so listen and stay in touch with employee “chats,” and prepare responses with sensitivity—and your unique voice.
Their Trusted Advisors
How leaders are showing up and communicating today affects who should sit at the leadership table with them. As a leader, ensure you are surrounding yourself with courageous, high-EQ, resilient professionals who are comfortable existing in the gray. Look for good communicators, active listeners and people who acknowledge that part of being at the leadership table is recognizing that the traits that got them there may not be the ones that keep them there.
Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?
Lisa and Max tell me that they’re divorcing because they "can’t communicate." It is one of the most common reasons for divorce that I hear from my clients. Couples who go to therapy will often say, “We need to learn to communicate.” Communication during your marriage is different after a separation or divorce in some ways, but not all. Let's look at both.
One definition of communication is the transferring or exchanging of news, information, or feelings between two or more people. In a marriage, respectful, affectionate, and easy communication is the glue that holds spouses together. The goal is usually to connect, to feel close, to be understood, and to feel esteem from your partner.
Communication is always both verbal and nonverbal.
In a marriage, respectful, affectionate, and easy communication is the glue that holds spouses together.
Source: Photo by August de Richelieu/pexels
Verbal communication has to do with the words you choose. Are your words articulate, accurate, and respectful? Are you saying directly what you want to say, or are you vague, avoiding being honest by “beating around the bush”? Austin wants to spend more time with his wife, but instead, he complains about how much time she spends with her friends. When he tells me this, I offer, “I’d like to find ways to spend more time together. Can we agree that Sundays are our days to get out and do things together?” Austin groans, “She’ll probably complain about that!” But, to his surprise, she agreed with his idea at once.
Nonverbal communication, which is often unconscious and very powerful, has to do with your behavior or facial and body expressions. For example, stepping back, arms crossed, and turning away from your partner tells her that you are feeling defensive or guarded. It may also suggest that you are not listening, not taking in the message she is trying to convey. Avoiding eye contact, posture, blushing, eye-rolling, nodding, and deep sighs all convey messages nonverbally. Some people say that communication is much more nonverbal than verbal, but most of us are unaware of the nonverbal messages we are sending. Pay attention to your body position, posture, eye contact, and facial expressions when you are speaking with your partner.
There is no such thing as not communicating
Not communicating is also communicating. It sends an important message to the other. Not responding to your partner is a response. John Gottman calls the intentional ignoring or giving someone the cold shoulder “stonewalling.” Stonewalling is one of the predictors of divorce that Gottman calls the Four Horsemen of the Apocalypse.
Another nonverbal communication “tool” is listening. This isn’t as easy as you’d think! Listening attentively is active, not passive. You communicate your attention and interest by making eye contact, nodding, or making small sounds such as “hmmm.” Listening actively suggests that you are NOT simultaneously thinking up your rebuttal to what your partner is saying. You provide your partner all the time they need to express or say what they want to say, and you may ask clarifying questions or say back what you understand from their communication. Listening is often more important than speaking.
John Gottman writes about “bids” and “turns.” According to Gottman, all communications are bids for connection, attention, or validation. A simple comment, such as, “Nice weather today” is a bid for a response.
Every response you make to your partner’s “bid” is what Gottman calls a “turn.” There are three types of responses or “turns”: Turning toward, turning away, and turning against. Turning toward would be, for example, “Good day for a walk,” and a turn away could be missing the bid entirely, not looking up from your phone. A turn against is more aggressive, such as “Can’t you see I’m busy?” Gottman believes that missing the bid can be more devastating than rejecting it by turning against it because when you turn against it, at least there is an interaction.
The acronym THINK can help you communicate more effectively
T: Is it TRUE? Be clear about whether you are sharing a fact, a feeling, a question, or an opinion.
H: Is it HELPFUL? Use your words in a constructive way, to repair, or Excellerate the situation.
I: Is it INSPIRING? Does it make your partner want to listen, pay attention, and respond?
N: Is it NECESSARY? What makes what you are saying important? Does it need to be said?
K: Is it KIND? Is your delivery respectful, warm, affectionate, or humorous?
Communication during and after divorce can be seen as business-like transactions.
Source: Photo by Mikhail Nilov from Pexels
Communication during and after divorce can be seen as business-like transactions. You are no longer seeking to resolve past hurts, clear up old misunderstandings, sharing grievances or personal experiences. The sheer amount of communication decreases and is limited to what needs to be shared to navigate your divorce or share parenting time.
You are partners in the business of unwinding your marriage, and/or raising your children. Elsewhere I have written about using BIFF as your standard when sending texts or emails, or even voicemails. Developed by Bill Eddy, BIFF stands for Brief, Informative, Friendly, and Firm. Double-check your communications using BIFF as your standard. before hitting “send” and your communication will be much less stressful.
Good enough communication during and after divorce is essential, especially when you have children. The goal is respectful communication that stays on point and is brief, solution-focused, or problem-solving. Sharing information about your children will protect your children from feeling caught in the middle. They need to know that their parents communicate with each other—this makes them feel safe, secure and loved. Communication that avoids argument, conflict, and fighting protects your children from the long-term damage that divorce can cause.
Communication and response time during and after divorce can look like this:
Text messages for urgent or logistics issues: “I’m running 15 minutes late,” or “I’m taking Lilly to the doctor because she has a fever.” Or “Check your email, I just sent you Lilly’s drama rehearsal schedule.”
Responding within three hours is a good rule of thumb. The response can be as simple as “Got it” to acknowledge receipt of the information.
Voicemail messages can be used for non-urgent or more substantive issues. Because there is no written record, I recommend that voicemail not be used for time-sensitive issues or new agreements. A response within 12 hours to follow up ideally would be written, in an email, such as “I got your message about the birthday party this weekend. Yes, I can bring some drinks, and I will arrive not before 2:00 PM.”
Email is best for non-urgent, informational communication or requests. For example, “I have a work trip next week and wonder if you can keep Lilly overnight on Monday. If you’re open to it, I’d like to swap a day in the following week, so I don’t miss time with Lilly. Let me know what works for you. I’d appreciate a response by tomorrow so I can ask my mother to step in if you’re not available.” The new agreement will then be documented by email which avoids misunderstandings later. Any agreements you make should be documented in an email for later reference. A response should be sent within 24 hours, even if you cannot answer all the questions, such as “I got your email and I’d be happy to take Lilly on Monday. I need to see if I can rearrange a work meeting. I will get back to you by afternoon tomorrow. Will that work?”
Note that all of these examples demonstrate BIFF: the communication is Brief, Informative, Friendly, and Firm.
Good communication is a skill that you can cultivate, with some awareness and focused effort. You may find that your relationships with partners, children, friends, and family all Excellerate as your communication improves.
© Ann Gold Buscho, Ph.D. 2022
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Vancouver, B.C. – Vancouver hockey fans will soon have more to cheer about as Nortel* [NYSE/TSX: NT] works with Canucks Sports & Entertainment to implement a new Unified Communications solution at General Motors Place.
Beginning in September 2008, Nortel is launching a three-year project to outfit General Motors Place – Canada Hockey Place for the Vancouver 2010 Olympic and Paralympic Winter Games and home of the Vancouver Canucks – with the foundation for a complete Unified Communications solution. The solution is designed to enhance arena operations and to provide a variety of fan amenities.
“Canucks Sports & Entertainment is committed to delivering world-class entertainment and sporting events to our fans and partners throughout British Columbia,” said Chris Zimmerman, President and Chief Executive Officer, Canucks Sports & Entertainment.
“Nortel is an official communications provider for the Vancouver 2010 Winter Games and has experience in outfitting sports arenas,” Zimmerman said. “That certainly helped us make the decision to choose Nortel as the provider for General Motors Place.”
Nortel’s Unified Communications solution will allow executive suite patrons to access instant replays along with team and player statistics. It will also allow them to order tickets, Canucks Team Store merchandise and concessions within the executive suite, reducing time spent in lines and increasing time to enjoy the action.
In the latter stages of implementation, Nortel’s Unified Communications solution will use the installed wireless infrastructure to extend instant replay and other fan amenities to mobile devices throughout General Motors Place, and to enhance arena operations with asset tracking and management and mobile security solutions.
“Like all of our recent sports arena wins, the solution we’re implementing at General Motors Place shows that Unified Communications is about entertainment and productivity,” said Joel Hackney, president, Enterprise Solutions, Nortel.
“Fans get more entertainment options, more amenities, more enjoyment and fewer hassles,” Hackney said. “And arena staff get the tools they need to be more productive – in some cases, as much as 18 percent more productive based on third-party studies.”
Nortel’s Unified Communications solution for General Motors Place will include a range of Unified Communications Services from Nortel’s Global Services portfolio as well as Nortel’s Communications Server 1000 for VoIP, Ethernet Routing Switch 8600 for data and desktop unified messaging, and Nortel wireless LAN products.
Nortel innovations help sports stadiums and arenas bring games closer to the fans by providing new, media-rich applications and services. Nortel solutions have been selected for some of North America’s best-known sports arenas and stadiums, including the Louisiana Superdome in New Orleans, Jobing.com Arena in Phoenix, Bell Centre in Montreal, and Citi Field in Flushing. Nortel is also the Official Converged Network Equipment supplier for the Vancouver 2010 Olympic and Paralympic Winter Games and the Official Network Infrastructure Partner for the London 2012 Olympic Games and Paralympic Games. About Nortel
Nortel is a recognized leader in delivering communications capabilities that make the promise of Business Made Simple a reality for our customers. Our next-generation technologies, for both service provider and enterprise networks, support multimedia and business-critical applications. Nortel’s technologies are designed to help eliminate today's barriers to efficiency, speed and performance by simplifying networks and connecting people to the information they need, when they need it. Nortel does business in more than 150 countries around the world. For more information, visit Nortel on the Web at www.nortel.com. For the latest Nortel news, visit www.nortel.com/news
Sometimes it feels like the workplace is where the most difficult people are. It’s hard to find lasting solutions to the feelings of stress and tension that come from difficult personal dynamics. This can be true even when we share a commitment to a common purpose, whether that’s designing the best possible product, taking care of customers or disrupting traditional ways of doing things.
According to Amy Gallo, a Harvard Business Review podcast host and the author of Getting Along: How to Work with Anyone (Even Difficult People), our expectations of finding a sense of purpose and meaning at work, combined with confusion about how much of ourselves we’re supposed to bring to work, can set us up for disappointment. But there are structural and personal approaches we can take to reduce tension and get along better with the people we find difficult to deal with.
“We show up as flawed, complicated human beings,” Gallo said in a recent conversation. “I think we’ve done a real disservice by thinking of work as an emotionless place.” Work is not just a place where tasks get done. More and more, it requires collaboration, making it hard for individuals to keep separate from each other.
But because Boomers and GenXers were taught to check their emotions at the door and just get the job done, they can be frustrated and confounded by newer generations who believe they’re supposed to be authentic, emotions and all. If you’re trying to be emotionless in collaborative settings, says Gallo, “You may be rude to other people, you’re going to rub up against other people, you’re going to have friction. And that’s not necessarily a bad thing, but it’s very bad when you don’t acknowledge that you’re having an emotional response to it.”
In today’s workplace, many people from older generations see messy human behavior as a drag on productivity—they came up believing we shouldn’t have to be exposed to people’s quirks and peculiarities. However, says Gallo, “The expectation that work is going to be less [emotionally] complicated sets us up for some of the worst interactions at work, because when things get complicated, as they often do, we start labeling [challenging or frustrating] behavior as unprofessional and placing blame.”
Gallo recommends that organizations develop explicit organizational norms regarding what constitutes appropriate behavior and how people should treat each other. Though these will be different for each workplace, they should include guidelines for things like timeliness, scheduling and convening meetings and expressing disagreement. It’s crucial to specify these norms clearly because individuals don’t naturally have the same perspectives about what constitutes good behavior.
“If I was setting up an organization,” Gallo says, “the first thing I would do is acknowledge that we’re going to disagree, we’re not going to see the world the same way. And then I would have conversations around ‘How do we build trust? How do we resolve conflict when it comes up? What are our expectations for how we will treat others?’ We shortchange those conversations because we assume that everyone feels the same way about those issues [as] we do, or we assume it will be too hard to agree.”
Research shows consistently that heterogeneous, diverse teams outperform homogeneous teams. We don’t need to like everyone we work with, Gallo notes; in fact, we can actually feel more comfortable with difficult people if we acknowledge that not all work relationships have to feel good and that transactional work relationships can still be productive. Effective people “accept that they’re not going to see eye-to-eye on lots of things and they are going to fight, and that’s okay,” she says. “It’s about how you fight, not whether you fight. If you want all your relationships to be the same as [the one with] your work BFF, you’re setting yourself up for failure.”
Once you’ve accepted that your relationships will vary widely and know you can handle the differences, you can benefit from what Harvard professor Linda Hill calls “creative abrasion: the ability to establish a marketplace of ideas to generate, refine, and evolve a multitude of options through discourse, debate, and even conflict.” Differences of thought and perspective don’t have to be focused on the people who think differently; they can be purposefully directed toward achieving a better work product.
Although it’s not necessary or productive for everyone on the team to be the same, or for everyone to like each other, Gallo notes that it’s helpful if each person feels connected to at least a few other people on the team. People bounce back from setbacks faster and are more creative and forthcoming, she says, when they can say, “I really respect my team. I get along with them. I see some of them as friends.”
Given the variety of relationships we may have at work, Gallo recommends noting our own reactions and creating personal boundaries to balance the tension of difficult interactions with the need to get the work done. For example, you could make a plan to go to lunch and decompress right after having a meeting with someone you find upsetting; in a hybrid environment, you could have that meeting on video rather than in person and take a break to relax afterward. She recommends “focusing more on the things that provide you pleasure and satisfaction and fulfillment than this one relationship, [like] listening to your favorite song before the meeting and then when you’re done, calling a friend who cheers you up—anything that creates a barrier around the negativity so you’re not feeling it so intensely.”
When a challenging relationship or conflict persists, and you haven’t resolved or managed it yet, you might consider escalating to some authority you believe will help restore order for you. Before you do, though, Gallo cautions, “Figure out if there is someone who has the power, motivation, and skill to do something about it.” But if an ongoing situation is really doing damage to your wellbeing, rather than hoping the other person will leave, you might consider finding another job. Even if you eventually decide not to leave, simply revising your resume and activating your network can “give you a sense of agency when dealing with a difficult colleague who makes you feel powerless. That alone could start healing some of the trauma and harm that this relationship has caused.”
There will always be at least a few difficult people at work. But by maintaining our boundaries and recognizing that we don’t need to have deep affection for them to do good work together, we can have more productive workdays and feel better the rest of the time, too.
A new organizational design study from researchers at the University of South Florida sheds light on the ideal work environment inventors need in order to succeed and thrive when they venture into new knowledge domains.
The study revealed that "explorers" -- inventors who go outside their area of expertise whether in technologies, disciplines or industries -- are most productive working in organizations that support cross-company communications versus a top-down, hierarchical approach.
This kind of decompartmentalized communication creates a more nurturing environment in which inventors know their inventions are valued and where there is more cross-unit project collaboration and greater managerial support as they work on something new, according to the study.
"Our research deepens our understanding on the roles that explorers play in innovation," said Lin Jiang, an assistant professor of entrepreneurship at the USF Muma College of Business. "The research also helps us understand what is the desirable work environment that we should provide for explorers to succeed."
Jiang's co-authored article was published online in August in Technovation, an interdisciplinary journal on technological innovation.
Other major takeaways include:
Researchers surveyed 2,331 U.S.-based inventors in 2013. With an effective response rate of 16.5 percent, the study's final analysis was based on 321 inventors from 231 companies.
The study's co-authors also included Brent Clark from the University of Nebraska at Omaha and Daniel Turban from the University of Missouri.
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|Jul 26, 2022||0.0280||0.0280||0.0280||0.0280||0.0280||-|
|Jul 25, 2022||0.0280||0.0280||0.0280||0.0280||0.0280||-|
|Jul 22, 2022||0.0280||0.0280||0.0250||0.0280||0.0280||61,550|
|Jul 21, 2022||0.0280||0.0360||0.0280||0.0360||0.0360||18,060|
|Jul 20, 2022||0.0310||0.0310||0.0310||0.0310||0.0310||-|
|Jul 19, 2022||0.0310||0.0310||0.0310||0.0310||0.0310||-|
|Jul 18, 2022||0.0310||0.0310||0.0310||0.0310||0.0310||-|
|Jul 15, 2022||0.0310||0.0310||0.0310||0.0310||0.0310||-|
|Jul 14, 2022||0.0330||0.0330||0.0310||0.0310||0.0310||11,000|
|Jul 13, 2022||0.0360||0.0360||0.0360||0.0360||0.0360||200|
|Jul 12, 2022||0.0280||0.0340||0.0260||0.0330||0.0330||75,700|
|Jul 11, 2022||0.0280||0.0300||0.0260||0.0300||0.0300||18,100|
|Jul 08, 2022||0.0260||0.0260||0.0260||0.0260||0.0260||-|
|Jul 07, 2022||0.0260||0.0260||0.0260||0.0260||0.0260||-|
|Jul 06, 2022||0.0260||0.0260||0.0260||0.0260||0.0260||9,000|
|Jul 05, 2022||0.0260||0.0260||0.0260||0.0260||0.0260||100|
|Jul 01, 2022||0.0240||0.0240||0.0240||0.0240||0.0240||-|
|Jun 30, 2022||0.0240||0.0240||0.0240||0.0240||0.0240||360|
|Jun 29, 2022||0.0275||0.0275||0.0275||0.0275||0.0275||-|
|Jun 28, 2022||0.0275||0.0275||0.0275||0.0275||0.0275||-|
|Jun 27, 2022||0.0275||0.0275||0.0275||0.0275||0.0275||-|
|Jun 24, 2022||0.0275||0.0275||0.0275||0.0275||0.0275||-|
|Jun 23, 2022||0.0275||0.0275||0.0275||0.0275||0.0275||-|
|Jun 22, 2022||0.0300||0.0300||0.0235||0.0275||0.0275||109,000|
|Jun 21, 2022||0.0300||0.0300||0.0300||0.0300||0.0300||-|
|Jun 17, 2022||0.0300||0.0300||0.0300||0.0300||0.0300||-|
|Jun 16, 2022||0.0300||0.0300||0.0300||0.0300||0.0300||12,390|
|Jun 15, 2022||0.0300||0.0300||0.0300||0.0300||0.0300||-|
|Jun 14, 2022||0.0300||0.0300||0.0300||0.0300||0.0300||-|
|Jun 13, 2022||0.0300||0.0300||0.0300||0.0300||0.0300||-|
|Jun 10, 2022||0.0300||0.0300||0.0300||0.0300||0.0300||-|
|Jun 09, 2022||0.0300||0.0300||0.0300||0.0300||0.0300||-|
|Jun 08, 2022||0.0300||0.0300||0.0300||0.0300||0.0300||-|
|Jun 07, 2022||0.0300||0.0300||0.0300||0.0300||0.0300||-|
|Jun 06, 2022||0.0300||0.0300||0.0300||0.0300||0.0300||-|
|Jun 03, 2022||0.0250||0.0350||0.0250||0.0300||0.0300||116,200|
|Jun 02, 2022||0.0284||0.0284||0.0284||0.0284||0.0284||-|
|Jun 01, 2022||0.0284||0.0284||0.0284||0.0284||0.0284||-|
|May 31, 2022||0.0284||0.0284||0.0284||0.0284||0.0284||-|
|May 27, 2022||0.0284||0.0284||0.0284||0.0284||0.0284||500|
|May 26, 2022||0.0250||0.0250||0.0250||0.0250||0.0250||-|
|May 25, 2022||0.0250||0.0250||0.0250||0.0250||0.0250||-|
|May 24, 2022||0.0250||0.0250||0.0250||0.0250||0.0250||-|
|*Close price adjusted for splits.**Adjusted close price adjusted for splits and dividend and/or capital gain distributions.|
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Other OTC - Other OTC Delayed Price. Currency in USD
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