Queanbeyan Demon

One of the threads of the year.

By any meaningful measure, Billings and Hunter are far better players. I wonder why the difference in the love?

Nah Cranky. I reckon we get Brian Waldron in to advise on managing our salary cap.

Can he hit a target @JTR?

I know there’d be some 'Landers who might not agree with me, but I can confidently say that 100% of the supporters I’m friends with—whether they're in Queanbeyan or not—are absolutely clueless about what Joe is on about. It's like he's speaking in a code that only he understands, and the rest of us are just nodding along, pretending we get it!

I found the Speed interview insightful. He was particularly diplomatic he was in his approach. Reflecting on my experience with boards, most of the ones I’ve been involved with are heavily focused on risk management. At each board meeting, the CEO typically provides a report on various risk areas being monitored, with a particular emphasis on high and catastrophic risks. Nowadays, in most organisations, these risks always include finance, WHS, cybersecurity, legal matters, the health of key contracts, and, especially in a high-profile industry like the AFL, public relations. Given this context, I’m astonished by the apparent laissez-faire attitude the Melbourne Football Club seems to have towards the Petracca saga. This issue impacts several critical risk areas—finance, WHS, key contracts, and PR—yet the response has been surprisingly complacent - until recently. When Speed mentioned that the Melbourne board seemed competent, it made me wonder: do they receive a risk report each month? It would be concerning if they didn’t, considering how this saga is affecting the club’s overall stability and reputation. Regular risk reports would ensure that the board members are fully informed and able to address these challenges proactively, rather than just reacting when things escalate.

I'm 60 years old and 5'11 tall. I declare that I'm ready to take over from Max when he's done.

Perfect fit for us then. I don't need to read the rest of this thread now.

I have a "level of interest" in finding out where all my missing socks go to. It’s either the washing machine is a black hole or they’ve started a secret society somewhere. But that is where my interest ends.

Could get pretty hot for spots in the twos I reckon. Fritta might have to spend most of his time in the ones I recon.

Nah - different OP.

Cut down Rangy @Ethan Tremblay?

'The Orange People.' Haven''t heard that before @leave it to deever. Is that yours? I hung out at the ashram in Pune back in the day.

If he really wants to dodge a bullet - change girlfriends.

Stop calling @Satyriconhome Shirley @I'va Worn Smith.

Ken Hinkley would be an outstanding Head of Football at the Deez. He brings not only a wealth of experience but also a deep understanding of the cultural and structural foundations necessary for sustained success. His tenure at Alberton with Port Adelaide is a testament to his ability to resurrect a struggling club. When Hinkley took over, Port Adelaide was perceived as a basket case, both financially and on-field. Under his leadership, the club became relevant again, not just in South Australia but across the broader Australian football landscape. He revitalised the team, instilling a sense of belief and (mostly) competitive spirit that transformed Port Adelaide into a consistent force in the AFL. Hinkley's leadership is defined by his humanity and decency, qualities that have earned him respect across the entire AFL fraternity. His genuine care for players and staff, coupled with his straightforward and honest communication style, fosters a positive and inclusive environment. These attributes are critical in a head of football role, where building and maintaining relationships are as important as strategic decisions. Furthermore, Hinkley's reputation as a respected and influential figure in the AFL would be invaluable to the Demons. His ability to navigate complex challenges, manage diverse personalities, and maintain high standards would ensure that Melbourne reclaims its status as powerhouse in the competition. Hinkley's proven track record of fostering talent and driving cultural change aligns perfectly with, what should be, Melbourne's aspirations. He is an ideal candidate to lead the football department and guide the Demons to continued success.

I'm actually amazed that many posters thank Kate for delivering the flag. There were 100,000 people (at least) that had a hand in the flag. I have no doubt that she was (at least) part of the problem at the Dees.

You clearly never played against the East Malvern Rams in E grade did you @layzie?

anyone know his nic-name?

Maybe Stephen Smith has said 'I'm in - and here are my conditions . . . '

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What position does Scott play?

With a name like that @Loose Men Everywhere, they would totally belong in the read and blue and would be a top 10 pick.

100 percent all of the above. And you are right @BoBo, the above is brief. But does attempt to deal with the phenomena at a high level. To support the above observations, research confirms that: about 1 percent of the general population are psychopathic this figure rises to 3.9 percent in the workplace population most of the psychopaths in the workplace are in senior management positions. The AFL employs around 2000 people. That means about three (3) in every club on average (allowing a percentage at head office as well). If we were to include the media, the figures would zoom up exponentially I would have thought.

Top post @dino rover. There is a significant body of research supporting the Dunning-Kruger effect, which describes how individuals with low ability in a particular domain often overestimate their competence. Recent studies delve deeper into this phenomenon, suggesting that the most dangerous person in any organisation may be the one who is both incompetent and unaware of their incompetence. This combination can lead to overconfidence, poor decision-making, and an inability to recognize or correct errors, potentially causing significant harm to the organisation and its stakeholders.