22 Extremely Rare, Mind-Blowing Photos From 100 Years Ago That Show How Wildly Different Things Used To Be
2.This 1920s McDonald's that was built in a colonial mansion:
3.This 1926 driver's license:
4.This 1925 National Geographic magazine:
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5.This 1929 circular playing card deck:
6.This 1923 teachers contract:
7.These 1923 prices:
8.This 1922 baby weight certificate:
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9.This 1923 Ford model:
10.These early 1920s $1 coins:
11.This 1923 phonograph:
12.This 1922 college application form:
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13.This 1928 toaster:
14.This 1924 Chevrolet ad:
15.This 1920s beer ad:
16.This 1925 alarm clock:
17.These 1920s noisemakers:
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18.This 1920s water heater:
19.This 1923 dollar bill:
20.This 1923 high school report card:
21.This 1925 invitation to watch the solar eclipse with glasses:
22.And finally, this 1920s ad to build a house for under $2500:
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Yahoo
37 minutes ago
- Yahoo
Labor And Delivery Nurses Say These Male Behaviors Are How They Know You Should Divorce
Giving birth is already one of the biggest challenges in a person's life, but an unsupportive birth partner can make it even worse. Take it from people who see this dynamic every day. While labor and delivery nurses are there in the room helping pregnant people endure the pain of contractions and epidurals, they are also sometimes dealing with bored, judgmental partners. 'A lot of times, you just are making eye contact with the other nurses in the room. Like, 'Can you believe what is happening at this moment?'' said Yancy Guzmán, a North Carolina-based nurse. 'Labor is where partners rise to the occasion or fail miserably,' said North Carolina-based nurse Jen Hamilton. 'I see it all the time where people have so much hope that their person is going to just step up to the plate ... It's just so devastating to watch somebody who you know had these really high expectations and then they weren't met.' And the nurses interviewed, who have seen hundreds of births, said this unsupportive behavior is exclusive to heterosexual men. Although they cannot predict whether couples will divorce, several of the nurses said they know when you should divorce, or hope you will. 'I never know the end of people's stories, but I feel like I can make a very educated guess on whether or not their relationship will stand the test of parenthood,' Hamilton said. Washington-based nurse Alyssa Richard said that during labor, nurses see who men 'authentically are behind whatever facade they may put up in front of people.' Here are the biggest offenses nurses say they've seen from men while their partner was in labor. 1. They Sleep Through Active Labor. Richard said men sleeping through their partner's active labor is the most common unsupportive behavior she sees that frustrates her the most. 'If there's an emergency, and if the baby's heart rate drops, tons of nurses will come running in and start doing all kinds of stuff with the mom, and the dad's just over there sleeping, or pulls the blanket over their head so they don't have to be bothered by what's going on — that's my biggest pet peeve, that's crazy,' Richard said. Hamilton said she recently had a woman who was screaming during labor, and 'this guy is trying to cover his ears to get a better snoozy position. I was so aggravated.' Richard said that birth partners should only be sleeping when the person who is laboring is sleeping. 'It's such a short chapter in your life ... I don't think it's that big of an inconvenience for you to also be awake with them.' In some cases, Richard has woken up sleeping men with, 'Hey, time to be up now. We need you [to be] a part of this.' 2. They Complain About Their Discomfort. While their partner is going through the ordeal of birthing a whole human, some men will make this day about them, nurses said. Hamilton said that when a man's first instinct is to worry about his own comfort in the room rather than his laboring partner's — with comments like 'How do you work the TV?' or 'I need more pillows' — it raises a red flag for her. 'Just a couple weeks ago, I had a dad make a comment about how this was really inconvenient for him because he had been working all day,' Richard said. 'And I'm just like, 'What the heck?' I can't even imagine saying that to someone, let alone your partner that you're supposed to be having a baby with.' 3. They Play Video Games. There are some men who prioritize watching a screen over being there for their partner. 'I've seen them with headsets on so they're fully involved in an online game, while there's just like chaos going on around them,' Richard said. 'I've seen a guy go to Best Buy while his wife or girlfriend is in labor and get a 55-inch screen monitor and bring it to the hospital because their gaming system wouldn't hook up to our TVs,' Hamilton said. Richard said it's fine to play games if your partner is comfortable or resting, but 'when your partner's awake crying ... playing your video games isn't inappropriate.' 4. They Leave When It Matters Most. 'I had a guy one time who had signed up for a timeshare talk, and literally left his wife when she was eight centimeters dilated to go to a timeshare talk and missed the birth of his child,' Hamilton said. Guzmán recalled a time when a dad never acknowledged the nurses in the room. 'He moved his recliner so that he was facing the TV and never had to look in our direction ... and then he kind of got up abruptly. He's like, 'I've just been stuck in this room this whole day, and I just need to walk outside,'' she said. 'Meanwhile, his partner's in the bed, who literally can't leave the room, who's the one doing all the hard things, and he's turning it into this situation where it's about him.' 5. They Make Inappropriate Comments About Their Partner's Body. After childbirth, stitches might be needed for vaginal repairs. On more than one occasion, Richard said, she has heard men making 'incredibly inappropriate comments about sewing it up tighter or 'Is it going to look as good as it did before?'' 6. They Judge Their Partner's Decisions During Childbirth. Hamilton said it's unsupportive when men insert their own judgments about the laboring patient's choices with comments such as 'You don't need an epidural' or 'You're being a wimp.' 'I am going to support whatever she wants, but he's making it so much harder for her to get relief,' Hamilton said. 'He's making it so much harder for her to feel at peace in her decision.' Guzmán said when men make judgments about what their partner should do for pain management, 'I will try to get the dad out of the room by saying, 'Can you go get me some ice water for her or whatever?' And then I do take advantage of that time to say, like, 'What do you want? Why is he speaking for you?'' Hamilton said that sometimes men will override the laboring patient's decisions about who she wants in the room, recalling partners who wanted to bring someone like the mother-in-law into the room. 'That indicates a lack of respect for her boundaries and not protecting that sacred space where she needs to feel the safest,' she said. How Can You Be A Better Birth Partner? Fortunately, supportive birth partners outweigh the disengaged and outright hostile birth partners, nurses said. But often, there are also confused, nervous partners who could simply be better with more guidance. Ideally, Richard said, birth partners should ask their pregnant partner, 'What do you think would be helpful if you were in a lot of pain?' before the day their child is born. Some people might prefer to be touched and held, while others would not, and it's better to talk this out before the high-stakes, stressful situation of labor. And when it's time to give birth, be humble about what you don't know if you're trying to be a support person. 'A lot of nurses would really admire someone to say, I don't know what to do, but I want to be helpful,' Guzmán said. And if you are pregnant and concerned your baby's father will make labor a nightmare, Hamilton encourages you to bring someone else, even if that person makes zero sense to outsiders — like a sibling, a best friend or your hairdresser who is always there for you in a crisis. 'It's OK to pick someone that others may see as random,' Hamilton said. 'Protect your peace. Labor is too hard to bring someone with you who is just going to make it harder.' Related... This Viral Video Has People Talking About Christianity Versus 'MAGA Christianity' Woman 'Spent Her Entire Life' Wanting To Be A Nurse, Daughter Said. Then She Was Attacked On The Job 12 Things Labor And Delivery Nurses Would Never Do During Birth Solve the daily Crossword
Associated Press
38 minutes ago
- Associated Press
Ground Game: European leaders rally behind Ukraine and Trump promises to tackle crime in Washington
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Forbes
39 minutes ago
- Forbes
Why This Officer Believes EQ Is The Path Forward For Law Enforcement
'It's not the people on the streets that'll burn you out, it's the people back at headquarters.' That's what Dr. Tim Sharple's father told him when he first considered a career in policing. Decades later, after rising through the ranks, Sharples found out the hard way that his dad was right. In law enforcement today (as with many industries), burnout represents a serious threat. Departments struggle to recruit and retain talent, public trust remains fragile, and internal cultures often lag behind the needs of modern officers. As psychologist Daniel Goleman writes in the Harvard Business Review, emotional intelligence (EQ) is one of the key predictors of high performance in complex, high-stress jobs. And yet, despite law enforcement's emotional demands, EQ is still viewed by many as optional, soft, or irrelevant. Sharples is a second-generation law enforcement officer and a retired lieutenant with over 30 years of experience. He recently earned his PhD in industrial-organizational psychology, devoting his thesis to the connection between emotional intelligence and law enforcement. In one of the first studies to examine the link between EQ and procedural justice in policing, he found that several key emotional intelligence competencies strongly predicted how fairly officers treated people in the field. And the implications go far beyond traffic stops. At a time in the United States when Pew Research reports that just 35% of U.S. adults express a great deal of confidence in police officers to act in the public's best interest, leaders must look inward. Emotional intelligence isn't soft. It's strategic. And it may be the key to rebuilding policing from the inside-out. From Squad Car to Psych Lab: Studying Emotional Intelligence in Law Enforcement Sharples didn't take the typical path to a PhD. His law enforcement career spanned over 32 years. But unlike most officers, he didn't stick with a single agency. He worked across several different agencies and learned a lot by observing which cultural patterns crossed over from agency to agency. Sharple's father was also in law enforcement, a 'post-Vietnam era' officer skeptical of reforms like the Miranda decision. Tim recalled his father and uncles saying, 'It's so hard to do our job right now with Miranda. It's going to ruin policing.' But by the time Tim went through the academy himself, the narrative had flipped. 'You can't do your job effectively without Miranda,' he said. 'Change is going to happen. The profession has to evolve. All professions evolve.' That same generational shift in perspective, he believes, is now happening with emotional intelligence. Why Emotional Intelligence Is Critical in Law Enforcement Today Ask Sharples why emotional intelligence matters in law enforcement today, and his answer is both practical and urgent: 'We need law enforcement for the stability of our society. And emotional intelligence is the way not only to repair from the inside-out, but from the outside-in.' He's seen firsthand what happens when officers feel unsupported, disengaged, and emotionally exhausted. 'Most of the stress that officers experience comes from within the agency. It wasn't the stuff on the streets that was killing them. It was the burnout and office culture,' he explained. 'It was all of the stuff back at headquarters. Which, in my opinion, is the easy fix.' Tim ties the urgency of EQ to broader workplace trends, referencing the 'quiet quitting' and 'great resignation' eras. 'We were trying to keep our current staff engaged,' he said, 'but I was also part of the great resignation.' Officers, like workers in any profession, began to question whether staying was worth it. 'Emotional intelligence,' Tim argued, 'is a way to get them reengaged.' The need is only growing. 'Statistically speaking, there's not going to be enough people of age that can become police officers,' he warned. And of those who can, even fewer are applying. 'We're losing people already to just sheer numbers. And now that's a smaller subset of those who actually want to be a police officer.' The stakes are high. In his words: 'Change is going to be difficult. But emotional intelligence is the way.' Culture Change, Not a One-Off Training Tim is quick to point out that emotional intelligence can't be a 'check-the-box' workshop. 'I've never been a fan of those one-and-done leadership classes,' he said. 'You feel good in the moment, and then as soon as you leave, all that knowledge is leaking out your back.' To drive lasting change, emotional intelligence must be embedded into the organizational culture. 'Whether it's an informal leader or whether you're the formal chief,' Tim said, 'you've got to model it.' After retiring, Tim began consulting with police departments looking to build that kind of culture. Some were eager. One department, which ran its own academy, saw emotional intelligence as essential to their future. 'What keeps you up at night?' Tim asked their leadership. The answer hit hard: 'We're realizing right now for the first time that we're going to leave our policing agency in worse shape than we found it.' That sense of legacy motivated them to act, but not all departments felt the same. 'In some departments, I'd go in and say, 'Tell me about your recruitment.' 'Oh, it sucks.' 'How's your retention?' 'Bad.' Then I'd say, 'Let's change the culture.' And they'd go, 'Our culture is fine.'' Still, Tim remains hopeful. 'EQ presents a lot of hope for law enforcement, because it isn't exclusively about screening bad cops out; it's also about teaching the ones we have. Change can start now.' Training the Next Generation: From the Academy to the Community For emotional intelligence to transform policing, Sharples says it has to start early—and it has to include everyone. One department proved what's possible when EQ is baked into the foundation. 'Louisiana State Police,' Sharples said. 'They implemented EQ training across the board—recruits, instructors, leadership. Everyone received the training. And they went from a high failure rate in training to zero in one class.' That kind of impact is why Sharples believes EQ should become a core component of police academies and continued education, not an optional seminar. 'Think of your average recruit as a six-figure asset,' he said. 'Especially at the state level. Training is two to three times longer. If you're losing 25 to 50% of those recruits, you're setting money on fire.' But when it's implemented across the board—from command staff to cadets—Sharples says it becomes more than a program. It becomes a way of being. Why Sharples Is Not Done With Emotional Intelligence And Law Enforcement Sharples retired with decades of service, earned a PhD, and contributed original research that no one else had touched. But he didn't retire to rest, he retired to rebuild. 'I'm dedicating the remainder of my life to improving the law enforcement workplace,' he said. 'Because the one thing that was consistent—from the 1960s in my dad's era to now—is the toxic stuff that happens back at headquarters. That persists like a cockroach.' For Sharples, emotional intelligence is more than a framework. It's a compass for change. 'EQ isn't just for your work life,' he said. 'It changes your whole life.' In his training sessions, officers would come back midweek and tell him, 'Normally, this situation at home would have gone up in flames—but I used what you taught, and it became a growth moment for both of us.' Toward the end of the interview, Sharples recalled something his former chief once asked of him as they discussed emotional intelligence: Don't give me a dissertation. Give me a one-pager, his chief said. So Sharples did: 'We hire for IQ,' Sharples told him. 'We fire for EQ.' That got the message across. Kevin Kruse is the Founder + CEO of LEADx, an emotional intelligence training company. Kevin is also a New York Times bestselling author. His latest book is Emotional Intelligence: 52 Strategies to Build Strong Relationships, Increase Resilience, and Achieve Your Goals.
