Q: Measure the width of the window and add 10in (25cm) to either side. Measure the length of the curtain you want by adding 6in (15cm) to 12in (30cm) from the top of your window. Make a mark on either end of the window based on these measurements. Then, measure from this mark to where you want the curtains to end. Choose a decorative rod if you would like it to be visible. If you want the to be rod out of site, choose a concealed rod. Purchase a curtain rod that fits the measurements you have made. Using an adjustable curtain rod will allow you to make sure the the rod fits your measurements. and curtains using the instructions on the label. You will usually be told to use a screwdriver and screws to attach the curtain rod holder to the wall. Then thread the curtains onto the curtain rod. Use a bungee cord that has a hook on either end. Thread the voile through the bungee cord. Hook either end of the bungee cord to the curtain rod holders. Opt for a light-colored (white, gray, beige) bungee cord so it won't show through the sheer voile once it is hung. Find a tension rod that is thin enough to fit through the loops in the voile. Thread the voile through the tension rod.
A: Measure where you would like to hang the rod using a measuring tape. Purchase a single curtain rod kit from a home improvement store. Hang the curtain rod Hang the voile using a bungee cord for a nice, draped look. Use a tension rod if you want it to hang straight across the window.

Q: Use a quality whey protein or other protein additive. Verify that your protein additive has all essential amino acids. Amino acids help your body maintain blood and organ functions. They also help boost your metabolism. Ensure that your protein has low levels of cholesterol, which is not a necessary addition to healthy protein options. Determine if the additive contains natural proteins. Artificially produced proteins aren't as effective in building muscles as natural proteins. This should be apparent on the label if not, ask a sales representative. Generally, aim to have a 2:1 or 3:1 ratio of carbohydrates to protein, especially after a workout. Plan this in advance by reading nutrition labels on your shake ingredients. It may help to write down what you are putting in your shake, and include how many grams of carbs and protein your ingredients contain. That way you can tweak your recipe to get the desired ratio. Unlike the natural carbohydrates found in grains and seeds, processed carbs are not good for your body. Starch and extra sugar is added to many foods, like cereal, snack bars, frozen and prepackaged meals, and energy drinks. Check nutrition labels and don't add anything to your shake that contains high fructose corn syrup and other sugary, processed ingredients. Although it's best to snack on fruits, veggies, and whole grains to get carbs, you can also add carbohydrate supplements to a shake before, during, or after your workout. These "high glycemic" carbs dextrose, glucose, and maltodextrin require little digestion and give you a quick blood sugar spike. This helps your body absorb protein and repair muscle better. Waxy maize is another complex carb supplement that helps your body refuel by replenishing its sugar stores (called glycogen). Start the blender at a slow speed and turn it up to medium. Shut the blender off, and pour your blended shake into a glass or travel mug. Make sure the texture is smooth and there are no sharp chunks in your shake before you enjoy it.
A: Start your protein shake with a good base. Create the right carb-to-protein ratio. Avoid processed carbs. Try carb supplements. Blend your ingredients together for a smooth shake.

Q: Explain the reasons why you want to become an ordained minister. All Christians are called to deaconal work, so it is important to reflect on what ordination will add to a ministry of caring and service which should already be well-established. Indicate how your experiences so far at your parish have prepared you for the diaconate. This will alert the diocese of your desire and inaugurate any administrative processes that have to be completed at that level (requirements vary by diocese). This may vary from a series of readings to a formal educational program (often the Education for Ministry program) that lasts 3-4 years. This process, in conjunction with your education program, will begin to familiarize you with the responsibilities of a deacon, and will allow church leaders to evaluate your suitability. Reflect deeply on whether some of the unique characteristics of the diaconate will be impediments to your ability to fulfill the role well. The program will usually last two years, during which time you may be assigned to a parish for an internship.
A: Begin by discussing your desire to be a deacon with the parish rector or head priest. Meet with a committee of lay members of the congregation over several months, during which time you will discuss your calling and your suitability to serve as a deacon. Ask your parish rector or head priest to send a letter endorsing your candidacy to the bishop of the diocese. Complete any educational requirements required by your diocese for becoming a deacon. Fill out all forms, sit for all interviews, and attend all meetings stipulated by your diocese. Apply for admission to your diocese deacon formation program. Complete all final administrative requirements and schedule a date for your ordination by the bishop.

Q: Your first step should be to see exactly where you fit in the management of the company. Start by examining its organizational structure. The complexity of this structure will largely depend on the size of the company. As CEO, you may be in charge of several other executives and a few dozen employees or dozens of executives and thousands of employees. Look at different divisions within the company to see how operations are separated and carried out. Depending on the executive structure of the company, you might be reported to directly by all employees or by executives like the chief financial officer (CFO) and various vice presidents. The CEO might be the founder or owner of the company, and therefore would only be responsible for reporting to other large shareholders. However, in many cases, the CEO reports to a board of directors or the owner of the company. In this way, they act as the operation hand of the board, carrying out their decisions. A CEO may also work in tandem with another executive, like a vice president or chairman, to make key business decisions. Make sure to clearly assess who you are responsible for reporting to. When you report to the board or owner, if you are required to do so, you will report on new operational plans and/or the progress of existing plans. These might include both short-term and long-term plans. Progress must be reported at regular intervals, depending on the board requirements. In addition, the board will likely require that the CEO report to them on the financial health of the company quarterly and annually. The CEO might also be responsible for assessing the performance of subordinate executives and reporting their findings to the board. The CEOs duties vary between organizations as well. You may be responsible for coming up with a new direction for the company or more narrowly focus on improving a single metric. To be successful, you'll have to figure out exactly how your performance will be measured. If the board expects you to take the company in a new direction and you focus on increasing sales, you may be replaced. Ask for specific goals so that you can create a plan for reaching them and carry out that plan. The CEO must be conscious of all of the company's resources, including both capital and people. They need to know how much of each to allocate to the different departments and how to do so efficiently to reach the best results. Identify company assets like cash reserves and other liquid assets that can be used when needed. Assess the needs of the company as they apply to your plan, prioritizing the most important aspects and providing them with resources first. Successful distribution of resources requires that you clearly understand the operations and limitations of the company.
A:
Review the company's organization. Figure out who you report to. Determine reporting goals. Identify manager performance goals. Identify financial assets, needs, and limitations.