PERSPECTIVE FROM THE 19^TH HOLE: This is the title I chose for my personal blog, which is meant to give me an outlet for one of my favorite crafts – writing – plus to use an image from my favorite sport, golf. Out of college, my first job was a reporter for the Daily Astorian in Astoria, Oregon and I went on from there to practice writing in all of my professional positions, including as a Congressional press secretary in Washington, D.C., an Oregon state government manager in Salem and Portland, and a private sector lobbyist. This blog also allows me to link another favorite pastime – politics and the art of developing public policy – to what I write.

If you ask me, I don’t believe Hillary Clinton is qualified to run for or be president, given her checkered past.

I have been criticized on occasion for labeling her a “crook,” and, I agree, I probably should have used the word “alleged” as a modifier. For me, though, in the court of public opinion, she is guilty. Not in a criminal court yet, though at some point, she may end up there.

I reach the view on Hillary based on questions about her record as an attorney, as a First Lady, as a U.S. Senator, as U.S. Secretary of State and now as a presidential candidate. But, mainly, I rely on the ethical and leadership failures in relation to the Clinton Foundation, which she still runs with her husband, Bill.

For the following litany of what I’ll call “crookdom,” I rely on Washington Post columnist Charles Krauthammer, who has chronicled Hillary Clinton’s misdeeds in material for that newspaper.

Recently Krauthammer said he had no doubt some of the 30,000 e-mails Hillary deleted from her private e-mail server very likely had references to the Clinton Foundation.

Here, according to Krauthammer is a concise summary of how the Clinton Foundation works as a tax-free international money-laundering scheme. It may eventually prove to be one of the largest political criminal enterprises in U.S. history as it hides foreign money and re-packages it to be used for the Clintons’ purposes. And, what’s more, it’s all tax free.

1. You create a separate foreign “charity.” In this case, one in Canada.

2. Foreign oligarchs and governments then donate to this Canadian charity. In this case, over 1,000 did — contributing mega millions.

3. The Canadian charity then bundles these separate donations and makes a massive donation to the Clinton Foundation.

4. The Clinton Foundation and the cooperating Canadian charity claim Canadian law prohibits the identification of individual donors.

5. The Clinton Foundation then “spends” some of this money for legitimate good works programs. Unfortunately, experts believe this is on the order of 10 per cent. Much of the balance goes to enrich the Clintons, pay salaries to untold numbers of hangers on, and fund lavish travel, Again, virtually all tax free, which means you and I are subsidizing it.

6. The Clinton Foundation, with access to the world’s best accountants, somehow fails to report much of this on their tax filings. It discovers these “clerical errors” and begins the process of re-filing five years of tax returns.

7. Net result — foreign money, much of it from other countries, goes into the Clinton’s pockets tax free and untraceable back to the original donor. This is the textbook definition of money laundering.

By the way, the Canadian “charity” includes as a principal one Frank Giustra. Google him. He is the guy who was central to the formation of Uranium One, the Canadian company that somehow acquired massive U.S. uranium interests and then sold them to an organization controlled by Russia.

This transaction required U.S. State Department approval, and guess who was Secretary of State when the approval was granted.

Sarcasm aside, if you’re still not persuaded this was a cleverly structured way to get unidentified foreign money to the Clintons, ask yourself this:

Why did these foreign interests funnel money through a Canadian charity? Why not donate directly to the Clinton Foundation? Better yet, why not donate money directly to the people, organizations and countries in need?

This is the essence of money laundering and influence peddling.

It is what should disqualify Hillary Clinton from running for or being president.

PERSPECTIVE FROM THE 19^TH HOLE: This is the title I chose for my personal blog, which is meant to give me an outlet for one of my favorite crafts – writing – plus to use an image from my favorite sport, golf. Out of college, my first job was a reporter for the Daily Astorian in Astoria, Oregon and I went on from there to practice writing in all of my professional positions, including as a Congressional press secretary in Washington, D.C., an Oregon state government manager in Salem and Portland, and a private sector lobbyist. This blog also allows me to link another favorite pastime – politics and the art of developing public policy – to what I write.

AND, THIS BLOG IS A REPRINT OF A PIECE BY A COLLEAGUE, PAGE PHILLIPS, IN MY OLD FIRM, CFM STRATEGIC COMMUNICATIONS. SHE CAPTURES KEY POINTS ABOUT HOW US OLD FOLKS WORK WITH A NEW GENERATION.

Working with colleagues from a different generation presents a number of communication challenges. But with a few key principles, it’s possible to bridge the generation gap in the workplace.

While working with multiple generations in the office and with clients is nothing new, the digital era constantly brings about new challenges in communication.

Baby Boomers (1946-1954) and Generation X (1965-1970) prefer emails and face-to-face communication, while Millennials (1980-2000) text and use social networks, like Twitter and Instagram, and messaging apps like Snapchat to communicate.

There seems to be a new social media tool emerging every day, and while Millennials seem to instantly understand them, older workers often feel overwhelmed. In reality, too much reliance on one method can alienate coworkers and clients, making it difficult to communicate with someone from another generation with a different preference.

There is a generational difference in formality, too. Suits have turned into jeans – and not just on casual Fridays. Abbreviated stream-of-conscious communication is replacing anguishing over a letter or email.

In many workplaces, the traditional at 8 a.m. to 5 p.m. workday at your desk has been replaced with telecommuting. Measuring productivity now involves judging the quality of your work product rather than how many hours it took you to do it.

So, in today’s fast changing workplace, how can coworkers from different generations work effectively with each other and their clients? Here are some tips.

1. Understand work styles.Rather than assuming your communication style is best, notice how different coworkers and clients prefer to communicate.

Does someone come to your office to talk instead of texting? Does a client respond to your phone call by email? Learn how others like to communicate and use it. If you’re not sure, just ask.

2. Share perceptions and values. You can often avoid generational conflicts by learning one another’s perceptions and values.

A Boomer may find the lack of formality and manners of a Millennial offensive, while Millennials may feel their opinions are not considered or appreciated.

3. Be willing to learn. As an older Gen Xer, I tend to dismiss the newest social media tool by telling myself “it’s a waste of time” or “ it’s just a fad, so no need to learn it.”

But don’t be fooled. Older workers should always be willing to learn new communication tools since they will need them when working with younger clients. Don’t be afraid to ask the younger workers in the office for help.

The opposite is true for younger workers. Abbreviations and short, incomplete thoughts are fine between friends, but that’s not a good way to communicate with clients. Learning how to write well is a trans-generational necessity, so be willing to learn from others on what makes a good writer.

4. Realize the strength in all generations. The best communicators are comfortable with all generations of communication tools, and they aren’t afraid to try out new ones. Since most clients will be multi-generational, valuing the strengths of each generation’s communication style guarantees the best value to one’s client – and a more cohesive workplace.