KWE RESORTS and SPA

Scenic location on the Kisumu Waterfront with stunning views of Homa Hills

[KWE RESORTS and SPA @KweResorts]

Call us when you get here ! @AmazingKisumu @KweResorts @magicalkenya @tembeakisumu @Tembea_Kenya @kenyapics @PragmaticUrbsm @Kenyalvta

[0️⃣BlackBetty ⚓️ @BabyD1111229]

I once asked a dear friend who has already crossed 70 and is gently stepping toward 80, “What changes do you feel in yourself these days?”

His answer stayed with me… and I think it will stay with you too.

He said,
After spending my life loving my parents, my siblings, my spouse, my children and my friends, I have finally learned to truly love myself.

I realized I am not Atlas. The world does not rest on my shoulders.

I stopped bargaining with the vegetable seller. A few extra coins won’t hurt me, but they might help him send his little girl to school.

I tip the waitress more than expected. The extra might make her smile after a long, tiring day.

I no longer stop the elderly mid-story to say, “You’ve told me this before.” Let them relive their memories. Those moments keep their hearts alive.

I’ve stopped correcting people even when I know they’re wrong. Peace is far more precious than proving a point.

I give compliments without holding back. They light up not just the other person’s day, but mine too.

I don’t stress about a spot on my shirt or a wrinkle in my clothes. Who I am speaks louder than what I wear.

I walk away from those who don’t value me. They may not see my worth, but I do.

I don’t play the dirty game of the rat race. I am not a rat, and life is not a race for me anymore.

I no longer hide my emotions. They are what make me human.

I choose relationships over ego. Ego builds walls. Relationships build homes.

I live each day like it could be my last, because one day, it will be.

And above all, I do what makes me happy. Because my happiness is my own responsibility. Happiness is always a choice.

So why wait until we are 70 or 80 to live like this? Why not start now? At any age. At any stage.

If you’re reading this today, maybe this is your sign to begin…. ❤️

✨Unknown

[KWE RESORTS and SPA @KweResorts]

@ItsJeffreyJeff @osoroKE Jeep parts ?

[KWE RESORTS and SPA @KweResorts]

@sholard_mancity The company’s code of conduct may have been violated as regards to the gift policy .

[𝗪𝗲𝗹𝗹𝗻𝗲𝘀𝘀 𝗖𝗵𝗲𝗺𝗶𝘀𝘁 @GodswillChemist]

Magnesium for you needs.

[Lore Cárdenas. @LoreCardenasX]

Robert Sapolsky es un neurocientífico de Stanford que demostró que el estrés crónico es el asesino silencioso que los médicos ignoran.

Reveló 10 hábitos que haces todos los días y que te quitan años de vida.

1) Repasar conversaciones en tu cabeza

[Sholla Ard 🇰🇪 @sholard_mancity]

I came across this video of a public hospital in China and it honestly made me wonder...

Why can't Kenya and other African countries build systems like this?

In Kenya, a public hospital visit often means:

- Queue to register.
- Queue to pay.
- Queue to activate your file.
- Queue to see the doctor.
- Queue for the lab.
- Queue for results.
- Queue to see the doctor again.
- Queue for treatment or the pharmacy.

You can spend 5-6 hours in a hospital even when you're already sick.

Efficiency isn't a luxury. It's part of healthcare.

Watch this video. It's genuinely worth your time.

[Sholla Ard 🇰🇪 @sholard_mancity]

To Everyone Who Has Supported Sholla & Seen Us Grow ❤️

Over the past week, we have been unable to operate normally, and the financial impact has been significant.

If you've found value in our public-interest work over the years and would like to help us rebuild, any support would be deeply appreciated.

Your support will help us continue independent investigations, laboratory testing, Access to Information cases, evidence-based public-interest reporting, and the acquisition of essential equipment needed for our work.

It will also help us recover from the past week by meeting essential operational expenses and supporting our wellbeing as we rebuild.

If you're unable to contribute, simply sharing this post is also a meaningful way to support our work.

Your prayers and words of encouragement also mean a great deal to me.

Thank you for believing in Sholla.
❤️🙏

[gordon otieno odundo @OdundoGordon]

Quite an achievement

[KWE RESORTS and SPA @KweResorts]

@Maryian96 Rapid weight loss from GLP-1 medications like Ozempic commonly causes sagging skin and an aged appearance (“Ozempic face”), which aligns with the woman’s look in the clip and explains public reactions.

[𝙋𝘼𝙐𝙇. 𝐎. 𝐍𝐄𝐊𝐎 @ouma_neko]

William Ruto is a very intelligent politician. He understands that when people begin talking about corruption, the economy, unemployment, collapsing businesses, failing hospitals, poor roads, and the rising cost of living, his government is on dangerous ground. That is why the conversation must be redirected.

Now we are seeing Treasury CS John Mbadi being deployed to Nyanza, revisiting the wounds of 2002 and 2007, reminding people who betrayed who, who was sworn in at night, who allegedly used who. But the question is: to what end?

Why are we being pushed to relive old ethnic grievances while businesses are collapsing today? Why are communities being encouraged to look backward in anger instead of forward in search of solutions?

Many Luos are asking a simple question: if UDA was heavily supported by Kikuyu voters in 2022, why should ordinary citizens be turned against each other now? Why should a fisherman in Homa Bay be angry with a farmer in Nyeri when both are struggling to survive under the same economic pressure?

The pattern is becoming difficult to ignore.

Mbadi in Nyanza.
Joho at the Coast.
Duale in North Eastern.

Different faces, same script.

The objective appears to be turning politics into a tribal contest instead of a national conversation about leadership and performance.

But ordinary Kenyans are not blind.

Corruption does not ask whether you are Luo, Kikuyu, Kamba, Luhya, Kisii, Kalenjin, Somali, or Mijikenda before it steals public money.

A broken healthcare system does not discriminate by tribe.

Bad roads do not develop potholes selectively.

Police extortion does not check your surname before demanding a bribe.

Unemployment does not care what language you speak at home.

As a young Kenyan, I refuse to be recruited into tribal wars every election cycle. I voted in 2022 to shape the future, and I will vote again based on issues that affect real people.

I want leaders who will speak for the small businesses being strangled by taxes and extortion.

I want leaders who will speak for matatu operators watching corruption turn our roads into graveyards.

I want leaders who will speak for families still searching for clean water sixty years after independence.

I want leaders who will fight for jobs, education, agriculture, healthcare, and dignity.

The political class wants tribes talking to tribes.

The people want leaders talking about solutions.

We know the game.

We know who is barking.

And we know exactly who is holding the leash.

[Finance Historian @BoardLotSultan]

The Nairobi Hospital CEO Purges:
1. The “Ambush” Factor: Gordon Odundo
The exit of former CEO Gordon Odundo remains a masterclass in how not to handle a leadership transition. Rather than a professional separation, the process was defined by an “ambush” strategy. Reports described a scene where the CEO was effectively boxed in by lawyers and private security, denied access to his own office, and stripped of his digital and physical credentials before any formal disciplinary hearing had concluded.

📷
The Error: The Board confused “taking control” with professional termination. In their haste to oust Odundo, they bypassed the fundamental requirement of a fair hearing, violating both the Employment Act and the basic dignity of the office. The judiciary did not look kindly on these tactics; the resulting Sh72.9 million liability was not merely for notice pay—it was a judicial rebuke of an institution that prioritized humiliation over due process.
Case Overview: Gordon Odundo v. The Nairobi Hospital

The Tenure: Gordon Odundo was headhunted from Gertrude’s Children’s Hospital and appointed CEO on May 14, 2016, for an initial four-year term commencing October 4, 2016.

The Catalyst: Tensions peaked in late 2018, allegedly driven by internal disputes regarding the management and procurement of multibillion-shilling projects (specifically an Sh8 billion infrastructure project).

December 14, 2018 (The “Ambush”): In a dramatic and highly publicized incident, the hospital’s board attempted to serve Odundo with a notice of 90-day compulsory leave. Odundo, anticipating the move, reportedly locked himself in his office to avoid service. Security teams and legal counsel camped outside his door, creating a tense, humiliating standoff that signaled the beginning of the end for his tenure.

December 15, 2018: The board officially confirmed he had been sent on compulsory leave to pave the way for a forensic audit by Ernst & Young (EY).

April 2019 (The Termination): After multiple extensions of his leave, Odundo was issued a “show cause” letter on March 27, 2019. Despite responding on April 5, 2019, and providing a defense, the board dismissed him via a letter dated April 16, 2019, citing gross misconduct.
Matters Argued in Court

Pre-determination: Odundo’s counsel argued that the board had “predetermined” his firing long before any disciplinary hearing. The audit was used as a retrospective justification for a decision already made.

Procedural Unfairness: Odundo argued he was denied access to his office and the data necessary to mount a defense against the show cause letter. He further argued the audit findings were never shared with him, rendering the disciplinary process a “sham.”

Poisoned Atmosphere: The court noted that the environment was “soured” from the day of the attempted office storming, making a fair hearing impossible.

Defense by the Hospital: The hospital maintained that the termination was necessary for “gross misconduct” and that they were simply exercising their right to investigate financial concerns.
The Judgment (2025)

Justice Njagi Marete ruled in November 2025 that the termination was wrongful, unjustified, and unlawful.

Findings: The court held that the hospital failed to meet the substantive and procedural fairness requirements of Sections 41, 43, and 45 of the Employment Act.

The Award (Sh72.9 Million):
Sh14 million: Three months’ salary in lieu of notice.
Sh56 million: 12 months’ compensation for unlawful dismissal.
Sh2.1 million: Refund for unlawful salary deductions.
Sh422,100: Payment for outstanding and untaken leave.

The Aftermath

The judgment became a landmark warning for corporate boards. It established that a forensic audit cannot be used as a “black box” to justify a firing—if the findings are not shared with the employee, they hold no weight in court. The ruling, coming alongside similar losses against Dr. Allan Pamba and James Nyamongo, solidified the hospital’s reputation as an institution that had traded sound corporate governance for “purge-style” leadership, at the cost of over Sh370 million in cumulative payouts.

Nairobi Hospital board sends CEO Gordon Odundo on 90-days compulsory leave

This video documents the immediate aftermath of the board’s decision to send the CEO on compulsory leave, highlighting the high-stakes atmosphere that the court later cited as evidence of “predetermination” and procedural malice.

[FlexFusion @FlexFusion_]

IN JAPAN, LAZINESS IS CONSIDERED A DISEASE AND PEOPLE TREAT IT WITH THESE
7 METHODS:

[Jakochia Esq @Esq_Dalmas_J]

This Ajawa is sweet jowadu. Donje uru! Lady Justice Belinda Akello nodding like obongobongo during Live Performance of Odongo Swagg.

Elsewhere, nimeona critics saying that this is incorrect. Let me draw their attention to Ibrahim SCJ in the SCORK decision in Gladys Boss Shollei v JSC 2014 where he rightly held that Judges too are persons who enjoy Constitutional Protection and that a person does not waive fundamental rights simply because they're appointed as JOs.

Abeg, let her Ladyship enjoy things of this earth. It is the living that eats life. The dead are eaten by life!

[Friends of Nairobi National Park @FoNNaPKenya]

This is Nairobi National Park.
The only national park in any capital city in the world. Home to lions, leopards, rhinos, and hundreds of species. A living ecosystem that belongs to every Kenyan.

And right now, construction is tearing through it.

77 acres approved for development. A car park for 1,300 vehicles. A fence that the EIA describes as both 700 metres and 10 kilometres. A project cost that changes from KES 57 million to KES 315 million depending on which page you read.

The park's own Management Plan prohibits development in this zone. NEMA approved it anyway.

Once this habitat is gone, it cannot be restored.

FoNNaP has filed a petition in the Senate and a case in the High Court. But we need the public to know what is happening.

Watch this. Share it. Ask questions.

Tag @kws_kenya @nema_kenya and demand transparency.

#SaveNNP #NationalParkNotCarPark #NairobiNationalPark #Kenya #OurPark #Conservation #NairobiWildlife #ProtectOurParks

[Jaynit @jaynitx]

In 1942, the Japanese rounded up all Chinese men in Singapore.

They were filtering out the healthy young ones to execute.

Lee Kuan Yew was 18. A guard pointed at him and said: "Go to that lorry."

He knew what that meant. The lorry went to the beaches. The beaches meant machine guns.

He asked: "Can I collect my other things?"

They said yes.

He walked away, found his family's gardener, and hid in his quarters for two days.

When they changed the screening inspectors, he tried again. This time, he got through.

The ones sent to that lorry were taken to the beaches and shot. Somewhere between 50,000 and 100,000 didn't survive.

60 years later, he sat down at Harvard to explain how he built Singapore from a tiny island into one of the wealthiest nations on Earth:

On what the war did to him:

"We lived in happy, placid colonial Singapore in the 1920s and 30s. The British Empire would have lasted another thousand years, so we thought."

Then the Japanese came. In less than one and a half months, the British collapsed.

"Three and a half years of hell. Butchery. Brutality. Many didn't survive. I was fortunate. I did."

"But it changed us."

"What right did they have to do this to us? Why did the British let us down so badly?"

When the war ended, Lee went to Cambridge to study law. But he was watching with different eyes.

"Can they govern me better than I can govern myself? Because they scooted when the Japanese came in. And why shouldn't I be running the place?"

On learning languages to lead:

Lee was the best speaker in English. But only 20% of Singapore spoke English.

The masses spoke Hokkien, Mandarin, and Malay.

"So every day at lunchtime, instead of having lunch, I would sit down with a Hokkien teacher and laboriously and painfully learn to convert my Mandarin into Hokkien."

"Had I not mastered that, the battle would be lost by default."

His first speech in Hokkien, the kids laughed at him.

"I said, please don't laugh. Help me. I'm trying to get you to understanding."

By 6 months, he could get his ideas across. By 2 years, he was fluent.

"Believe it or not, at the end of two years I could speak better than most of them."

"That came respect."

It showed two things: how determined he was, and how sincere. Here was a man doing all these other things and still learning their language just to talk to them.

On fighting the Communists:

The Communists had been organizing since 1923. The year Lee was born.

"Here we were in the 1950s trying to beat them. And they are professionals at organization."

They had elimination squads. Guerrillas in the jungle. Killer squads in the towns.

Lee stood up and said no.

"They denied that they were Communists. 'We're just left-wing socialists.' So I did a series of 12 broadcasts to set the scene. And I made it in three languages."

English. Malay. Mandarin. 20 minutes each.

"When I finished each broadcast, the director of the station couldn't see me. Went into the room and found me lying on the floor trying to recover my breath."

"But it was a fight for survival. Life or death."

On where trust comes from:

"It's difficult to establish trust in times of calm. You just say, 'Well, it's an argument, therefore I'm a better guy than you.'"

"But when the chips are down and you can get eliminated in a very unpleasant way and you show that you're prepared for it and you'll fight for them, it makes a difference."

"Without that trust, we could not have built Singapore."

On IQ vs EQ:

Harvard asked him: would you prefer high IQ or high EQ in a leader?

"IQ, you can get beautiful paper done. Complex formulas worked out. Elegant solutions."

"But when you've got to get a team to work and put that formula into practice, you're dealing with human beings."

"If you're not good at EQ, you can't sense that A doesn't get on with B, and you put them in the same team. It's no good."

He rated his own EQ as 7 or 8 out of 10. His IQ as "maybe 120."

But he had colleagues who could sense a person instantly.

"He shook hands with the man and said, 'I recoiled when I felt his palm. Evil man.' And he was. How does he know? I don't know."

"So I learned whenever I had to do interviews to choose people, I would get people who are very good at seeing through a candidate."

On corruption:

Singapore in the 1950s was full of deals, bribes, and organized crime.

"When we took over, we decided that this was the critical factor. If we did not make it so that every dollar put in at the top reaches the ground as one dollar, we're not going to succeed."

"We came in and made a symbolic act. We dressed in white shirts, white trousers, and said we will be what we represent."

He put the anti-corruption bureau under his personal portfolio.

"I gave the director the authority to investigate everybody and everything. All ministers. Including myself."

One of his own colleagues took half a million in bribes. When the investigation started, he asked to see Lee.

"I said, if I see you then I'll be a witness in court. So best not see me. Better see your lawyer."

The man committed suicide. Left a note saying: "As an oriental gentleman who believes in honor, I have to pay the supreme price."

"It's a heavy price. But it reminds every minister that there are no exceptions."

On consistency:

Lee had three journalists analyze 40 years of his speeches.

He asked them: what was the dominant theme?

All three said the same thing: consistency.

"What I said at the beginning, throughout all that period, the theme stayed loud and clear."

"That made it simple. Because you know where you stand with me. And you know what I want to do."

On delivering results:

"We deliver the homes, the schools, the jobs, the hospitals."

"Today, 98% of our people own their own homes. The smallest would be about $100,000 US. The biggest about $300,000."

"Once you own that amount of assets, you are not in favor of risking it with a crazy government. Your assets will go down in value."

"But that was planned."

Why? Because Singapore is small. Everyone does national service. If you're going to fight, you better be fighting for something you own.

"So we give everybody a stake."

On changing culture slowly:

Lee wanted Singapore to speak English. But he couldn't force it.

"Had I passed a law and said you will all learn English, we would have had mayhem. Riots."

Instead, he let parents watch who got the best jobs. The jobs were already there, from the multinationals and banks. They all used English.

"They watched and saw who got the best jobs. And they switched."

It took 16 years.

"I did not want to have said 16 years. Because in those 16 years I lost 20,000 Chinese graduates who had poor jobs. I wanted to make it shorter. I couldn't. I would have run into flack."

On whether leadership can be taught:

Lee quoted Isaac Singer, the Nobel Prize winner for Yiddish literature.

Someone asked Singer: "Can you make a writer write great literature?"

He paused. Then said: "If he has the writer in him, I will make him a good writer in a shorter time."

Lee's version:

"Can you make a leader of anybody? I don't think so."

"He must have some of the ingredients. He must have that high energy level. He must have the ability to project himself, his ideas. He must have the desire, almost instinctively, to say 'let's do something better.' Of wanting to do something for his fellow men and not just for himself and his family."

"You can't teach those things. He's either got it or he hasn't got it."

"But if he's got that, then you can save him a lot of trouble."

On sustaining yourself:

Harvard asked how he managed despair over decades of leadership.

"If your message is one of despair, then you should not be a leader. You must give people hope."

"But there are moments when you feel very down. Either because you're physically down, or emotionally down, or because the world has turned adverse against you."

"When you are in that condition, the first thing you do is get a good night's sleep. Then get a swim or chase a ball. Get the cobwebs out of your mind."

"If you're not fit, you're going to make mistakes. Physically fit. You must stay physically and mentally fit."

In his later years, he learned to meditate.

"At the end of 20 minutes to half an hour, my pulse rate can go down from 100 to about 60. You can feel yourself subside. You still your mind. You empty your mind."

"Then when you are rested, you resume quietly. You still got the same problems. Maybe you sleep on it. Come back. Look at it for a few days. Then decide."

This 2 hour Harvard interview will teach you more about leadership than every business book you've read combined.

Bookmark & give it 2 hours this weekend, no matter what.

[Ronit Pereira @CAronitpereira]

Warren Buffett’s career advice:

“I was up at Harvard a while back, and a very nice young guy, he picked me up at the airport, a Harvard Business School attendee.”

And he said, “Look. I went to undergrad here, and then I worked for X and Y and Z, and now I’ve come here.” And he said, “I thought it would really round out my résumé perfectly if I went to work now for a big management consulting firm.” 

And I said, “Well, is that what you want to do?” And he said, “No,” but he said, “That’s the perfect résumé.” 

And I said, “Well when are you going to start doing what you like?” And he said, “Well I’ll get to that someday.” 

And I said, “Well you know, your plan sounds to me a lot like saving up sex for your old age. It just doesn’t make a lot of sense.”😂

[Peak Thinkers @PeakThinkers_]

This 1 hour lecture from a Carnegie Mellon professor who had 3 months to live will teach you more about living than every self-help book you’ve ever read combined.

Bookmark this & give it 1 hour today. It’s the most productive start you can give your week.

[andrew engler @aerockrose]

In 2013, Nassim Taleb gave a 53-min Stanford masterclass on why chaos makes some businesses stronger.

His ideas:
- The coffee cup that survives 4 million hits
- Why helicopter engineers ride their own machines
- The country where nobody knows the president

12 lessons on risk:

[Rodgers Kipembe Mpuru @RodgersKipembe]

This is what happens when all recreational facilities are stolen.

[Unfiltered @quotesdaily100]

THINGS PILOTS KNOW THAT PASSENGERS DON'T

1. Turbulence has never brought down a modern commercial aircraft.
2. The safest seats on a plane are toward the rear.
3. Cabin air is cleaner than the air in most office buildings.
4. Pilots are legally required to eat different meals in case of food poisoning.
5. Most flights carry more fuel than officially needed fear of fuel shortage is never real.
6. Autopilot flies more than 90% of every flight, but pilots are always monitoring.
7. Lightning strikes planes regularly,it's designed for it.
8. The brace position actually works. It's not a myth.
9. Phones in airplane mode don't affect navigation,it's a network congestion rule, not a safety one.
10. Dawn and dusk are statistically the safest times to fly.
11. The crew dims cabin lights before landing at night so your eyes adjust immediately in case of evacuation not for atmosphere.