text:
Love Her
Military Men of Lexington #3
Release Date: 7/23/2020
Genre: Contemporary; Small town; Single mom; Ex-military;
Slow burn; Redemption of the bad girl
The day I left that small town behind, I swore I'd never be back. I was better than Lexington and its small-minded residents. No one bothered to look beyond the mask I wore to protect my heart.
Then or now.
Sometimes life doesn't turn out the way we plan. Having kids was the best thing that I ever did. Returning to the one place I'm least welcome might be the most humiliating. The one thing about this town is a reputation follows you. So despite life humbling me, this town won't forgive easily, and my past bad deeds still haunt me.
Running from one war to another in the military, I spent years trying to find what was meant for me, to figure out where I belonged. It wasn't in the city where I grew up or overseas. My soul needed settling and Lexington seemed like a good place to be alone.
Then I met her.
She owned my attention from the moment I saw her, my heart right after. Through the grapevine, I learned Felicity had a past worth gossiping about. So do I. Maybe that's why I'm drawn to her.
I moved here for a fresh start, a second chance to live a peaceful life, but she has me reevaluating that plan. Maybe it's not peace I need but love that I've been missing all along.
Goodreads: http://bit.ly/LH_GR
Amazon Purchase Links
Amazon US Amazon UK Amazon CA Amazon AU
Release Giveaway
**Signed set of the Military Men of Lexington Trilogy, $10 Amazon GC, $10 Starbucks GC (US Only)**
About the Author
Andrea Johnston spent her childhood with her nose in a book and a pen to paper.
An avid people watcher, her mind is full of stories that yearn to be told.
A fan of angsty romance with a happy ending, super sexy erotica and a good mystery, Andrea can always be found with her Kindle nearby fully charged.
Andrea lives in Idaho with her family and two dogs. When she isn't spending time with her partner in crime aka her husband, she can be found binge watching all things Bravo and enjoying a cocktail. Nothing makes her happier than the laughter of her children, a good book, her feet in the water, and cocktail in hand all at the same time.
Follow Andrea
Facebook | Website | Sassy Romantics | Nerd Herd | Instagram | Twitter | Amazon

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text:
Proper Appeals
There are several infractions that the umpire does not rule on automatically. These are appeal plays, and the umpire can rule on these infractions only if the opposing team initiates a proper appeal.
The most familiar of these are when a base runner fails to tag up on a caught fly ball, or a runner fails to touch a base while advancing or retreating. To get an out for these infractions, the defense must make a proper appeal at the time of the offense – that is, before a following pitch or play.
Eleven rules govern appeals, and some are rather nuanced, so we'll go through them step-by-step. First, we'll define an appeal, then we'll describe how to make a proper appeal (and how not to screw it up), and then we'll take a close look at each of the appealable infractions. Here's what we're going to cover:
Actually, there are two kinds of appeals:
- The first and most familiar, and the type requiring a proper appeal, is an infraction committed by a runner's action. We're talking about a runner not tagging up, or a runner failing to touch a base (and a few others, as we'll see).
- The second type of appeal concerns non-runner actions. For example, an improper batter is at the plate (batting out of order), or a batter has made a checked swing and the defense wants to appeal that in fact he did swing.
1. Appealable actions and situations
Following are lists of appealable actions and situations. First are those resulting from base-runner actions (requiring a proper appeal); the second list is for other appealable situations.
1.1 Appeals on runner actions
- After overrunning or oversliding first base, the batter-runner fails to return immediately to the base. If the runner fails to return immediately, and if a fielder with the ball touches the runner or the bag and clearly indicates his intention to appeal, call the runner out. Note that the appeal does not need to be verbal [5.09(b)(11)].
Important: If the appeal at first base results in the third out, any runs scored on the play will count, despite the third out being recorded at first base [5.09(b)(11) (Comment)].
- A base runner fails to retouch (tag up) before advancing on a fly ball legally caught [5.09(b)(5), 5.09(c)(1)]. The runner may legally advance when the ball is first touched by a fielder.
- A runner fails to touch each base in order while advancing or retreating. Note that a runner cannot return to touch a missed base once a following runner has scored. This is also true (that a runner cannot return to touch a missed base) once the ball is dead and he has acquired a succeeding base [5.09(c)(2), 5.08 Comment].
Important: If a runner who is declared out on appeal for failing to touch a base is the third out, following runners may not score.
Important: When running in revers order (for example, when trying to touch a missed base after advancing beyond the next base), the runner must retouch the intervening base.
- At home plate an advancing runner (running or sliding) fails to touch home base and makes no attempt to return to touch the base. The fielder can appeal by touching either the runner or home plate [5.09(b)(12), 5.09(c)(4)]. That "and" is important because the fielder (normally the catcher, but sometimes the pitcher) can only get the out on appeal by touching home plate IF the runner is on his way to the bench or dugout and the fielder would have to chase him to tag him. This does not apply to a play in which the runner misses the plate and makes an immediate effort to touch the plate. In this case the fielder must tag the runner (unless there is a force at home, of course).
1.2 Other appeal situations
- Checked-swing ("half swing") appeal [8.02(c) Comment]. Unlike runner-action appeals, which can only be made by any defensive player currently in the game, the checked-swing appeal can be made only by the catcher or team manager. No other member of the defense may make this appeal. Furthermore, the appeal must be made to the home plate umpire; the plate umpire, then, is obligated to appeal to the appropriate base umpire, who then rules. The plate umpire is obligated to uphold the decision of the base umpire to whom he appealed.
Important: The defense can only appeal on the checked-swing when the plate umpire calls a ball (indicating no swing and that the ball was not in the strike zone). There is no appeal allowed when a checked-swing is called a strike. Furthermore, the appeal must be made before the next pitch, play, or attempted play.
Caution: Base runners and umpires must be alert to the possibility that a called ball four on a checked swing, if appealed, could be ruled a strike. Any runners who are off the base on the presumption that ball four protected them to the next base are now in jeopardy to be put out.
Furthermore: On a pitched ball that is not caught and which, on appeal, becomes strike three (unless first base is occupied with fewer than two outs – see 5.05(a)(2), the batter is entited to attempt to advance to first base.
- Batting out of order [6.03 (b)]. Batting out of order is easy to recognize but sometimes really tricky to fix. That's why I've devoted an entire article to it (Batting out of Order). For now, let's note only that any member of the defensive team can appeal batting out of order from the moment the improper batter steps into the batter's box until the time a pitch is delivered to the batter following the improper batter. Note, too, that the team at bat can replace an improper batter with the proper batter without penalty until such time as the improper batter ends his turn at bat.
Important: Batting out of order is an appeal play for the defense. The umpire should never attempt to call attention to or remedy batting out of order without an appeal from the defensive team. No other person (a scorekeeper, for example) should alert the umpire to an improper batter.
- Umpire's improper application of a rule [8.02]. If there is concern that an umpire has incorrectly applied a rule, the affected team's manager (and only the manager) may ask for time and approach the umpire to appeal the decision. This does not apply to judgement calls.
There are many examples of rules that inexperienced umpires misapply. Improper awarding of bases (see Awarding Bases), confusing interference with obstruction, the nuances of player hit by a live batted ball, and many others.
When a team manager appeals to an umpire on matters of rules application, get the umpire crew together [8.02(c)]. Make sure you're out of earshot of players and the manager. Discuss the rule, the manager's objection, and if you decide that the manager is correct and that you improperly applied a rule, then correct it then and there. If, on the other hand, you think the manager is wrong, then deny the appeal. If you deny the appeal, the manager has the option of playing the remainder of the game under protest.
2. What is a Proper appeal?
Appeals on runner actions can only be recognized and ruled on by an umpire if there is a "proper appeal." What, then, makes an appeal "proper"?
- First of all, the ball must be live. If for any reason the ball is dead, you must put the ball back in play.
Note: After putting the ball back in play with runners on base, ensure that the pitcher properly disengages the pitching rubber (pivot foot moved to behind the rubber), or else you have a balk. A balk is technically a "play" and therefore nullifies the opportunity to appeal.
That said, it is not necessary for the pitcher to disengage the rubber before throwing to a base for the purpose of making an appeal. This is a common rules myth.
Note 2: High school (FED) rules differ somewhat by allowing a "dead-ball appeal." See FED Rule 8-2-6-c.
- The appeal must be explicit. A defensive player with the ball must then either tag the player whose action is being appealed, or touch the base at which the appealable action took place, and then must indicate to the umpire either verbally or with an unmistakable action the intention to appeal. "An appeal should be clearly intended as an appeal, either by a verbal request by the player or an act that unmistakably indicates an appeal to the umpire." [5.09(c) Comment].
- The appeal must be specific. In cases where more than one runner, for example, passed a base at which one of the runners failed to touch the base, the defense must be clear about which runner's actions they are appealing.
- There are no "accidental" appeals. For example, if on a clean hit you see a runner miss a base, and when getting the ball back to the pitcher the cuttoff man, with the ball, inadvertently touches the base that the runner missed, do nothing. Again, appeals do not need to be verbal, but the intent to appeal must be unmistakable.
- When overrunning first base, if the batter-runner misses the base, he is nevertheless presumed to have touched the base and is technically safe unless the defense appeals before the runner returns to touch the base. In this situation, do not call the runner out when a throw arrives at first base unless an unmistakable appeal is made before the runner returns to the base.
- The appeal must be immediate. An appeal must take place before the next pitch, an intervening play or attempted play, or before the defense leaves the field. Note that an attempt to make an appeal is not a play in itself, so making one appeal does not prevent the defense from making a second appeal if more than one appealable infraction occurred. The "defense leaving the field" is defined as when all members of the defense have crossed the foul line on their way to dugout or bench.
- The defense cannot appeal an infraction of a given runner more than once at the same base. This does not mean the same runner cannot be the subject of successive appeals at different bases. If the runner misses touching two bases, and if the appeal at the first of these bases is not successful, you can appeal the same runner at the second missed base. Furthermore, you can appeal successive runners at the same base, if, in fact, two runners missed the same base. The purpose of the rule is to prevent appeals of the same infraction to successive umpires, prolonging the process and delaying the game.
- If the defense errs while attempting to appeal by throwing the ball into dead ball territory, that error is considered a play and therefore nullifies the opportunity to make any appeal. Play on.
Note: NCAA rules differ somewhat. The defense does not need to throw the ball into dead ball territory; rather, if they throw the ball away (not necessarily into DBT) and any runner advances, they lose the opportunity to appeal. (See NCAA Rule 6-b-3.)
- Committing a balk is considered a play. If the pitcher balks while attempting to throw to a base (or before throwing to a base) for the purpose of making an apppeal, this nullifies the opportunity to appeal. Note, however, that a pitcher is not required to disengage the rubber before throwing to a base to make an appeal.
- A base runner may not return to a missed base once the pitcher is on the mound and holding the ball in a pitching position. The point, here, is to prevent a runner from retreating to a missed base after the pitcher has disengaged the rubber to make an appeal. (But you're probably never going to see this one, except maybe with 9-year-olds.)
3. The fourth-out appeal
There are situations where an appeal may require the umpire to acknowledge a fourth out. In such a case, the fourth out supercedes the third out. This will make sense in a moment.
Consider this scenario: You have runners on first and third (R1, R3) with one out. The batter hits a deep fly ball that is caught (two outs, now). Both runners, R1 and R3 tag up and attempt to advance. The center fielder makes an awesome throw to second base and they catch R1 for the third out; however, R3 crossed home plate before the out was made at second, so the run counts (because it's a time play).
But hold on, says the defense. They maintain that R3 failed to tag up (left early), so they make a proper appeal at third and the umpire upholds the appeal, ruling R3 out (the fourth out). This out superceeds the third out made at second, and because this out is on the runner who scored, the run no longer counts. This could be decisive in a close game.
Remember, however, that in the above scenario the appeal must take place before the defense leaves the field.


text:
SATURDAY, April 2, 2011 (HealthDay News) -- In a small preliminary study, the ancient art of yoga appeared to halve the number of episodes of a potentially dangerous irregular heartbeat known as atrial fibrillation.
Three sessions of yoga a week also improved quality of life, lowering levels of the anxiety and depression which often plagues patients with this condition, according to research to be presented Saturday at the annual meeting of the American College of Cardiology in New Orleans.
"These are exciting results," said Dr. Raul Mitrani, director of the cardiac rhythm device clinic at the University of Miami Miller School of Medicine. Although it didn't cure atrial fibrillation, he added, it did seem to cut the number of "a-fib" episodes.
Prior research had shown other heart benefits of yoga, such as lower blood pressure and cholesterol and more elastic arteries, but this is the first study looking specifically at atrial fibrillation, said the authors, from Mid-America Cardiology at the University of Kansas Hospital.
Atrial fibrillation, which affects millions of older Americans, is an irregular heartbeat that greatly raises odds for clotting and stroke. Treatments tend to be either invasive surgery (to try to eliminate the abnormality at its origin) or medications that carry side effects. Some lifestyle tactics are also helpful, Mitrani said, such as moderating alcohol and caffeine to reduce triggers.
In the new trial, 49 patients between the ages of 25 and 70 who had atrial fibrillation participated in a supervised yoga program, conducted 45 minutes a week, three times a week for three months. Sessions involved breathing exercises, various positions (asanas), meditation and relaxation. The participants were also given an educational DVD and encouraged to practice daily at home.
During the three months of yoga practice, participants experienced an average of 2.1 episodes of atrial fibrillation as compared to an average of 3.8 episodes occurring the three months prior to the start of classes, when they were exercising but not yet doing yoga.
"Advanced yogis for a long time have disproven the idea that heart rate that automatically determined by physiological need," noted Dr. Scott Shurmur, director of preventive cardiology at the University of Nebraska Medical Center in Omaha. "We know that meditation, yoga etc, really do provide some conscious altering of the sympathetic and parasympathetic nervous systems. This is the first time I've seen results on atrial fibrillation and its tangible evidence."
"Absolutely, yoga can play a role in the management of atrial fibrillation," says Dr. Louis Teichholz, medical director of the cardiac service and chief of complementary medicine at Hackensack University Medical Center in New Jersey, who points to the breathing component of yoga -- especially Prana yoga -- as the key ingredient.
"If they had studied heart rate variability, they would have shown this decreases sympathetic nervous system activity," he said. "That comes with fear and fright. A sudden burst of adrenaline in a susceptible individual will trigger arrhythmia."
A second study being presented at the meeting backed up the value of exercise in general for heart health.
Texas researchers report that a lifetime of regular exercise keeps the human heart flexible and strong, well over retirement age.
In fact, long-term exercise actually preserves heart muscle mass, keeping it at the same level as a sedentary person aged 25 to 34, the team estimated.
In the study, people over the age of 65 who reported having exercised consistently over their lifetime actually managed to preserve left ventricular mass. The left ventricle of the heart is involved in pumping and normally gets smaller as you age.
The folks in this study had exercised six or seven times a week as adults but the researchers, from the University of Texas-Southwestern Medical Center in Dallas, believe that getting people in the midrange of their life -- 45 to 60 -- could help prevent heart failure and other cardiac problems which tend to appear as you get older.
Experts stress that data presented at medical meetings has not undergone the rigorous peer review that is conducted when research is published in medical journals and should be considered preliminary.
More information
Find out more about atrial fibrillation at the American Heart Association.


text:
Supper's Ready
Walking across the sitting-room, I turn the television off
Sitting beside you, I look into your eyes
As the sound of motorcars fades in the night time
I swear I saw your face change, it didn't seem quite right
And it's hello babe, with your guardian eyes so blue
Hey my baby, don't you know our love is true
Coming closer with our eyes, a distance falls around our bodies
Out in the garden, the moon seems very bright
Six saintly shrouded men move across the lawn slowly
The seventh walks in front with a cross held high in hand
And it's hey babe your supper's waiting for you
Hey my baby, don't you know our love is true?
I've been so far from here
Far from your warm arms
It's good to feel you again
It's been a long long time
Hasn't it?
I know a farmer who looks after the farm
With water clear, he cares for all his harvest
I know a fireman who looks after the fire
You, can't you see he's fooled you all
Yes, he's here again
Can't you see he's fooled you all?
Share his peace, sign the lease
He's a supersonic scientist
He's the guaranteed eternal sanctuary man
Look, look into my mouth he cries
And all the children lost down many paths
I bet my life you'll walk inside
Hand in hand
Gland in gland
With a spoonful of miracle
He's the guaranteed eternal sanctuary
We will rock you, rock you little snake
We will keep you snug and warm
Wearing feelings on our faces while our faces took a rest
We walked across the fields to see the children of the West
But we saw a host of dark skinned warriors standing still below the ground
Waiting for battle
The fight's begun, they've been released
Killing foe for peace, bang, bang, bang
Bang, bang, bang
And they've given me a wonderful potion
'Cause I cannot contain my emotion
And even though I'm feeling good
Something tells me I'd better activate my prayer capsule
Today's a day to celebrate, the foe have met their fate
The order for rejoicing and dancing has come from our warlord
Wandering in the chaos the battle has left
We climb up the mountain of human flesh
To a plateau of green grass, and green trees full of life
A young figure sits still by a pool
He's been stamped "Human Bacon" by some butchery tool
He is you
Social Security took care of this lad
We watch in reverence, as Narcissus is turned to a flower
A flower?
If you go down to Willow Farm
To look for butterflies, flutterbyes, gutterflies
Open your eyes, it's full of surprise
Everyone lies like the fox on the rocks
And the musical box
Oh, there's Mum and Dad, and good and bad
And everyone's happy to be here
There's Winston Churchill dressed in drag
He used to be a British flag, plastic bag, what a drag
The frog was a prince
The prince was a brick, the brick was an egg, the egg was a bird
(Fly away you sweet little thing, they're hard on your tail)
Hadn't you heard? (they're going to change you into a human being!)
Yes, we're happy as fish and gorgeous as geese
And wonderfully clean in the morning
We've got everything, we're growing everything
We've got some in, we've got some out
We've got some wild things floating about
Everyone, we're changing everyone
You name them all, we've had them here
And the real stars are still to appear
(All change!)
Feel your body melt
Mum to mud to mad to dad
Dad diddley office, Dad diddley office
You're all full of ball
Dad to dam to dumb to mum
Mum diddley washing, Mum diddley washing
You're all full of ball
Let me hear your lies, we're living this up to the eyes
Ooh, aah, na-na-na
Momma I want you now
And as you listen to my voice
To look for hidden doors, tidy floors, more applause
You've been here all the time
Like it or not, like what you got
You're under the soil (the soil, the soil)
Yes, deep in the soil (the soil, the soil, the soil!)
So we'll end with a whistle and end with a bang
And all of us fit in our places
With the guards of Magog, swarming around
The Pied Piper takes his children underground
Dragons coming out of the sea
Shimmering silver head of wisdom looking at me
He brings down the fire from the skies
You can tell he's doing well by the look in human eyes
Better not compromise, it won't be easy
666 is no longer alone
He's getting out the marrow in your backbone
And the seven trumpets blowing sweet rock and roll
Gonna blow right down inside your soul
Pythagoras with the looking glass reflects the full moon
In blood, he's writing the lyrics of a brand-new tune
And it's hey babe, with your guardian eyes so blue
Hey my baby, don't you know our love is true?
I've been so far from here, far from your loving arms
Now I'm back again
And babe, it's gonna work out fine
Can't you feel our souls ignite?
Shedding ever-changing colours
In the darkness of the fading night
Like the river joins the ocean
As the germ in a seed grows
We have finally been freed to get back home
There's an angel standing in the sun
And he's crying with a loud voice
"This is the supper of the mighty one"
Lord of Lords, King of Kings
Has returned to lead his children home
To take them to the new Jerusalem


text:
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text:
Print specifications
- dimensions in centimeters
- Limeted editon of 30 in total
- printed on museum quality Canson Platine fine art paper
- custom sizes available upon request
Every print on this website was captured on film. Hence grain and imperfections will be apparent, especially in larger prints. This is the true nature and essence of film photography.
Each 40 x 60cm - 60 x 90cm print comes with an additional even 7cm white border surrounding the entire print.
Each 70 x 105cm - 110 x 165cm print comes with an additional even 10cm white border surrounding the entire print.
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text:
A service of the U.S. National Library of Medicine
National Institutes of Health
National Institutes of Health
Deadly Brain Illness Discovered in British Family
Condition destroys tissue much like mad cow disease, but is inherited and not infectious
Wednesday, November 13, 2013
The newly discovered condition doesn't appear to be contagious, unlike mad cow disease. As a result, it seems to pose no threat to people who aren't part of the family.
But researchers believe members of the family face a 50 percent likelihood that they'll develop the disease in mid-life and die. There is no treatment.
"It has been passed on from generation to generation," said study author Dr. Simon Mead, a neurologist and lead clinician at London's National Prion Clinic. "But we are developing treatments, and hope to start clinical trials soon."
Researchers believe the condition isn't caused by any of the usual suspects that make people sick -- bacteria, viruses, parasites and fungus. Instead, the culprits are "prions" -- renegade proteins that cause death by poking holes, Swiss cheese-style, in the brain.
Mad cow disease, spread by the consumption of infected tissue, is the most famous form of prion disease, but there are several others. One, fatal familial insomnia, is inherited and causes increasing sleeplessness that leads to death. Another, sporadic Creutzfeldt-Jakob disease, occurs in people for no apparent reason. Yet another type, called kuru, has been found in cannibals who eat infected human brains.
In the new study, researchers say they've confirmed that a disease caused by prions has infected multiple members of the British family who are descended from a single couple who had three children; it's not clear if the disease was present in even earlier generations. They reached their conclusions after studying six of 11 family members who seem to have been affected.
It appears that physicians misdiagnosed those family members with the disease after they began suffering from chronic diarrhea in their 30s and a series of other symptoms, such as nerve pain. The apparent sufferers developed thinking problems and seizures in their 40s and died, on average, at the age of 57, although one lived to be 70.
The researchers believe that nine people in five generations had the illness and died; another two, from the most recent generation, have the disease and are still alive.
Mead said the disease is unusual because the prions seem to have damaged the intestines, not just the brain, leading to the diarrhea. It's possible that the prions damaged nerves in the bowels, he said. "Most prion diseases cause damage in the nervous system," he said. "Prions are toxic to brain cells."
Mead said researchers are trying to develop a treatment that will rally the body's immune system against the renegade proteins.
Robert Rohwer, an associate professor of neurology at the University of Maryland at Baltimore School of Medicine who is familiar with prion diseases, said the study is "an excellent piece of work."
Unfortunately, he said, there's no way for members of the family to prevent the spread of the disease other than by simply not having children.
In the bigger picture, he said, scientists are studying the possible connections between prion disease and conditions like Alzheimer's disease, which slowly destroys the brain in a similar fashion. That leads to the prospect that better understanding of one type of disease could lead to more insight into the other.
The study appeared in the Nov. 14 issue of The New England Journal of Medicine.
Copyright (c) 2013 HealthDay. All rights reserved.


text:
Committees: Committee on Committees, 1977
Scope and Contents
The records of the Dean of the College of Arts and Sciences date from 1927 through 2001 and fill 56 records center cartons. The bulk of the records dates from the late 1960s through the mid-1990s. They are divided into four subseries: files of assistant and associate deans and administrators, Program Review files, subject files, and departmental and academic programs files.
The files of the assistant and associate deans and administrators, approximately four linear feet in volume, relate largely to routine administrative matters including freshman advising, New Student Week activities, parental concerns, policies and procedures.
Program Review files date between 1985 and 1990 and relate to the procedure of formal departmental or academic program evaluation initiated at Northwestern University in the mid-1980s. Required of all major departments and administrative units of the University, Program Review entailed both internal and external critiques of departments and resulted in reports of comparative strengths and weaknesses. These files include College copies of departmental and program reports as well as correspondence relating to the administration of Program Review procedures.
Subject files date between 1927 and 2001 and fill nearly twenty-nine cartons. These files contain topically arranged administrative correspondence and reports pertaining to the operation of the College and feature large volumes of material relating to the following: Northwestern administrators and schools, academic programs, admissions, alumni, departmental annual reports, appointments and contracts, budgetary matters, departmental chairs, committees, computing resources, curriculum, endowed chairs, faculty, freshman advising, freshman seminars, gifts, grades, laboratories, lectures, new student orientation, payroll, personnel, policy, faculty recruiting, research, salaries, senior year events, summer session course offerings, teaching assistants, and teaching loads.
Departmental and academic programs files date from 1959 through 2000 and contain administrative correspondence, reports and related documents generally pertaining to faculty appointments and staffing, curricular offerings, enrollments, physical space requirements, teaching assistants, budgetary matters, policy and procedure.
- 1977
- From the Collection: Northwestern University (Evanston, Ill.). College of Arts and Sciences (Organization)
Conditions Governing Access
The series may be used only with the permission of the Dean of the Weinberg College of Arts and Sciences.
Conditions Governing Access
This collection is stored off-site and requires two business days advance notice for retrieval. Please contact the McCormick Library at email@example.com or 847-491-3635 for more information or to schedule an appointment to view the collection.
From the Collection: 56.00 Boxes
Language of Materials
From the Collection: English
Library Details
Part of the Northwestern University Archives Repository
Deering Library, Level 3
1970 Campus Dr.
Evanston IL 60208-2300 US


text:
Big Minute - Boombastic
Each and every one of your plants is unique and special. We wanted to replicate that one-of-kind feeling in a line of planters so we played around with a triple dip glazing process that ensures no two pots are alike. We made sure that the color range of Yellow, Greens, Blues and Red looks cohesive so they match together, but still are very individual from each other.
While they are made of ceramic, we purposely left portions of some of the pots raw to add texture and to give them that natural vibe. The cement like appearance also pushes the look a little bit into the contemporary realm. We like to think of the Minute pots as a planter shape shifters. Whether you have a boho chic or a modern all white aesthetic going on, the colors and textures of the glazes make sense to your environment. Your houseplants and succulents will feel at home inside the pot, and your planter will feel at home inside your space.
Product Details
- Material: Ceramic
- Dimensions: 5" diameter, 5" tall
- Finish: Fully Glazed
- Cleaning: warm soapy water
- Indoor pot and saucer
- Detachable saucer and 1/2" drainage hole
- Perfect for mini succulents, cactus, fresh herbs
- 5" houseplant size, also available in a 3" Starter Plant size
- Vibrant colors and unique glazes
- Sit lovely in a window sill, home office, excellent gift idea
- Pairs well with Monstera, Jade Plants, Schefflera


text: > > On Feb 3, 2014, at 9:05 AM, Barbara Beeton <[log in to unmask]> wrote: > > On Sun, 2 Feb 2014, William F Hammond wrote: > > [...] > > In the new track with its pertinent user-level diagnostics one could have > the LaTeX program print a diagnostic and then exit, forcing the user to > correct the problem, one problem at a time. > > sadly, this would discourage me, and > probably anyone else involved in a > production setting, from using the > new track if it is set up unalterably > this way. I agree. This would to me feel like having a misspelled word prevent you from printing out the document past the point of misspelling. Compiling code is one thing, 'compiling' a document could be a little more forgiving I think. Morten


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The Thought Leader Interview: Bill George
There's no single path to authentic leadership, says the former Medtronic chief executive. We must all discover our own.
(originally published by Booz & Company)
Back in 2003 — in the wake of the Enron, WorldCom, Arthur Andersen, and Tyco scandals, when the corporate world was swept up in protracted anxiety about its ethics and potential punishment for transgressions — Bill George put forth a message of optimism. In his bestseller Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value (Jossey-Bass, 2003), the former CEO and chairman of Medtronic Inc., the Minneapolis medical technology giant, laid out five essential characteristics of effective leaders: They pursue purpose with passion; they practice solid values; they lead with their hearts; they establish enduring relationships; and, finally, they demonstrate self-discipline. Possessed of those traits, he argued, individuals can foster healthy organizations for the long haul.
In his latest bestseller, True North: Discover Your Authentic Leadership (Jossey-Bass, 2007), George, who is currently professor of management practice at Harvard Business School, expands upon this theme by drawing out examples of effective senior executives in contemporary corporations. "An enormous vacuum in leadership exists today," he writes in the introduction. "Yet there is no shortage of people with the capacity for leadership. The problem is that we have a wrongheaded notion of what constitutes a leader."
This view emerged from interviews that George, with coauthor Peter Sims and colleague Diana Mayer, conducted with 125 executives of corporations, nonprofit institutes, and foundations. The interviewees form a diverse and exceptionally accomplished group that includes Andrea Jung, chairman and CEO of Avon Products; Richard Kovacevich, chairman of Wells Fargo & Company; Kevin Sharer, CEO and chairman of Amgen, the biotech leader; Donna Dubinsky, cofounder of Palm Inc.; Jeffrey Immelt, chairman and CEO of General Electric; and television talk show host and producer Oprah Winfrey. George concluded that great leaders don't gain their capabilities by accident, but by coming to terms with the often painful facts of their own lives. They are "defined by their unique life stories and the way they frame their stories to discover their passions and the purpose of their leadership," the authors write.
Each of the leaders in this book came to embrace a set of values that served as a kind of lifelong personal compass. This, in turn, helped keep them from being blown off course by the extraordinary pressures that come to bear on the person in charge of any organization. In the corporate sphere those pressures come from investors, board members, and other stakeholders, whose priorities often contradict one another or undermine the long-term good of the enterprise. Many of the leaders interviewed had at one point found themselves in situations that left them feeling dissatisfied and frustrated. It was this discomfort that led them to take the time to look inward to figure out what mattered most to them.
Knowing what matters — your "true north" — doesn't guarantee that you'll stay on course, says George. "I don't want to suggest that all authentic leaders have achieved some level of perfection that's beyond the reach of most human beings," he told strategy+business in a conversation last May at his lakeside home office in Minneapolis. "On the contrary, everyone is capable of deviating from what they believe. You get pulled off course and you need a compass to help guide you back."
S+B: You're adamant that there's no single definition of the archetypal "great leader."
GEORGE: That's actually very good news. Think about it: If there were a definitive role model for a leader, we'd all be trying to emulate it. You and I are totally different people. We can't emulate something we're not. In fact, if we do, we're being inauthentic. If you try to emulate a great leader like Jack Welch, you'll be phony, because you're not Jack Welch. You've got to be who you are.
But that left our team with a problem in putting the book together. As we went through the 3,000 pages of interview transcripts, I worried that we were going to find a lot of interesting anecdotes and nothing more. But finally, the insight jumped out at us: An individual's leadership is defined by his or her life story. In the 125 interviews we conducted, each person kept going back to their life stories as defining for them. From those life stories, you could see the clear link to their passions.
Their leadership may have gone off in different directions before their aspirations really crystallized for them. Ellen Breyer, the head of the Hazelden Foundation, the leading organization for research on and treatment of chemical dependency, is an example of this. Ellen was a student radical in the 1960s. She marched against the Vietnam War, did voter registration among the poor, and was a civil rights worker. The Nixon administration put her on its enemies list when she was 20 or 21 years old and pulled her student loans.
Unable to pay for graduate school, she got married, got into business, and rose to director of corporate marketing at Godiva. But that never impassioned her the way her activism had.
When her youngest son left for college and she realized that she was the same age that her father had been when he died of alcoholism, she became traumatized. So she took a sabbatical, and during this period, she realized that she was much more passionate about her nonprofit activities — including her work on the board of Hazelden — than her for-profit career. So she quit her job and became interim CEO of Hazelden (the previous chief executive had been terminated). She performed so well that eventually she convinced the board to make her permanent. She was able to connect back to those early activities and bring huge passion to her work. You can see that her life story was formative.
S+B: Everyone has a life story, but that doesn't make everyone a leader. Help us understand how people can use their personal narratives to shape their leadership.
GEORGE: John Barth wrote, "The story of your life is not your life. It is your story." It means that the important thing is not the actual facts of your life. How does Oprah Winfrey define her story? Her demons had haunted her for years. Until she was 36, she defined herself as a bad girl. She had been raped as a young girl and then as a teenager had become sexually promiscuous and had gotten pregnant. She believed she was responsible for all that trouble.
Her personal narrative and her career totally changed the day that she interviewed Truddi Chase, a writer with multiple personality disorder, who had been sexually abused as a child. Oprah says she was overcome with emotion as Chase's story triggered a cascade of memories. "That was the first day I recognized that I was not to blame," she said. That moment was her crucible. She had an epiphany, and reframed her narrative to say, "Maybe I wasn't a bad girl." From there she found her mission, to deliver the message that "You're responsible for your life. You don't have to let people take advantage of you, physically or otherwise. You can see yourself as a victim, like I did, or you can overcome that and use your experience to help others."
My wife, Penny George, was in her 50s when it happened to her. Her mother had taught her that "girls are not leaders. In fact, if you were a leader, you might embarrass the family." So in rebellion, Penny became a great independent professional, a consulting psychologist, and an executive evaluation team builder. After she got her doctorate in her early 50s, she was setting up her own practice, and was very excited about her work. One day, she picked up a message on her answering machine: "Mrs. George, you have breast cancer. Please call a surgeon."
Can you imagine the coldness of this voice mail from some stranger? "Have a nice day. You have breast cancer." It was extremely traumatic for her to face this. That trauma was her crucible and led to her epiphany. She said, "Of course, they removed my breast, but I hope I'm more than just a one-breasted woman. I need to be whole in mind, body, heart, and spirit, not just physically whole." Today she's a true leader in the field of integrative medicine, combining the best of Western medicine with complementary therapies. She formed the Bravewell Collaborative, a group of 25 foundations that pool their funds to support the integrative transformation of medicine.
S+B: What do you say to someone who sees his life as his CV, as many future leaders do, and who has never really thought in terms of his crucible? How do you force the epiphany that helps you to write the narrative of your life?
GEORGE: You can't force it, and you can't prevent it.
I was once my resume: Bill George, 23 years old and on my way, destined to be a CEO. My father had told me when I was 7, "Son, I failed. Don't be like me. You can be CEO of a major company," and even made specific suggestions: Coca-Cola, P&G, IBM.
That's a pretty heavy trip for a little kid and one you don't escape as you get older, because it gets implanted in your brain. From the time I graduated from Harvard Business School, I was convinced that I was on a straight line to the top and that nothing would get me offtrack. I was on the way, working for Honeywell here in Minneapolis, and believed I would eventually run that company.
But one day, driving home around the lake over there, I looked at myself in the rearview mirror and realized I was miserable. I wasn't passionate about the business. The company was changing me. I was becoming more political. It was affecting how I dressed, how I acted around board members — a lot of stuff I am very uncomfortable with. I came home and talked to my wife, and she said, "I've been trying to tell you that for a year." It was very painful for me to face that.
As I thought about it, I realized there was another option. Medtronic, which is a local company, had asked me three times to be its president and chief operating officer, and I had turned them down because it was too small. Having had my epiphany, I called Medtronic back, and asked if the job was still open. I'll never forget the day I walked through Medtronic's door. It was like I was coming home.
You can have these epiphanies in many ways. Sometimes it's as simple as getting 360-degree feedback. Your subordinates tell you you're not as great as you think you are. Doug Baker, who's now CEO of Ecolab, the cleaning supply company in St. Paul, says that when he got really negative feedback, "It was horrifying to see myself that way." He was humbled.
Humbling is a big part of the epiphany. It starts when you wonder, "If I am my resume, why aren't others impressed with me?" The epiphany takes place when people distinguish between their real selves and their idealized selves.
The 21st-Century Leader
S+B: You write about balancing the "I" with the "we." Why is that important?
GEORGE: External measures — getting into Princeton or landing a plum job — are not indices of leadership. Rather, they reflect others' view of you as a great individual contributor. Yet in those roles that confer great status, it's easy to think, "I've proved I can make it. I can be a star." As Joseph Conrad might put it, "I'm the hero of my own journey. I'm questing on." In my case, it took the form of, "I'm Bill George, age 23, and I just have to decide which company's good enough to have me as CEO."
The 21st-century definition of leadership has to be different from what we understood it to be in the 20th century. In the 20th century, we were influenced by two world wars and the Depression. "Follow the great man over the hill." We should all be like Alfred Sloan running General Motors.
That attitude led us into a couple of dangerous areas. We dichotomized workers and managers. The managers were the leader class and the workers were a cost of doing business. We then got caught up at the end of the century in the idea of a charismatic, all-powerful leader who could leap tall buildings in a single bound and transform the company overnight. In today's context, this is nonsense.
Even at Medtronic, I had to make this transformation myself. Just because the leader gets most of the publicity for Medtronic's achievements doesn't mean that he is the one creating the great innovation, the great product, the breakthroughs. Great organizations are made up of people empowered at all levels. It is leadership that makes the greatness sustainable. It's the Howard Schultz formula at Starbucks. It's the Target formula.
The leader's job today, in 21st-century terms, is not about gaining followership. Followership is an outmoded notion. Leadership starts with gaining alignment with the mission and values of the organization: What are we about? What do we believe as a group? Goldman Sachs, where I serve on the board, has achieved solid alignment around its mission: "The clients' interests always come first." At Medtronic, we aligned around the idea of "alleviating pain, restoring health, and extending life." It was clear that anyone who didn't buy into that could work somewhere else.
Once we've achieved that alignment, we can be empowered to lead in our own way to fulfill the mission of the company. If you are a factory line worker in our Irvine, Calif., plant, that may mean that you set such a high-quality standard making heart valves that all your co-workers on the line emulate what you do. You may have no direct reports, but you're a leader all the same.
An attitude that leaders serve customers first is especially vital to sustaining success. Employees are only empowered by serving customers. They're not motivated by getting the stock price up, cutting the budget, or increasing the earnings. They don't see tangible rewards from succeeding by those metrics, even if you make them shareholders. They get turned on about customers. In a Starbucks store, the barista gets excited about creating an environment that's fun for the customer. I was at Starbucks earlier this morning and saw a barista greet a customer by saying, "Oh, Rick, nice to see you. Do you want the Rick special?" Rick comes there every morning because he has a relationship with that Starbucks employee.
S+B: So many values you describe seem to be timeless and not limited to business. Are values and business really so closely woven together?
GEORGE: They are, but we must recognize a few new realities. First, employees and organizations have changed. We don't have an apprentice–craftsman model. Instead, we have knowledge workers who know more than their bosses.
Second, people have more options. When I was growing up, if you could just get a job with General Motors, you had it made for the rest of your life. Today, young people will work for seven or eight different companies during their lifetime. Instead of being viewed as hopping from job to job, they're viewed as gaining great experience. Meanwhile, they want to step up and lead right now. They don't want to wait 10 to 20 years to be a director or a vice president. That's why so many people have formed their own companies.
My third observation is the one most overlooked by economists: People are looking for meaning and significance in their work. You can offer that to a barista at Starbucks. You can offer that to a Target employee — I was on the board at Target for 12 years — who can delight a customer with fashion-forward merchandise or help create a clean store without boxes on the floor. Medtronic can offer it to employees who feel they play a role in saving lives. It can be offered in any context.
Humanity is timeless. In the 1980s and '90s, we got so caught up with the short-term pot of gold that we lost sight of what we're about. But great organizations, the ones that create lasting value for shareholders, tend to follow the kind of approach I'm describing over the long term.
Withstanding Outside Pressure
S+B: What do you tell CEOs of public companies in today's hyper-demanding environment? How do you advise them to abide by their "true north" and not lose their heads?
GEORGE: Your "true north" cannot be redirected by external pressures. Once you start trying to satisfy one shareholder, you'll have to deal with another shareholder with a different point of view. Same with board members and all your other constituencies. If you allow yourself to be pulled off course, you're going to destroy your enterprise.
You have to stay a step ahead. You have to say, "This is what we stand for. This is a long-term growth company. It will give you great long-term returns, because we perform very well. Are you interested? If you're not, you may want to put your investment somewhere else." I'm not saying that you have to dismiss your shareholders or your board. But you must remember who you are and what your company is.
And you have to remember the central importance of serving the customer. The companies that don't do that, lose it. Now, some good companies do hit the wall. Dell Inc. recently lost its grip on customer service. But it'll come back because it's reacquainting itself with what makes it, at its core, a fine company.
S+B: Who does this well? What public company leaders are, in your view, sticking to their "true north"?
GEORGE: I'm going to mention a leader who oversees one of the largest organizations in the world, with 5.5 million people associated with it. I'm talking about Andrea Jung, CEO of Avon Products, the cosmetics company, although she doesn't call it that. She calls it "the company for women."
Andrea got to her current position by a circuitous route. She had been a superstar at Bloomingdale's and then at Neiman Marcus, where she was an executive vice president at 31. At 35, when she was clearly on her way to becoming CEO, she stepped down from retailing, without a new job. When she came to my Harvard Business School class, I asked her why she quit. She said, "I didn't want to spend the rest of my life making luxury goods for the upper class."
Nine months later, she landed an executive position at Avon and did great work for five years. But then she got passed over for the CEO job. At that point, a board member, Ann Moore of Time Inc., gave her very penetrating advice: "Andrea, follow your compass and not your clock." In other words, "It's not important that you're CEO by 40. Life is long. You need to make sure this is the company you want to be at. You can be CEO somewhere else just like that. Call up Bloomingdale's and tell them you'll come back. Is that what you want?" And she said, "No, I'll follow my compass. I'll stay on course with what I believe."
Twenty months later, in 2000, she was appointed CEO. She implemented her vision of Avon as a company that empowers women — both employees and customers — and had a great five years.
Then, in the fall of 2005, the company faltered. Revenues grew just 5 percent that year, and earnings were flat. Andrea had to look inside herself to figure out how to make her passion for empowering women become a more profitable business for Avon. She changed the whole structure, took out US$300 million in costs — much of it by flattening the organization and reducing management by 25 percent. She then told the stock market that she was investing in growth and putting none of those savings toward the bottom line in the near term and that she was going to suspend earnings guidance. The stock plummeted 30 percent, and the shareholders were not happy. But her board bought into her vision and supported her as she stayed true to what she believed.
Andrea has put another million representatives out there, including 300,000 in China. She has boosted advertising, realigned manufacturing, and outsourced a number of functions. Avon's results indicate her strategy is working; the stock has increased 40 percent from its 2005 low point.
S+B: What happens when a leader gets derailed? How do you get back?
GEORGE: You come back the way Kevin Sharer did. Sharer had run GE's satellite business and then went to MCI as marketing chief, thinking he had a straight shot to the CEO's desk. Six weeks into his tenure, he marched into the chairman's office with a plan for reorganizing the global marketing group. That arrogance earned him nothing but scorn from his colleagues, who had put years into building the company.
Kevin spent two miserable years at MCI that nearly brought him to his knees. During that period he had to face his own demons, his own arrogance, and say, "You know, being a leader is not being a star." When he got the opportunity to move over to Amgen, the biotech company, he got a biologist to teach him the science and became a true student of the business. He did not go in and pronounce what the company should do. He took seven years understudying the CEO, working in the labs, visiting competitors' labs, riding around with salespeople.
When he became CEO, his first move was to meet with the top 150 people at Amgen and ask, "What do you think we should do?" That probing gave him a mandate, he says. He had a great run for seven years, but he's now facing more difficult times with a challenge to one of Amgen's drugs. That's the ebb and flow of business. Kevin is a solid leader, and he will step up to these challenges as Andrea Jung did.
S+B: You're saying that the difference between his MCI and Amgen experiences was the humility to recognize the business's context.
GEORGE: Not just the business, but also the personal context, including other people in the company, and the broader societal context. Sam Palmisano, the CEO of IBM, says that in the 1990s we saw leaders who set themselves off from others, who were autonomous, and who tried to achieve greatness by doing everything themselves. Today, we need a much more collaborative model.
Sam's a great example of the importance of context. For IBM to succeed, it has to collaborate with governments, nongovernmental organizations, and other companies. He's transformed IBM from a task-oriented organization managed by goals into one led by values, which the employees themselves helped identify. They came out of a "values jam" that IBM held with its employees over the company Intranet in 2003. For three days, tens of thousands of people worked together to hone the values down to three: dedication to every client's success; innovation that matters, for the company and for the world; trust and personal responsibility in all relationships.
IBM hasn't given up the goals, but the values are premier. Sam has gone around the world teaching them. Whether you work for IBM in Greece, South Africa, Indonesia, or Alabama, you know the values well enough to carry them out in your own context.
S+B: What worries you about the next generation of leaders?
GEORGE: A lot of young people are going up the staff route and not getting the experience of leadership early on. Many of the best leaders in my classroom are military leaders, because they've had real experience on two or three tours of duty in Iraq. They can recognize the times when you have to violate the rules to adapt to the circumstance.
Emotional intelligence also matters. As Dick Kovacevich of Wells Fargo says, "Above the 99th percentile of intelligence, there is an inverse correlation between leadership and intelligence." In other words, many exceptionally intelligent leaders try to be the smartest person in the room and impose their views. They don't get the best out of their people. Leadership is about much more than IQ, and requires you to develop yourself through the mosaic of all your experiences.
Reprint No. 07409
Amy Bernstein (firstname.lastname@example.com) is executive editor of strategy+business.


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Flash Required
The victim was shot repeatedly, and every shot hit her; Carolyn had absolutely no experience with guns - yet the victim's husband did. The victim's husband repeatedly lied to the police about his whereabouts on the night of the crime, but Carolyn always told the truth since she had nothing to hide. Even after repeatedly washing his hands, the victim's husband was then tested for gun powder residue to see if he had fired a gun that night, and the results were "inconclusive", meaning that it was certainly possible that he had. No weapon was ever found, yet Carolyn was still convicted in this high-profile case. There were no eye-witnesses to the crime, and Carolyn was never seen at or near the apartment that afternoon or evening where the crime took place. In fact, Carolyn voluntarily agreed to take polygraph exams (lie detector tests), and she passed all four of them, confirming that she had nothing to do with the crime whatsoever. Yet, this trial led to her conviction. Since that day, Carolyn Warmus has been incarcerated in Bedford Hills Correctional Facility, in Westchester County, New York.
You can be an integral part of seeking justice for Carolyn by making a contribution to
The Justice Fund for Carolyn Warmus
Solve the Crime: Contribute
A Message from Carolyn
Double Tragedy: Case Info
Polygraph Test
Carolyn Warmus: Life Inside
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Write Us
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Carolyn's ideas about gratitude inspired this uplifting project. Click
to see more.
"Justice will come about only if the true facts of the case come to light."
Carolyn Warmus
CarolynWarmus.org is the official website dedicated to Carolyn Warmus, who was wrongfully convicted of a crime she did not commit. Yet, with your help, the truth can be brought to light.
CarolynWarmus.org is dedicated to bringing public awareness and justice to Carolyn's wrongful conviction. This website contains information, documents, photos and interviews which illustrate
that the tragic murder of one person led to yet another tragic event - the conviction and incarceration of an innocent woman.
On May 27th, 1992, Carolyn Warmus was wrongfully convicted of the murder of Ms. Betty Jeanne Solomon.
There was no direct evidence connecting Carolyn to the crime at all. Many people do not realize that it is possible to put someone in prison based solely on circumstantial evidence, but that is indeed
what happened to Carolyn Warmus.
There was no forensic or scientific evidence connecting Carolyn to the crime. Unidentified fingerprints were found at the crime scene, yet they were not Carolyn's. The victim's dying
declaration to the 911 emergency operator was, "He's trying to kill me!"


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Home Page Chess Life Online 2010 Ruan Lufei Advances to World Women's Final
Ruan Lufei Advances to World Women's Final |
December 18, 2010 | |
Current US resident WGM Ruan Lufei of China advances to the World Women's
Championship final (Antakya, Turkey December 20-25) against GM Hou Yifan! Today Ruan won a rapid tiebreak
over her higher rated compatriot GM Zhao Xue. The final is a four-game match starting on Monday, December 20th. Here is Ruan's key victory with Black: 5178 See the official website for live games, schedule and full regulations. |


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Experts agree that a recession in both the United States and Europe is likely just on the horizon. Recessions can be stressful and uncertain times for even the strongest businesses out there - to say nothing of how difficult they can make things for younger and smaller startups.
Thankfully, the situation is likely not as dire as you might be fearing. One of the best ways to remain stable and move forward for any business is to carefully track cashflow. Therefore, it's doubly important to do so with a recession potentially right around the corner. Doing so isn't necessarily difficult, but it does require you to keep a number of important things in mind along the way.
Startup Cashflow Tips for a Recession: Breaking Things Down
By far, the most important cashflow tip that you can use to stay afloat during a recession involves keeping a watchful eye on any and all spending. This means not just understanding where money is going, but also what you're getting in return.
Any seasoned entrepreneur can tell you that the early days of any business are costly. You have to invest in equipment and other assets. You'll be onboarding team members to help move your vision forward. You'll likely be investing in marketing campaigns to help raise brand awareness. The list goes on and on.
But you also need to make sure that you're getting an actual return for that spending. Take marketing, for example - do your research and identify those activities that historically have yielded the highest ROI. You can always ramp up and explore other opportunities later, but at least initially you want to focus on getting something for every dollar you spend.
Another tip you can put to good use involves making sure that you're tracking the right key performance indicators over time. Don't just let your cashflow statement be your "be all, end all" source of truth for your funds. You also need to look at metrics like operating cash flow, for example, which is the total money that your company is generating through its regular activities.
You'll want to pay attention to working capital, which is the money that you have on hand that will allow you to continue to run the business. This is especially crucial to watch during a recession, as conditions can change rapidly and you'll have to quickly adapt in kind.
Finally, perhaps the most important step you can take to preserve cashflow during a recession involves creating and sticking to an ideal budget. Naturally, that budget will vary depending on the type of business you're running or even the industry in which you're operating. But you still need to put the work in because it will help you control your spending, it will unlock insights into where your money is going, and most importantly will help outline areas where certain financial activities can be improved.
Not only will this help you navigate the potentially rough waters of a recession, but it is also essential for long-term business growth as well. But keep in mind that this is not something that you "do once and forget about." Every few months, you need to return to that budget and A) see what you can learn from how well you stuck to it, and B) see what needs to be updated to keep in line with current expectations. Never underestimate the importance of a step such as this one.
In the end, something as important as cashflow is never an element of your operations that you want to leave to chance - especially when you're talking about the precarious early days of a startup. You need access to all the funds you can get to put it to good use and you can't do that if you don't have complete visibility over money coming into and going out of your enterprise.
That's why, if you feel like this is something that is too difficult for you to handle on your own, don't be afraid to enlist the help of a trained professional. At the very least, they'll be able to take one more thing off your plate, freeing up your valuable time to focus on those urgent matters that need your attention.
If you'd like to find out more information about the cashflow best practices that you can use to keep your startup afloat during a recession, or if you have any additional questions that you'd like to go over with someone in a bit more detail, please don't delay - contact us today.
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In Estonian, English and Russian subtitles
Ticket 5/3€
Fred Jüssi. The Beauty of Being
Director: Jaan Tootsen
Director of photography: Joosep Matjus
Editor: Katri Rannastu
Producer: Kristian Taska
Production company: Taska Film
Sponsors: Estonian Film Institute, Cultural Endowment of Estonia, Armin Karu, LHV Bank, Viru
Film Fund, Tartu Film Fund, Tartu Centre for Creative Industries, Elisa and TV3.
Premiere: January 15, 2020
Fred Jüssi has built his life at the crossroads between nature and culture. He is a true philosopher of the outdoors who has given deep consideration to the fundamental questions of being human.
In this day and age, there is a lot of talk about success and hard work. This film is about fruitful idling. It is a praise of dolce far niente. A hymn for living slowly. Meandering along nature's secret trails, gazing at clouds passing by, for hours on end, and falling into the sweet embrace of smoke rising from a campfire, we leave city noise and economic growth far, far behind. As Fred Jüssi puts it: sometimes you just have to be sinfully slothful, and all by yourself.


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17 Oct Leo W. Gerard: The Week of Walking Backwards
As the Occupy Wall Street movement spread across the nation last week, politicians in D.C. flipped the bird at protesters – including those camping in Washington's McPherson Square.
Here's how: While occupiers sought political focus on the unemployment, impoverishment and foreclosures suffered by the nation's non-rich 99 percent, politicians considered three major pieces of legislation and passed only the one that will help the wealthiest 1 percent and hurt the remaining 99 percent.
Senate Republicans murdered-by-filibuster the American Jobs Act, which would surtax the 1 percent to provide jobs for the 99 percent. The Senate did pass the currency manipulation bill, but House GOP leaders refused to schedule a vote on the measure that would protect jobs for the 99 percent by punishing countries that undervalue their currencies to artificially lower prices on their exports.
By contrast, both houses of Congress adopted the so-called Free Trade Agreements with Panama, Colombia and Korea, which will, just like their predecessor NAFTA, destroy jobs held by the 99 percent.
It's incredible. Inexplicable. Inexcusable. In a country where joblessness is a painful 9.1 percent. Where one in five children lives in poverty. Where foreclosures rose again last month. Where a whole movement is growing to protest the appeasement of the rich at the cost of the middle class. In that place, Congress chose to walk backwards. It didn't take two steps forward – which it could have by passing the currency bill and jobs act. No. It just took a giant step backward by embracing job-killing trade agreements.
It all forces the 99 percent to demand even more loudly: Where's the jobs?
Either the Occupy Wall Street protesters aren't loud enough or the politicians in Washington refuse to listen. It's not just street demonstrators who politicians can't seem to hear. Poll after poll has shown Americans' first priority, their major concern is jobs.
Yet when President Obama proposes the American Jobs Act, a measure that would create 1.9 million jobs and ease taxes on the middle class and small businesses, Republicans in the Senate rebuff it. If the majority ruled, the jobs act would have passed the Senate with 51 Democrats in favor. But in the Senate, the GOP stops all action by requiring 60 votes to end their filibusters. They talk and talk and talk. And Americans who need jobs get nothing.
Where's the jobs?
Amazingly, in a city frozen by political gridlock, the Senate passed with bipartisan support the currency manipulation bill. The legislation would make it easier for the United States to punish market-distorting currency undervaluing by imposing tariffs. The measure is crucial to stop what now seems an inexorable rise in the U.S. trade deficit with China, which continuously kills American manufacturing and jobs.
Last month that deficit rose to a record $28.96 billion, an increase of $2 billion over one month's time. Over the past decade, 57,000 U.S. factories have closed and 6 million jobs have disappeared, with deliberate currency undervaluing by China a major factor. Though employment rose overall last month, the nation lost 13,000 good-paying manufacturing jobs.
The currency manipulation bill has 225 co-signers in the House, more than the majority it needs to pass. But Republican Speaker of the House John Boehner has said he will not permit the chamber to vote on it. He will thwart an attempt to end the practice that is destroying American jobs – even though Republicans in both the House and Senate support it.
Where's the jobs, Boehner?
Then Congress passed the Free Trade Agreements. Despite the incessant claims that the three will create "tens of thousands of jobs," it's clear that they won't because simultaneously Congress finally renewed the lapsed Trade Adjustment Assistance for workers who lose their jobs as a result of free trade.
Here's what the New York Times said about the agreements and jobs:
"Economists generally predict that free trade agreements, which eliminate tariffs and other policies aimed at protecting domestic manufacturers, benefit all participating nations by creating a larger common market, increasing sales and reducing prices. But such deals also create clear losers, as workers lose well-paid jobs to foreign competition."
The United States can't afford to lose any more manufacturing jobs. Yet it is projected that these agreements will particularly damage the U.S. textile, electronics and auto supply industries.
Again and again, politicians told Americans that NAFTA would create hundreds of thousands of U.S. jobs. It did the opposite. Why would something different occur with these three copycat deals?
Where's the jobs?
This is what the Times editorial board said about Republicans:
"The Republicans offer no actual economic plans, only tired slogans about cutting regulations and spending, and ending health care reform. The party seems content to run out the clock on Mr. Obama's term while doing very little. On Tuesday, Mr. Obama's campaign manager, Jim Messina, accused Republicans of trying to "suffocate the economy" in hopes that the pain would work to their political advantage. They are doing little to refute that charge."
As the Occupy Wall Street movement has shown, America can't wait. The middle class needs help now.
Where's the jobs?
Leo W. Gerard also is a member of the AFL-CIO Executive Committee and chairs the labor federation's Public Policy Committee. President Barack Obama recently appointed him to the President's Advisory Committee on Trade Policy and Negotiations. He serves as co-chairman of the BlueGreen Alliance and on the boards of the Apollo Alliance, Campaign for America's Future and the Economic Policy Institute. He is a member of the IMF and ICEM global labor federations and was instrumental in creating Workers Uniting, the first global union. Follow @USWBlogger


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Do Any Drugs Really Work to Treat Coronavirus?
Vast numbers of employees now work remotely, and it's too late to develop a set of remote-work policies if you didn't already have one. But there are ways to make the remote-work experience productive and engaging — for employees and the organization.
"At most organizations, scenario planning focuses on the necessary operational responses to ensure business continuity. Few of these plans address the ability or bandwidth of employees to focus on their work," says Brian Kropp, Distinguished Vice President, Research, Gartner.
Use both direct conversations and indirect observations to get visibility into employees' challenges and concerns. Use every opportunity to make clear to employees that you support and care for them. To facilitate regular conversations between managers and employees, provide managers with guidance on how best to broach sensitive subjects arising from the COVID-19 pandemic, including alternative work models, job security and prospects, impact on staffing and tension in the workplace.
Make sure employees have the technology they need to be successful, which may be more than just a mobile phone and laptop. For example, if you expect employees to attend virtual meetings, do they have adequate cameras?
Even if you don't have an extensive set of technology and collaborative tools available, you can equip employees to function effectively when remote. But don't just assume that people know how to operate with virtual communications — or are comfortable in that environment.


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Sound money principles can serve to help grow the economy and restrain government. The political class, however, doesn't particularly want to restrain itself. Washington, D.C. is addicted to the easy money policies that have enabled $20 trillion in national debt accumulation and tens of trillions more in unfunded liabilities.
Even with a new and unconventional GOP president who vows to take on waste and overregulation, the built-in momentum of "mandatory" spending means the Trump budgets won't be balanced. The debt will keep growing – and likely at a faster pace than the economy. Thus, political demand for the Federal Reserve's artificially low interest rates and Treasury bond purchases will continue to be strong.
Short of a currency crisis that forces a monetary revolution, sound money reform efforts will have to proceed in baby steps. Any fundamental proposed changes – such as tying the currency supply to gold and silver reserves – will encounter enormous resistance from Congress, the Federal Reserve, and its member banks. A metallic standard would also be roundly opposed by Wall Street, which benefits from the Fed's artificial inflation of the financial sector.
You Don't Have to Wait for the Politicians…
Even if the current monetary order proves too well entrenched to be upended within your lifetime, sound dollar principles can still be valuable to you and your family. Apply some of the timeless lessons of honest money to your personal finances, and you'll avoid dangerous pitfalls while protecting and growing your wealth over time.
Unsustainable debt growth is a symptom of an unsound monetary system. Politicians, businesses, and consumers assume dollars will be worth less and less in the future, so they borrow more and more in the present.
It's not entirely irrational on their part. Leveraging up works out as long as the underlying assets (the tax base, revenue streams, homes, etc.) continue to increase in nominal value as the currency depreciates. But asset booms can go bust, even within a secular inflationary trend.
In the aftermath of the next financial meltdown, the Federal Reserve's unlimited printing press may well bail out "too big to fail" financial institutions. Don't count on it to bail out the little guy. Don't count on rising inflation to bail out your debts, either.
Under a gold standard, the quantity of paper and digital currency units in circulation are limited by the amount of gold backing them. Don't let your debts exceed your ability to back them with earnings and assets.
Inflation may be built into the monetary system, but which assets will get lifted by inflation over any given period, and which won't, is a matter of speculation.
If You Own Debt-Financed Real Estate, You're Hedging against a Falling Dollar
Unsound money makes leveraged speculation seem attractive. Low interest rates will tempt you to borrow and take on more risk than you otherwise would. Steady currency debasement (inflation) will punish you for saving depreciating cash entice you to "short" the dollar instead.
Most households already have a sizeable short position against the dollar via the mortgage on their home. But houses are not a form of liquid savings. Real estate can be a good long-term investment, but it can also be financial trap for those who get in over the heads or need to sell during a downturn in the local market.
There is no substitute for having actual money in your personal reserves. At the same time, it is absolutely necessary to diversify your savings out of depreciating dollars in order to avoid losing to inflation. That's where hard money – physical gold and silver – come into play.
You may even find it useful to measure your wealth in terms of ounces of precious metal rather than in terms of dollars. The dollar isn't a sound currency that keeps a constant value over time. It is a fiat currency that is explicitly intended (by the Federal Reserve) to go down in value every year.
The dollar is a poor long-term measuring stick for wealth. The real value of a dollar has shrunk by 97% over the past 100 years. Imagine if the units of measure on a yard stick shrank by 97% every 100 years – it would be nonsensical to speak of "yards" in the year you were born as if they represented the same length as they do in 2017!
An ideal measuring stick for wealth would have fixed values that don't change over time.
That could be achieved with a metallic standard that grew the supply of redeemable currency directly in accordance with growth in the economy. Under the current monetary regime, gold and silver values are as variable from day to day as they are for any commodity.
Yet when you take a step back from the daily price moves and even cyclical bull and bear markets, the utility of gold as a standard of value becomes clear. An ounce of gold has roughly the same purchasing power in the economy today as it did 100 years ago.
Far from being a relic of the past, gold continues to serve a vital role in modern global banking and commerce. Central banks continue to accumulate gold as a reserve asset. Even if today's central bankers don't like the idea of being tethered to gold, they still appreciate the fact that gold is universally recognized as the ultimate money.
For the same reason, even if you continue to denominate your wealth in dollars, you should still build up your personal reserves of gold and silver. These precious metals each have a far longer history of being used as money than any fiat currency, and for good reason. When all else fails – be it the stock market or the banking system or the dollar itself – the intrinsic value of precious metals will continue to command respect and real resources in the economy.


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About Us: Hi-Tec Paintball,Inc. is located in Bradenton, FL right off interstate I-75. We are an outdoor paintball park with many fields featuring a wide range of playing terrain. The playing fields include many wooded fields with additional bunkers and structures, speed ball, and an ultimate air field. See the individual fields for more information and pictures. |
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On an average weekend we have players that are young to old, new players to experts, both guys and girls. So no matter if you've never played before or have many years under your belt, you'll enjoy the day at Hi-Tec Paintball. Hope to see you soon. | ||
Accommodations: At the field we have water and restrooms and plenty of tables for eating packed lunch. Drinks are available for purchase. Just down the road from the field there are plenty of other eating options. McDonalds, Subway, Wendys, Burger King, Sonnys BBQ, and others. Gas stations and some convenience stores are also located in the same area right off the freeway exit. The text links at the bottom still work for basic site navigation and all the pages can be navigated to by going to the SITE MAP page. |