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5 Biggest Leadership Lessons From 2012
Flight director Keith Comeaux, right, celebrates with Martin Greco after a successful landing of NASA's Mars Science Laboratory Curiosity rover at Jet Propulsion Laboratory on August 5, 2012 in Pasadena, California.
Here is a brief excerpt from an article written by Les McKeown for Inc. magazine. To read the complete article, please click here.
Photo: Pool/Getty Images
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It's been quite a year for leadership lessons. Let's check out what events should shape your leadership goals for 2013. Any one of a multitude of events in 2012 (Hurricane Sandy, The London Olympics, Benghazi and its fallout) would provide a case study in how to lead–and sometimes, sadly, how not to.
Here [is the first of] my personal top five leadership lessons from 2012:
1. Institutionalize your Vision (with a capital V).
It's over a year since he died, but Steve Jobs was still handing out leadership lessons in 2012.
The question everyone began asking almost immediately his sad, early death was announced was: "Will Apple survive the loss of its Visionary founder?"
This year showed that, while the jury is still out as to whether it will be exactly the same company or not, Apple isn't going to disappear any time soon–far from it.
Unlike CEOs at companies such as Starbucks, Gateway, and Dell, Steve Jobs clearly succeeded in institutionalizing his vision by driving it deep into the very warp and woof of the company and instilling it into Apple's management DNA.
Howard Schultz, for example, hasn't yet achieved this at Starbucks. He's still the personification of "his" company's vision.
Are you the personification of your company's vision? If you left, would it leave too? Or have you hired, mentored and coached your vision into the company, so that it would stand without you?
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To read the complete article, please click here.
Les McKeown is the author of the bestseller Predictable Success: Getting Your Organization on the Growth Track–and Keeping It There and is the CEO of Predictable Success, a leading advisor on accelerated organizational growth. His latest book is The Synergist: How to Lead Your Team to Predictable Success.
Ken Segall: An interview by Bob Morris
Ken Segall worked closely with Steve Jobs as his ad agency creative director for over 12 years spanning NeXT and Apple. He led the advertising team behind the "Think different" campaign that helped revitalize the Apple brand when Steve returned from exile in 1997; he co-wrote the first commercial ever to win an Emmy; and he set Apple down the i-way by naming the iMac. Having served as global creative director at agencies for Dell, IBM and Intel, Ken is in a unique position to describe how Apple's culture sets it far apart from its competitors. And that's just what he's done in his bestselling book, Insanely Simple. Illustrating his points with behind-the-scenes stories from Steve Jobs' world, Ken shows how the love of simplicity has guided the way Apple organizes, innovates, communicates and markets — and how simplicity has helped build the most valuable company on earth. Ken currently does creative work, branding and product naming for major brands. He blogs about technology and marketing at kensegall.com, and he has fun with it all at his Apple satire site, Scoopertino.com.
Here is an excerpt from my interview of him. To read the complete interview, please click here.
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Morris: Before discussing Insanely Simple, a few general questions. First, who has had the greatest influence on your personal growth? How so?
Segall: At the risk of sounding like I'm obsessed with all things Apple, the easy answer to that question is: Steve Jobs. He was a truly remarkable person in so many ways, probably even more so to those who got to see him up close. I don't think I ever left a meeting with Steve without being amazed how intensely smart and focused he was. I'm not at all surprised he was able to accomplish what he did. So to me, Steve was a person to be admired, and he opened my eyes to the things that are possible when you put all your energy into what you believe.
We've all heard stories about the not-so-nice things that Steve did, and many of those stories are true. But there was also a side to Steve that never got much press. He could be charming, energizing and even fun. He was a complicated mix — but I found him to be an inspiration, and he changed the way I live and work.Morris: To what extent has your formal education been invaluable to what you have accomplished in life thus far?Segall: Every few years, I stumble upon my college transcript in a dusty file, and I'm always amazed — because I haven't the faintest memory of having taken 99% of those classes. In my case, college was really more of a training ground for learning how to succeed. It presented me with a goal (getting a degree), and let me figure out the best way to achieve it. Learning how to allocate time and money to achieve a goal is a good foundation for a young person just setting out in life.
Ironically, I took an aptitude test before I entered college (Penn State) that indicated I might be a good fit in the world of advertising. That sounded somewhat interesting to me, so that's what I signed up for. However, just seven weeks into my first term, I abandoned ship on that major and never looked back. I graduated with a BA degree and decided to play drums instead.
That's what I did for the next seven years, until at the ripe old age of 29, I ended up in … advertising. I really should have given that aptitude test more credence. Given my experience, I'm always surprised to meet advertising people who actually studied for that profession. All the more power to them, but I found that my worldly adventures really helped me when I did get into advertising at a more advanced age. I had a better understanding of what makes people tick, and was able to tap into this understanding when I wrote headlines and copy. I probably advanced in the business more quickly than those starting right out of school.
Morris: What do you know now about the business world that you wish you knew when you when to work full-time for the first time? Why?
Segall: Because I started later than most, and therefore had some maturity going for me, I don't lament any lack of knowledge when I broke into the business. In fact, I often talk about how my innocence and idealism served as a business advantage. To me, the advertising business was fresh and exciting, and I didn't get why some of the older people seemed to be trying to find a way out. One of the things that got me excited about working in an agency was the intelligence and wit I saw all around me. Unlike a lot of my fellow musicians, my advertising colleagues actually read newspapers. They were stimulating to be around. Very quickly, I felt like "these are my people." Of course, there were some embarrassing moments as I learned what advertising was all about. Starting at Chiat/Day in L.A., I distinctly remember the first time I saw the form upon which copywriters would submit their final work. At the top of the page, in big type, it said "COPY." I thought that was special paper for the Xerox machine. Little did I know that a career in copy awaited me.
Morris: Of all the films that you have seen, which – in your opinion – best dramatizes important business principles? Please explain.
Segall: This probably isn't the answer you'd expect, but I'll go with The Hudsucker Proxy. First, I'm a Coen Brothers fan (I did short promotional film with them about Apple's Final Cut Studio video editing suite some years ago). Second, in typical Coen Brothers fashion, it has some wonderfully exaggerated characters and improbable plot lines. Yet we get an interesting assortment of the things we see in business every day: plotting, scheming, backstabbing, subterfuge and greed. I say all of this tongue-in-cheek, of course, but the movie wouldn't be fun if such things didn't actually exist in the corporate world. So in that sense you might even consider it educational.
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To read the complete interview, please click here.
You can learn more about Ken, his book, and his blog by visiting kensegall.com.
Confronting the Pain of Innovation
Here is an article written by Michael Schrage and published in Harvard Business Review. To read the complete article, check out all the other resources, sign in or sign up for HBR email alerts, and obtain discount information, please click here.
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Working "out of your comfort zone" is the euphemism; the organizational reality is "working through pain." Innovation hurts.
Every organization I've observed that's serious about being innovative is filled with people in genuine pain — not just stress or anxiety or deadline pressure, and certainly not discomfort. Pain. This can be the physical strain of consecutive all-nighters to test every meaningful configuration of a website before it goes live, to the emotional pain of subordinating your vision of the innovation to the vicissitudes of customer taste. Ideally, innovators go through pain so their customers and clients won't have to
The International Association for the Study of Pain Management defines pain as "an unpleasant sensory and emotional experience…" That fairly captures a dominant innovation sensation at world-class innovators. The innovation cultures of Google, Samsung or Steve Jobs' Apple or Andy Grove's Intel, for example, make painfully clear that successful innovators have high thresholds for pain. Unpleasant sensory and emotional experiences abound. Yes, there's also fun and exhilaration. But innovation leadership is less about clichés celebrating creativity, compelling visions or getting the best out of people than successfully helping innovators beat what hurts. Overcoming resistance is not the same as pushing through pain.
That shouldn't surprise. Confronting pain is integral to most other elite endeavors. World-class athletes and dancers explicitly train for pain even beyond the point of injury. Special Forces operators such as the Navy SEALs are expected to "Embrace the Suck." Arguably one of the great flaws of formal business and technical education is that inculcating disciplined self-awareness around pain management is neither part of the culture nor the curriculum. But elite innovators, not unlike their athletic counterparts, understand and accept that they will likely hurt themselves and/or their colleagues on the path to innovation excellence. As Joseph Schumpeter of "creative destruction" fame notably observed, "successful innovation requires an act of will, not of intellect.
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To read the complete article, please click here.
Michael Schrage, a research fellow at MIT Sloan School's Center for Digital Business, is the author of Serious Play and the forthcoming HBR Single Who Do You Want Your Customers to Become? To check out his other blog posts, please click here.
Here's the July, 2012 New York Times Hardcover Business Books Best Sellers List – Steve Jobs Still at the Top
(Scroll down to see the actual list).
After a few month's absence, the New York Times has returned with its list of Hardcover Business Books Best Sellers.
As I always note, this is the list that feels "most accurate" to me. The weekly lists, and the hourly updated Amazon lists, represent too narrow a time horizon, in my opinion. This list takes a longer, month-long view.
This month, we are seeing some titles that reflect our current political season. And a couple of others definitely reflect the ongoing financial turmoil.
And, the list demonstrates the lasting power of the Steve Jobs book. (I presented my synopsis of this book back in the January, 2012, First Friday Book Synopsis gathering. Here it is, in July, still atop the list).
There are a couple of new titles that will make our list of "possibles" for our First Friday Book Synopsis. For readers unaware of our event, my colleague Karl Krayer and I have presented one synopsis each of a business book, every month, since April, 1998. We deliver these presentations at a monthly breakfast meeting in Dallas – open to all. There aren't many prominent or influential titles that we have missed over these 14+ years. You can always check on the titles for the upcoming month's event by clicking on our home page. (We usually upload the next month by about the 10th day of the current month).
From this month's list, we have presented our synopses of the following titles at our First Friday Book Synopsis gatherings: #1, Steve Jobs; # 2, Imagine; #3, Power of Habit; #5, Thinking Fast and Slow; and #14, Strengths Based Leadership.
You can see the full list, with more description, at the New York Times site by clicking here. (And, here is the July, 2012 list of the top ten Paperbacks Business Books Best Sellers, also from the New York Times. We have presented synopses of #1, Outliers; #2, Tipping Point; #3, Freakonomics; #4, Drive; #6, Checklist Manifesto; #8, Moneyball; and #9, The Big Short).
You can purchase most of our synopses, with audio recordings of our presentations plus our comprehensive handouts, from our companion web site, 15minutebusinessbooks.com.
Here is the July, 2012 New York Times Hardcover Business Books Best Sellers List.
|STEVE JOBS, by Walter Isaacson.
|IMAGINE, by Jonah Lehrer.
|POWER OF HABIT, by Charles Duhigg.
|UNINTENDED CONSEQUENCES, by Edward Conard. (Portfolio/Penguin, $27.95.) A former managing director of Bain Capital and a major Romney contributor argues that growing income inequality shows the American economy is working. (†)
|THINKING, FAST AND SLOW, by Daniel Kahneman.
|CHARGE, by Brendon Burchard.
|PRICE OF INEQUALITY, by Joseph E. Stiglitz.
|SCREWED!, by Dick Morris and Eileen McGann.
|HOW WILL YOU MEASURE YOUR LIFE?, by Clayton M. Christensen, James Allworth and Karen Dillon.
|END THIS DEPRESSION NOW!, by Paul Krugman.
|$100 STARTUP, by Chris Guillebeau.
|REAL CRASH, by Peter D. Schiff.
|HOW EXCELLENT COMPANIES AVOID DUMB THINGS, by Neil Smith with Patricia O'Connell.
|STRENGTHS-BASED LEADERSHIP, by Tom Rath and Barry Conchie. (Gallup, $24.95.)
|WINNER TAKE ALL, by Dambisa Moyo.
Insanely Simple: A book review by Bob Morris
Insanely Simple: The Obsession That Drives Apple's Success
Ken Segall
Portfolio/Penguin (2012)
"I would give my life for simplicity on the other side of complexity." Oliver Wendell Holmes
As Hannibal Lector explains to Clarice Starling in The Silence of the Lambs, the Roman emperor and philosopher, Marcus Aurelius, endorsed the idea of focusing on the essence of a subject. The French later formulated the concept of the précis. Still later, Oliver Wendell Holmes observed, "I would not give a fig for simplicity on this side of complexity but I would give my life for simplicity on the other side of complexity." All this serves to create a context, a frame of reference, for Ken Segall's brilliant analysis of what drove Steve Jobs to create an insanely great company that continues to produce insanely great products.
As Segall explains, "Simplicity doesn't spring to life with the right combination of molecules, water, and sunlight. It needs a champion – someone who's willing to stand up for its principles and strong enough to resist the overtures of Simplicity's evil twin, Complexity. It needs someone who's willing to guide a process with both head and heart." These are among the passages, themes, and concepts that caught my eye throughout Segall's lively and eloquent narrative:
o Standards Aren't for Bending (Pages 15-16)
o Small Groups = Better [Collaborative] Relationships (35- 38)
o The Perils of Proliferation (52-54)
o Thinking Different vs. Thinking Crazy (74-77)
o Simplicity's Unfair Advantage (93-95)
o Never Underestimate the Power of a Word (123-125)
o Death by Formality (132-135)
o Technology with Feeling (138-140)
o Ignoring the Naysayers: Inventing the Apple Store (180-184)
I have read all of the books written about Steve Jobs and Apple and reviewed most of them. In my opinion, with the exception of Walter Isaacson's definitive biography, none provides a more thorough explanation of Jobs's values, standards, and motivations than does this one. As Segall suggests, Jobs's greatest achievement is that he "built a monument to Simplicity." As Jobs invariably had the last word at the conclusion of conversations and meetings, it seems appropriate that he also have the last word now: "Simplicity can be harder than complex. You have to work hard to get your thinking clean to make it simple. But it's worth it in the end, because once you get there, you can move mountains."
"You Owe A Debt To The Unlucky" – Michael Lewis Gives The Best Commencement Advice Of 2012
(Note: the links are to the text of each of these speeches. You can also find the video of each with little trouble. And there are plenty of "compilations" of the "best commencement speeches of 2012″ out there, like this one).
I like commencement addresses. I do not remember the one I heard when I graduated. I do remember the speaker (not the message; the speaker) at my wife's graduation. But I've liked them more and more as the years have rolled on.
I suppose my favorite is Steve Jobs at Stanford, as I suspect you would suspect if you've read my blog for very long: "Stay Hungry. Stay Foolish. And I have always wished that for myself. And now, as you graduate to begin anew, I wish that for you. Stay Hungry. Stay Foolish."
But there are a lot of other good ones, and they keep coming. This year, we've had Aaron Sorkin at Syracuse: "…make no mistake about it, you are dumb. You're a group of incredibly well-educated dumb people." And David Mccullough, Jr. at Wellesley High School (at a high school – I like that): You are not special. You are not exceptional.
But, having presented synopses of five different books by Michael Lewis (including The New New Thing; Moneyball; The Big Short), it is not a surprise that moving near the top of the list of my favorites is Michael Lewis at Princeton in 2012. It is filled with Michael Lewis quality observation and insight. Here is a great excerpt. I've bolded what I think is the key line.
I wrote a book about this, called "Moneyball." It was ostensibly about baseball but was in fact about something else. There are poor teams and rich teams in professional baseball, and they spend radically different sums of money on their players. When I wrote my book the richest team in professional baseball, the New York Yankees, was then spending about $120 million on its 25 players. The poorest team, the Oakland A's, was spending about $30 million. And yet the Oakland team was winning as many games as the Yankees — and more than all the other richer teams.
This isn't supposed to happen. In theory, the rich teams should buy the best players and win all the time. But the Oakland team had figured something out: the rich teams didn't really understand who the best baseball players were. The players were misvalued. And the biggest single reason they were misvalued was that the experts did not pay sufficient attention to the role of luck in baseball success. Players got given credit for things they did that depended on the performance of others: pitchers got paid for winning games, hitters got paid for knocking in runners on base. Players got blamed and credited for events beyond their control. Where balls that got hit happened to land on the field, for example.
Forget baseball, forget sports. Here you had these corporate employees, paid millions of dollars a year. They were doing exactly the same job that people in their business had been doing forever. In front of millions of people, who evaluate their every move. They had statistics attached to everything they did. And yet they were misvalued — because the wider world was blind to their luck.
This had been going on for a century. Right under all of our noses. And no one noticed — until it paid a poor team so well to notice that they could not afford not to notice. And you have to ask: if a professional athlete paid millions of dollars can be misvalued who can't be? If the supposedly pure meritocracy of professional sports can't distinguish between lucky and good, who can?
The "Moneyball" story has practical implications. If you use better data, you can find better values; there are always market inefficiencies to exploit, and so on. But it has a broader and less practical message: don't be deceived by life's outcomes. Life's outcomes, while not entirely random, have a huge amount of luck baked into them. Above all, recognize that if you have had success, you have also had luck — and with luck comes obligation. You owe a debt, and not just to your Gods. You owe a debt to the unlucky. I make this point because, along with this speech, it's something that you're very likely to forget.
In an interview on PBS Newshour about the speech, Michael Lewis added these thoughts:
But I do think that there has been kind of sapped out of the culture an idea that used to be pretty robust. And it's the idea of noblesse oblige. It's the idea that to whom much is given, much is expected from.
And it's an idea that it's — you know, it's the heart of the Princeton education. When you get there, they tell you, the motto is, in the nation's service.
I would say that, look, that the successful in our society owe so much of their success to things outside of themselves. They owe it to the society, that they're born into this affluent and peaceful society that was not of their making, that they should acknowledge that obligation.
And I think you see a lot of — a lot of fight-back on that subject. And you see it — you mean, you see it in the tax code. You see it in the way private equity managers manage to construe their income as capital gains, so they don't have to pay taxes on it. You see it in CEO pay.
You see it in — you see it in the way Wall Street people pay themselves. So I think that — that even to — even to put the question into the minds of young people of what they owe is maybe a novel concept, because there are an awful lot of people who sit on top of the society who don't feel that way.
Having said that, you know, I do think that one of the things that distinguishes our country from, say, Greece, is that we do have this notion that you give back. If you look at Greek culture and why — and why the place over there is crumbling right now, part of the problem is the elites feel they owe the place nothing. They don't pay taxes. They don't — they have no real organic relationship with the rest of the place, and they certainly don't have a sense of noblesse oblige.
It's sort of winner take all. And that's something I think we need to really fight hard to avoid here, because when we get to that point, I do think the society starts to crumble. So this was on my mind when I wrote this talk. And I confess I'm a little surprised you're interested, because, to me, it just seems obvious.
People go to their graduations, and promptly forget what they barely heard to begin with during the graduation speech. And people read books, and articles, and blog posts, and promptly forget what they hear and read.
But maybe we should remember. Maybe we should remember on purpose – you know, call to mind, and pay attention to… "You have an obligation to the unlucky." An obligation! – to the unlucky. This is something we should all remember, and pay a hefty amount of attention to, don't you think?
Innovation + Communication – 2 Obvious Lessons From Apple's Latest Big Event
So, Apple had their newest big roll out yesterday. (Watch the WWDC keynote here). I am an Apple fan, but really only barely use my Apple devices (I have three; iMac, iPad, iPhone) to their capabilities. But I loaded the Macrumors live blog of the event, glanced at it frequently, and followed along. (And I kept looking for the announcement of the latest iMac, but, alas, it did not arrive. My son assures me it is coming soon).
From the moment that Siri started it off, to the multiple announcements, the faithful seemed more than satisfied with the latest good news. Here are two obvious lessons from yesterday's event. And, yes, they are obvious. But the fact that they are obvious does not mean that other companies and organizations have figured out how to match Apple.
Lesson #1 – keep improving, keep tweaking, and keep innovating. Make your really great products and services even greater. Again and again. From the devices to the software to the operating systems, what is insanely great about Apple now is better than what was insanely great about Apple a year ago, and we all know that by this time next year it will be even greater and better and cooler and "must have" all over again. They give us great stuff now, and will keep on giving us greater stuff tomorrow and the day after tomorrow.
I don't even understand all of the ways they make it better. But I know it revolves around the entire package, the full constellation of offerings and capabilities – design, speed, ("faster, faster, faster, faster" – this was one of the mantras from yesterday) power, look, resolution, "retina display." Apple just keeps making every part of Apple, everything that is Apple, and everything that works with Apple, better.
But most of us do not learn this lesson in our work. It took me way too many years to realize that while I talked about and spoke about constant improvement, I practiced very little of it. Here's an example: for the first 13+ years of the First Friday Book Synopsis, my handouts for my synopses looked exactly the same: a plain, boring-looking, Word document, with no design appeal at all. Not too smart of me! I finally realized it was time (way past time) to make some changes on my handouts. We found a great designer to raise the look of our handouts to a new level. And I think they look terrific. And now, I have to figure out "so what's next?" to keep getting better. And, all along, I have to ask "how can I do my work better?" It really is never ending.
Lesson #2 – Communicate very well to all of your intended audiences. Call it what you want: learn to market; learn to sell; learn to call attention to; learn to create anticipation. Though the current crop of Apple messengers cannot match the brilliance of Steve Jobs, (who could?!), they have clearly learned some major lessons from the master. And yesterday was a sold-out, live-blogged, extravaganza of a show. With videos and slides and demonstrations and team-presentations and multiple awe-inspiring moments for the faithful, Apple still seems to be at the top of their game.
You can read all you want about the need for better hard skills. And many who write about those hard skills tend to almost look down on the place of those soft skills.
That is a really big mistake!
Apple's success revolves around these two realities; they make great products, and they sell them even better. Yes, this was part of the brilliance of Steve Jobs. But isn't it interesting that no other company has come close to matching this aspect of Apple's approach? Apple gets this – why don't the rest of us?
Let me put it simply and bluntly – if you do not know how to communicate what you do, what you have to offer, clearly and compellingly, with excitement and great passion, then your great product just may go undiscovered by a whole lot of folks.
Two lessons:
Lesson #1 – keep improving, keep tweaking, and keep innovating.
Lesson #2 – Communicate very well to all of your intended audiences.
How are you doing?
Paul J.H. Schoemaker: A second interview by Bob Morris
Paul J.H. Schoemaker is a pioneer in the field of decision sciences, among the first to combine the practical ideas of decision theory, behavioral economics, scenario planning, and risk management into a set of strategic decision-making tools for managers. He is co-author of a landmark book on the subject, Winning Decisions: Getting It Right the First Time. He has written nine books, the latest of which is Brilliant Mistake: Findings Success on the Far Side of Failure (Wharton Digital Press 2012). In addition, he has written over 100 academic and applied papers, which have appeared in such diverse journals as the Harvard Business Review, the Journal of Mathematical Psychology, Brain and Behavioral Sciences, and The Journal of Economic Literature. Given their global applicability, his writings appear in at least 14 languages. His scholarly work ranks in the top one percent in academic citations globally as measured by the International Science Index (www.ISIHighlyCited.com). He is also an entrepreneur: he is founder and executive chairman of Decision Strategies International, Inc. Finally, Paul is a dedicated educator: he is research director of the Mack Center for Technological Innovation at the Wharton School of the University of Pennsylvania, served for five years as a director of the Decision Education Foundation, conducted hundreds of lectures and executive seminars around the world. A native of the Netherlands, Paul lives on the East Coast with his wife; they have two children.
Here is my interview of Paul. To read the complete interview, please click here.
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Morris: When and why did you decide to Brilliant Mistakes?
Schoemaker: Two issues have always intrigued me. First, when the founder of Honda claims that success is 99% failure, I wonder why we label the necessary steps toward success in such a negative way? Failure and its twin sister "mistake" too often get a bad rap. Second, when executives tell me that they learned the most in their careers from mistakes, I wonder why they don't make a few more. In the book, I suggest that we should make more mistakes (given how valuable they often are), but most people deeply reject that seemingly silly notion. I was also fascinated with Thomas Watson's counter-intuitive advice, as founder and Chairman of IBM, that if you want to succeed faster, you need to make more mistakes. Our ambivalence about mistakes in business seemed an underdeveloped topic to me, especially the paradoxical notion that some errors will prove to be brilliant over time.
To learn maximally from mistakes, we need to commit more errors than we deem optimal as judged within the bounds of our limited rationality. This idea may be hard to swallow. Yet, it is the quintessential insight of this book. To my way of thinking, mistakes can be brilliant in two ways. The first is to learn from an unexpected setback so much that it starts to dwarf the cost of the mistake. The second way, which is more difficult to achieve, is to create strategies, organizations or cultures where people can make the types if mistakes where the learning benefits far exceeds the cost of the mistake.
Morris: Were there any head-snapping revelations while writing it? Please explain.
Schoemaker: Hardly any "head-snapping revelations," but certainly a few surprises. Successful people tend to have a different view about mistakes than most ordinary people. Not only are they more tolerant of them (in themselves and others), but they often embrace them. Notable examples are Steve Jobs who celebrated his mistakes during a commencement speech at Stanford, or C.K. Rowling who argued that she could not have produced the astoundingly successful Harry Potter series (books, movies, accessories) without having hit rock bottom first.
In the arts and humanities, people embrace mistakes more readily than in business, I feel. As trumpet great Wynton Marsalis put it so well, if you are not making mistakes, you are not playing jazz – you are not trying. I believe the same applies to life, since that requires a great deal of improvisation as well. I don't think that perfectionists, or people who eschew mistakes for other reasons, realize their full potential as human beings, either for themselves or others
A surprising conclusion is that people who are more risk-averse should make more deliberate mistakes, since they can be used as hedges. This was counter-intuitive to me at first. A strong portfolio case can be made for investing in mistakes. For a risk-averse decision maker, it may be worth putting some money in a project expected to yield a loss provided this investment offers a sufficient hedge in case other investments sour. Even though that seemingly inferior project will not raise profit expectations, it can help reduce losses in case bad scenarios happen. Similarly, a deliberate mistake can be viewed as a hedge against conventional wisdom, one that will have a high payoff when the majority view of the crowd happens to be wrong (but a loss otherwise in all likelihood).
Morris: Please explain the approach you take in the book to establish a case for making brilliant mistakes.
Schoemaker: In the book, I draw more on behavioral decision theory and its close cousin, behavioral economics, than portfolio theory or options thinking. Because humans suffer from bounded rationality and furthermore don't know what they don't know, the only way to overcome myopic frames, overconfidence, and incremental career progress is to innovate beyond the bounds of our self-limiting world views. I describe a long list of past business mistakes – as judged by the conventional wisdom at the time – that proved to be brilliant. These include personal copiers, selling via pet stores, ATM machines, credit cards for students, organic food, fractional jet ownership, and tobacco-free cigarettes. Just as these ideas were ridiculed at the time, there are many silly ideas floating around today in business that will prove to be brilliant in the future. The challenge for managers is to recognize them, and this can only happen if leaders create sufficient space for productive mistakes to occur. In most companies, brilliant mistake may already have been made, but the brilliant part lies dormant because there is little appetite or capacity to mine the mistake. Since the tuition was paid, why not extract the lesson?
Morris: All of your previous books are research-driven. Is that also true of Brilliant Mistakes?
Schoemaker: I build on the strong foundation of decades of research in behavioral economics and decision psychology. I offer a practical plan for separating destructive from constructive mistakes, for learning to make more of the brilliant kind. I encourage leaders to embrace this quality, to milk it for all of its evolutionary and learning potential. For those rationalists who deem the notion of a Brilliant Mistake to be an oxymoron, I would recommend that they take a portfolio view. A strong case can be made for investing in projects that are expected to yield a negative return. For a risk-averse decision maker, it may be worth putting some money in a project expected to yield a loss provided this investment offers a sufficient hedge in case other investments sour. Even though that seemingly inferior project will not raise profit expectations, it can help reduce losses in case bad scenarios happen. Similarly, a deliberate mistake can be viewed as a hedge against conventional wisdom, one that will have a high payoff when the majority view of the crowd happens to be wrong (but a loss otherwise in all likelihood). My book provides the formal argument for those interested.
Morris: Mistakes can either be intentional or unintentional. Please cite a few examples of mistakes (i.e. those that are deliberate and purposeful) can be beneficial.
Schoemaker: Mistakes have been the cause of great discoveries and revolutionary new insights. It was bad judgment that led the Wright brothers to try to fly: everybody knew at the time that humans couldn't fly and never would. In 1895, just eight years before their fragile construct took to the air, Lord Kelvin, the esteemed British mathematician, physicist and president of the British Royal Society, had unambiguously declared that "heavier-than-air flying machines are impossible."
It was relative ignorance that prompted Albert Einstein, a lowly patent clerk in a Swiss law office, to pose some silly questions about the nature of time, space and energy. Albert Einstein made at least 23 mistakes in his published (and refereed) scientific publications. Some of these were necessary to achieve his monumental insights about the deeper forces of nature.
At a more mundane level, I describe a young woman deciding to date any person asking her out and in the end marrying someone she wouldn't have given a second look. She was willing to test her preconceived notions about Mr. Right and companies should perhaps do likewise when hiring new talent. Hiring in your own image is seldom the best approach.
Morris: In the Preface to Brilliant Mistakes, you observe, "For most people, the problem is not that they make too many mistakes but too few." Are there any examples of that in your own experiences thus far?
Schoemaker: Although there has not been that much brilliance in my own life, there are several personal examples that I would consider "brilliant" mistakes at my own level. One concerns my decision to take a two-year sabbatical with Royal Dutch/Shell's planning group in London just after having been promoted to associate professor at the University of Chicago. Many colleagues deemed this a mistake since my academic career was going well and leaving the world of scholarship might cast doubt on my commitment to research etc. This risk was indeed real, and my two-year absence from publishing probably did not help my academic career. But it also opened up new vistas about life beyond academia and led me to found Decision Strategies International, which for 20 years now has served leading companies around the world in the fields of strategy and decision making.
The second mistake concerned our family's move from Chicago to Philadelphia without there being any single compelling reason to do so. We were quite happy in Chicago but I left nonetheless to be closer to family, friends and colleagues I had worked with in academia and business. It turned out to be a great move, without regrets and many new experiences that Chicago would probably not have offered.
In the book I describe a third example, where our company decided – against its better judgment – to respond to Requests for Proposals (RFPs) that came in over the transom. We had good reasons to believe it would be a waste of time to pursue such RFPs, but then decided to challenge this key assumption. It turned out that we were wrong; some of these random RFPs proved quite valuable to us in terms of new clients and growth.
Morris: Which factors have the greatest impact on a decision's outcome? Which of them seems to have the greatest impact? Why?
Schoemaker: Companies that want to compete on innovation are well-advised to become more error-tolerant in practice and develop better methods for capturing the lessons from mistakes. Such companies should also emphasize that managers (especially younger ones) who are involved in project failures, are to be viewed as being on a fast learning track, rather than an exit track. Given the significance of failures and mistakes that have led to success, there is potential value from the lessons learned if they are documented, captured and shared. Career development benefits should follow for those involved in the right kinds of failure, assuming they learn and apply the lessons to avoid mistakes in the future. This can be tested via performance reviews as well as actual on-the-job behavior.
The deeper challenge in all this is that leaders must learn how to celebrate the egg that people invariably have on their face, award. This president of an Ann Arbor business decided to institute a Golden Egg to make sure his organization would extract as much learning as possible from past failures. This story is detailed in the book. His viewpoint was that mistakes are valuable assets that belong to the organization. To hide them and not share the lessons would amount to destroying shareholder wealth. At first, few managers wanted to receive the Golden Egg award, but after a while it became much sought after. Winners would proudly regale visitors in their office with the tale of their failed venture and proudly share its lessons. The president created a true learning culture.
* * *
To read the complete interview, please click here.
Paul cordially invites you to check out the resources at these websites:
Home Page: please click here.
Wharton's Mack Center: please click here.
His Amazon page: please click here.
His Wikipedia page: please click here.
A video: please click here.
Twyla Tharp and Steve Jobs – (There are Good Tough Bosses and Bad Tough Bosses…)
Everybody probably has a bad boss horror story or two. And there are some genuine horror stories out there.
But, there are good bad tough bosses and bad tough bosses. What is the difference? One difference may be this: is the boss tough because the end result is worth all the coaching, coaxing, demonstrating, demanding, until the people get it right?
I think Steve Jobs and Twyla Tharp are two great exemplars of this kind of tough boss.
I recently ran across this wonderful 2006 article about the Kennedy Center Honoree Twyla Tharp, To Dance Beneath the Diamond Skies by Alex Witchel. Here are some key excerpts:
But it is probably time to say this: There was not a person in that theater, including the 19 performers, musicians and production staff, who did not admire Tharp. Those new to her are scared of her, those used to her are over her, because they know that behind the barking lies a devotion to them, to the work — always, always the work — that is religious in its fervor. Yes, she is a control freak, a perfectionist, a zealot in forming a vision and stopping at nothing to see it realized. But when it is realized, when her dances are good-better-best, flying off the stage like some biblical fire on a mountaintop, there is nothing in the world like them. Twenty-three years ago, Robert Joffrey said that Tharp's work "didn't look like anyone else's." It still doesn't.
"There is nothing in the world like them." The end result may just be worth the cost it took to get there. She simply made the best better. And she also made the "average" much better than ever before. In her book, The Collaborative Habit, Tharp wrote:
As a choreographer, my task is to make the best possible work with the dancers I find in the room on any given day.
This is simply the greatest description of the day-to-day work of being the boss I have ever read. It is the job of the boss (manager, supervisor) to make the best possible work with the people in the room, on the team, at any given time.
By the way, there is a wonderful story in the article about the time Twyla Tharp had to show Baryshnikov how it needed to be done:
Huot sat at one of the computers and played footage of Baryshnikov in rehearsal. "What's that?" Tharp asked shortly. "This is the one where he can't do what you do," Huot said, his tone gently teasing. "It's your favorite thing in the world, which is why I kept it for you." On the tape, Baryshnikov held a cigarette, shirtless, as Tharp demonstrated the steps. Hers were vivid, crisp. His were blurry, indistinct. Impatiently, she showed him again. He turned away.
"That's right, go pout," Tharp said mockingly to the screen. The next shots were of him in performance, his steps breathtaking. "Yeah, he got it," Tharp said.
She knew how to do the steps; she demonstrated the steps, and she pushed Baryshnikov until he "got it."
…To be a Tharp dancer is to master complex, intricate movements and steps that can defy gravity — in 1975 Baryshnikov told The Times: "It is very difficult to learn her steps.. . .One variation alone took me three weeks to learn, working a few hours every day."
Regarding Jobs, the stories are endless, and somewhat legendary. He certainly could be something of a world-class pain to work with. But, he too could bring out the very best in people – more than they knew they had in them. Consider these revealing excerpts from the Walter Isaacson book, Steve Jobs:
For all of his obnoxious behavior, Jobs also had the ability to instill in his team an esprit de corps. After tearing people down, he would find ways to lift them up and make them feel that being part of the Macintosh project was an amazing mission. Every six months he would take most of his team on a two-day retreat at a nearby resort.
Jobs had latched onto what he believed was a key management lesson from his Macintosh experience: You have to be ruthless if you want to build a team of A players. "It's too easy, as a team grows, to put up with a few B players, and they then attract a few more B players, and soon you will even have some C players," he recalled. "The Macintosh experience taught me that A players like to work only with other A players, which means you can't indulge B players."
"What I'm best at doing is finding a group of talented people and making things with them," he told the magazine.
Business Week asked him why he treated employees so harshly, Jobs said it made the company better.
…and his great talent, Jobs said, was to "get A performances out of B players." At Apple, Jobs told him, he would get to work with A players.
The literature about leadership is pretty unanimous about this key role a leader plays. In Liz Wiseman's book, Multipliers, she writes that the leader has to "multiply" the good effects of the workers, and never diminish them. A good leader "multiplies' the results of the workers he/she leads. In Kouzes and Pozner's Encouraging the Heart, they argue that for people to be their best, they must be encouraged, in their hearts, by the one who leads them. And when they are so encouraged, they become more productive, actually better at their jobs.
Whatever Twyla Tharp and Steve Jobs had, or did, it worked. They both developed quite a track record of bringing out the very best in the people who worked for them. (Of course, Twyla Tharp is still at it…).
If you are a leader, this is the test, isn't it? Are you making your people better? Are you pushing them to do more than they even knew they could do? Are you making the average much better, and the best even better still?
If not, you've got some leadership skills to develop.
Why Transparency is the New Leadership Imperative
Here is an excerpt from an article written by Dorie Clark for the Harvard Business Review blog. To read the complete article, check out the wealth of free resources, and sign up for a subscription to HBR email alerts, please click here.
* * *
What kind of leaders do we need today?
Steve Jobs — mysterious, charismatic, intriguing — is often cited as one of the recent greats, and there are clearly benefits to his style. A recent study showed that leaders like him — those perceived as having an almost magical aura — are seen as visionary, with employees and customers clamoring to touch the hem of their garments. But that kind of leadership also has its limitations.
Succession is made harder by a towering and mysterious personality (good luck, Tim Cook). And, even more importantly, there's no formula for becoming charismatic. You could try to model others — emulating Jobs' cool reserve, exacting standards, and mercurial temper, for instance. But the nuances are subtle; you're just as likely to come off as aloof or entitled, rather than intriguing. The harder, but more rewarding, path as a leader is to make yourself known — to your employees, your customers, and the public. Here are three reasons the new leadership imperative is all about transparency.
To know you is to love you. Well, love might be strong. But you want your employees to at least like you and understand where you're coming from — because, as copious research has shown, money isn't a good motivational tool. Rather, what will make them go above and beyond is their relationship and loyalty to you — and you'll never get that if you don't let them know you as a person. (Customers, being human, also like to form relationships with real people, not just faceless organizations.) Lunch meetings and feedback sessions are a great place to start, and if you're managing across continents or your workforce is simply too large, don't underestimate the power of video. Your personality and enthusiasm can come through just as clearly on YouTube. (A great example is this 2009 video featuring Best Buy Chief Marketing Officer Barry Judge, in which he explains his philosophy of marketing and how the company should interact with customers.)
* * *
To read the complete article, please click here.
Dorie Clark is a strategy consultant who has worked with clients including Google, Yale University, and the National Park Service. She is the author of the forthcoming Reinventing You: Define Your Brand, Imagine Your Future (Harvard Business Review Press 2013). You can follow her on Twitter at @dorieclark.


text:
FeelPlus scored moderate critical success on the PlayStation 3 last month with the release of its side-scrolling beat-'em-up Moon Diver. Soon, Xbox 360 gamers will also have a chance to check the game out, as Square Enix announced today that it would be bringing the downloadable title to Xbox Live on May 4 for 1,200 Microsoft points ($15).
Created by Koichi Yotsui (Strider), Moon Diver is set in the 22nd century, after a technological uprising sees all manner of inanimate objects rebelling against their makers. Amid this turmoil, an elite group of ninjas--known as Moondivers--rises up to reclaim the world for humanity.
Moon Diver features many of the classic tropes of the side-scrolling beat-'em-up genre, including massive bosses and waves of enemies. However, it also includes modernized graphics, a leveling system, and four-player local or online co-op.
For more information, check out GameSpot's previous coverage.

subset: commoncrawl


text:
1941 GMC FUTURLINER TRANSPORT This original Futurliner cab was placed on a Crain Carrier Corp. chassis. It has a custom body including Vulcan 821S 21'... More
Carlyle Motors is pleased to offer this gorgeous 1940 GMC Pickup Truck. Fully restored and gorgeous! Highlights of this wonderful truck are listed below: 350... More


text:
SUMMARY: The key to a good lead-nurturing program is finding the right combination of relevant content and messaging frequency to keep your brand top-of-mind.
Read how an outsourced software product-engineering team revived a cold prospect list with a lead nurturing strategy. They tested elements, such as collateral offers, email message copy, subject lines and landing pages, to generate triple-digit increases in key metrics over the course of four email sends.


text:
The following is an archive of a post made to our
'vox-tech mailing list'
by one of its subscribers.
I tried with Mozilla 1.0 and IE55. No icon's
Mozilla appears to have added support in release 0.9.6
and here is more info
But as MS site's often break on non-MS browser's, the
relavant section is below. NOTE: If you use this, you
can count file requests or this ico in your web server
log to see how many people bookmark your site. :/
Create the Correct Size Icon
For Internet Explorer 5, the required size of a
shortcut icon is 16x16 pixels. To create the icon, use
an icon editor, such as the one included in Microsoft
Visual Studio� or one of the many other icon editors
available. Regardless of the program you use, make sure
you set the editor to create an icon that is 16x16
pixels. Otherwise, the icon will be ignored by Internet
Associate the Icon with Your Web Page
After creating the icon, you must associate it with
your Web page. One way is to save the icon with the
default file name of favicon.ico in the root directory
of your domain�for example,
www.microsoft.com/favicon.ico. Each time your Web page
is added to a user's favorites, Internet Explorer
automatically searches for this file and places the
icon next to all the favorites and quick links
originating from your site.
You can also associate the icon with your Web page by
saving the icon with a file name other than favicon.ico
and adding a line of HTML code in the head section of
your Web document. The line of code includes a link tag
that specifies the location and name of the file. You
can include this link tag on a per-page basis.
<TITLE>My Title</TITLE>
On Mon, 10 June 2002, Matt Holland wrote
> > Anyone happen to know if any other
'favicon.ico'-supporting browsers
> > have problems? (Does Moz support icons?)
> Mozilla does support icons (works with redhat.com,
newegg.com, and
> others), but I don't see them on lugod.org,
billsgames.com, or
> newbreedsoftware.com. I'm using a debug-free version
of Mozilla 1.0_rc1
> under Linux, so it's possible that the official
release of 1.0 behaves
> differently.
> Matt
> _______________________________________________
> vox-tech mailing list
> firstname.lastname@example.com
> http://lists.lugod.org/mailman/listinfo/vox-tech
vox-tech mailing list
Hosting provided by:
Sunset Systems
Sunset Systems offers preconfigured Linux
systems, remote system administration and
custom software development.
LUGOD: Linux Users' Group of Davis
PO Box 2082, Davis, CA 95617
Contact Us
LUGOD is a 501(c)7 non-profit organization
based in Davis, California
and serving the Sacramento area.
"Linux" is a trademark of Linus Torvalds.


text:
With Instructables you can share what you make with the world and tap into an ever-growing community of creative experts.
share what you made with text, photos, video, and files
Create »
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Kids Coloring Cookiesby danlynne07
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text:
press release
Ecco International Public Relations, a global public relations and marketing services network, headquartered in London with independent, owner-managed agencies in 40 countries worldwide, has been joined by local consultancy Reputation Matters.
With representatives in major global markets, the network has strengthened its reach in the emerging economy of South Africa. Reputation Matters was recently rated the number one reputation management company in South Africa in June 2012 by TopSEO and took a bronze award at the 2011 PRISM Awards in the category, Corporate Communication. It has a national footprint in South Africa, with representation in most of the provinces and particular expertise in green issues, retail and technology.
For Regine le Roux, MD of Reputation Matters, membership of the network brings with it valuable global reach for the agency. "It will allow us to provide our clients with global expertise and communication support, whilst still providing the specialised services we are renowned for. We believe that the synergy with the network will give us an even greater edge when it comes to setting the pace in the local market."
Sara Render, chairman of Ecco, comments, "The network is pleased to receive Reputation Matters into the network as it facilitates its presence in Southern Africa. All our members are independent owner-managed businesses with a strong track record of good client retention and excellent work. The company meets the criteria and has principals with an international mind-set. South Africa is an important addition for our clients, as a strong emerging market. We are thrilled to have them on board."


text:
Inamo hi-tech restaurant hands on3 December 2010
Inamo is about to open its new flagship restaurant on London's Regent Street, and Pocket-lint was invited down for a sneak peak. Now, you may be wondering why a technology website is interested in a restaurant opening. Well, let us explain... Inamo isn't... >>
Epson EH-DM3 all-in-one karaoke projector4 September 2009
Epson's most intriguing offer in Berlin this year is the Epson EH-DM3 all-in-one portable projector that brings karaoke to the home cinema party. Retailing at £579 when it lands in November, the unit will play from USB, HDMI, PC, TV tuner, digital cameras... >>


text:
Boy1, as he's holding one of my kitten heels upside down: Why does this have a stem?
Boy1 has, under my nose, turned into, well a boy. He's stretched out - face now more ovaloid than round. I watched him walk away from me the other day and it struck me all of a sudden how tall he's gotten. Yet, he's still mama's boy and says "Mama" or "Mommy" more than probably any other word over the course of the day. Often in rapid succession - I guess to make it absolutely clear it's my attention he craves.
Boy1's babyness lingers on, though, reverting frequently to helplessness even though we all know he is becoming more and more competent and able. These moments sometimes frustrate me to no end, especially when I'm tired and stressed and don't want to deal with the I-can't-do-x-You-do-it routine. Then other times, his big boyness throws me for a loop, and I can't quite believe how much he can do all by himself.
Language - that's been huge. Those complicated sentences and sentiments - have me often floored. When I asked him who he played with yesterday, Boy1 told me that he chose to play with A, a girl who was sick, since he wanted to make her feel better. I'm not sure how unusual it is for a 3.7 year old boy to be that considerate and thoughtful but he does things like this quite frequently. Like how he'll bring grandma's cup of water to her (filling the cup himself) in the morning since she always likes a cup of water first thing. Or saving pieces of treats he treasures to share with Mommy. Boy1 is going to be a serious catch one day. *insert heart palpitations*
I often wonder what the effect of his birth order will have on him. Being the middle child is no joke. He is self-declared shy - at gymnastics warm ups he usually just stands there, watching everyone, while all the other boys and girls are running around in circles as they are supposed to. Warm-ups are apparently just not his thing. And up until last night, he did not do any public singing in front of crowds. School performances would involve no lip movement besides a smile at me, slowly morphing into a complete absence of smile - not feeling that either. But last night, Boy sang at a school function. There was even the occasional body motion accompaniment. My heart swelled. I think it helped him to be standing next to a good (girl)friend who was way into the singing.
I've decided I need more patience with him, more one-on-one time. Somehow, the other day, we ended up lying in my walk-in closet looking through a box of miscellanea together - alone - he had pulled on one of his ties on his pants and it came clear off into his hands. This sent us both into giggles. Later, he had said something to the effect of, "Remember how we had funny things together?" The look in his eyes was unfiltered love.
He's growing up. I want him to. And I don't.


text:
Zombies Ate My Pizzas! Free
4 reviews
By installing you agree to the Terms of Use and other terms
More from TyDuS
Download size2 MB
Last updated11/30/2012
Works with
- Windows Phone 8.1
- Windows Phone 8
- Windows Phone 7.5
App requires
- phone identity
- owner identity
- location services
- photo, music, and video libraries
- data services
- phone dialer
- HD720P (720x1280)
- WVGA (480x800)
- WXGA (768x1280)
Supported languages (1)
English (United States)
Feed the Zombies before they feed on You! Hordes of ever-hungry zombies are coming your way! Throw them your delicious pepperoni pizza to stall their hunger, or feed them toxic pizzas to melt them away for good! Be warned, the longer time goes by, the more hungry zombies will come! How long can you survive? Full version of the game includes longer play time, additional poison mode, and ability to load and save high scores.
2/6/2011Extremely slow. Needs major work. Hope to see this progress into something cool.
2/5/2011Doesn't work, super laggy
2/2/2011Won't even load up
2/2/2011Sooooooooo slooooowwwww


text:
Selling mobile may lead users to 'greatest gadget of all time'
1 December 2010 — 7:02 PM
People who choose to sell a mobile this winter could opt for a replacement in the shape of the iPhone – which is still in the running to be named by one publication as the Greatest Gadget of the 21st Century.
Luke Westaway, writing for the online magazine in question, CNET UK, says the device has progressed through three rounds relatively unscathed.
He describes it as an "iconic gadget", explaining it will go up against the TomTom Go Live sat nav in the next stage of the contest.
The omens are good for the iPhone, with Mr Westaway noting it has treated the match-up with "an air of contempt".
Some of the specifications of the handset that could lure those who have recently sold a mobile include its provision of web browsing technology, thousands of apps and hi-tech camera.
The most recent incarnation of the Apple product, the iPhone 4, was released in the UK in June.
Money saving tips brought to you by envirofone.com, the easy way to make some extra cash.
Latest articles
Mobile recycling could be an option for recipients of unwanted gifts30 December 2010 — 12:02 PM
People can get money for a phone they do not intend to use.
Selling mobile can create chance to buy HTC Desire HD29 December 2010 — 3:54 PM
People who enjoy a large screen may find all they want in the HTC Desire HD.


text:
LG GM360 Viewty Snap and GT400 Viewty Smile review: One for everybody
LG GM360 Viewty Snap 360-degree spin
The LG GM360 Viewty Snap measures 108 x 53.1 x 12 mm roughly the same dimensions as the KM900 Arena and KM570 Cookie Gig. The Viewty Snap is on the compact side of touch phones, without compromising screen size. At just 87 grams, its pretty lightweight too you wont feel it in your pocket.
Heres the breakdown of the Viewty Snap pros and cons.
LG Viewty Snap key features
- 3" 256K-color resistive TFT touchscreen of WQVGA resolution (240 x 400 pixels)
- Quad-band GSM/GPRS/EDGE support
- Widget-enhanced interface and Livesquare homescreen
- 5 megapixel Schneider-Kreuznach-certified autofocus camera with LED flash
- QVGA video recording @10fps
- microSD card slot, up to 16GB
- Standard 3.5mm audio jack
- Standard microUSB port (charging enabled)
- Bluetooth 2.0 with A2DP
- Landscape on-screen QWERTY keyboard; Handwriting recognition
- FM radio with RDS
- Office document viewer
- Social networking integration
- Smart dialing (names and numbers)
LG Viewty Snap main disadvantages
- No 3G
- No Wi-Fi
- No GPS
- Low resolution screen
- Three widgets max per screen
- Camera lens unprotected
- Poor video recording
- Poor screen sunlight legibility
- Maximum email attachment size is 2.2MB (both ways)
- No DivX/XviD video support; low-res videos only
- No accelerometer
Viewty Snap design and construction
The LG GM360 Viewty Snap borrows some design elements from the Chocolate line the thin silver strip that runs down its side and the side buttons are straight from the New Chocolate phones.
The LG GM360 Viewty Snap looks like it belongs in the New Chocolate lineup
The Viewty Snap is built around two things the display and the camera, and both are pretty prominently featured by the styling of the phone. The display has a glossy plastic bezel that contrasts with the rest of the surface and the silver ring of the camera lens has the Schneider-Kreuznach and Auto Focus labels clearly visible.
The screen itself is a resistive 3-incher of WQVGA resolution the same specs as the KM570 Cookie Gig. Nothing phenomenal in terms of response, it is sensitive enough not to cause any problems.
The screen is bright with good colors and viewing angles. The resolution is a quarter of what the Arena had, but its not a major problem. As for sunlight legibility, weve seen worse and weve seen much better direct sunlight is not this screens friend.
A WQVGA resistive display the Viewty Snap has to stay within budget
Other than the display, the rest of the items of interest on the front are the earpiece (which doubles as a loudspeaker), the Call and End keys and the menu key. They are actual hardware buttons, which is what some people prefer.
The left side of LG GM360 Viewty Snap features the microUSB port, which is used for both charging and data transfers.
On the right-hand side theres the volume rocker and the shutter key. The keys are as thin as the silver strip, meaning not all too comfortable to use. At least they are prominent enough and surprisingly clicky.
The microUSB port on the left volume rocker and shutter key on the right
The top hosts the 3.5mm standard audio jack and the Power/Lock key. The power key is small and flush against the top. Its still ok to use and accidental presses are unlikely.
The 3.5mm jack is on top, along with the tiny lock/power key
There are no controls or connectivity ports at the bottom of the LG Viewty Snap, just the mouthpiece.
Just the mic pinhole on the bottom
The backside is the home of the second main attraction of the LG Viewty Snap the 5MP camera with Schneider-Kreuznach lens and LED flash. The silver plastic ring around the camera looks cool but offers very little protection against scratches.
The 5 megapixel camera lens is prone to scratches
The 900 mAh Li-Ion battery of the Viewty Snap is quoted at 300 hours of stand-by and 5 hours of talk time. It lasted us about a day and a half of testing and another couple of days of standby, which is about as much heavy users can expect from the Snap.
The 900 mAh battery performs decently
The microSD card slot is also placed under the battery cover but it is still hot-swappable. The LG GM360 Viewty Snap can easily handle a 16GB microSD card you get access to the card instantaneously, theres no lengthy initialization period.
The back, true to its New Chocolate muse, is piano black plastic that gets covered in smudges in no time. The shape and the silver accents on the side make the Viewty Snap a BL40 New Chocolate lookalike. The Viewty genes are more prominent at the rear.
LG GM360 Viewty Snap in hand size comparison vs. Viewty Smile
Looks and build quality are solid. The only complaint we have is the buttons under the display. They just look cheap. Other than that, the narrow, thin frame of the phone and its rounded corners make it comfortable to hold. Its lightweight too, fitting any pocket with ease.


text:
Running 1.6.
If it was 2.1 I'd definitely buy one, but not on 1.6.
Jump to content
Running 1.6.
If it was 2.1 I'd definitely buy one, but not on 1.6.
Edited by Colibri, 22 November 2010 - 05:55 PM.
I want one!
To be fair you're still getting an android handset! If I had the money I sure would, I don't use my home phone for things other than calling people. It'd be nice to have an internet browser, app marketplace, texting, etc. in mine!
I want one!
I never use my land line tho, so cant warranty spending £99 on one. But if I could, this would def be the one i went for! Maybe when they come down in price XD
Edited by vinokirk, 02 December 2010 - 08:06 PM.
So anyone get one of these? I got a Liveview instead....boy I wish i got an idect ihome instead
Alas I got the Live View instead. Ill wait till this comes down in price a little
Edited by vinokirk, 12 March 2011 - 03:15 PM.
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text:
- New Presidents or Provosts: El Centro College, Oakland CC, Red Rocks CC, U. of Louisiana-Lafayette, U. of Missouri-Kansas City, Western Governors U.
- Newly Tenured ... at U. of Missouri-Kansas City and Quinnipiac
- A Small Step Toward Transparency
- Solidarity No More?
- Audit finds that U. of Missouri at Kansas City business school gave false information to Princeton Review
Newly Tenured ... at Frostburg, Missouri-Kansas City, Wesleyan
The following individuals have recently been awarded tenure by their colleges and universities:
Frostburg State University
--Robert C. Forsythe, mathematics
--Mark Gallagher, music
--Steven L. Hartsock, social work
--Sean Henry, librarian
--Gerard R. LaFemina, English
University of Missouri at Kansas City
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Cathedral's Tyler Gaffney comes up Roses
LOS ANGELES Before he put one career on hold to return to another, before he re-introduced himself as an impact recruit, Tyler Gaffney went back to school.
As in all the way back ... to Cathedral Catholic High.
"People from San Diego know that that school is darn near a small college campus," said Gaffney, who set a then-section record by rushing for 2,866 yards as a Dons senior. That was five years ago.
Nearly half a decade later, Gaffney went back and forth between training in Palo Alto and working out at his old school in Carmel Valley. He was still several weeks away from being able to re-enroll for the April 1 start of Stanford's spring quarter. His teammates -- the ones in pads -- practiced without him.
With him, they have returned to a familiar destination of their own. New Year's Day will find the Cardinal, matched against Michigan State, in their second consecutive Rose Bowl Game.
For Gaffney, it will be his first time playing in the Granddaddy, a wonder not lost on Stanford's senior running back.
"You grow up watching the Rose Bowl, especially as a West Coast kid," Gaffney said. "Last year, I was there as a fan watching these guys win a Rose Bowl championship, and this year ... I'm in the game. This is all you can ask for."
This, too, is the validation of a decision. Drafted in the 24th round of the 2012 MLB draft, Gaffney left Stanford after his junior season to spend last year in the Pittsburgh Pirates' organization. The former two-sport Dons athlete, after reprising that role at Stanford, hit .297 as an outfielder for the State College Spikes of the short-season-A New York-Penn League.
The Gaffney file
USA Today All-America second team
All-Pac-12 second team
Stanford team MVP (Irving S. Zeimer Memorial Award)
Named to the U-T's All-Time All-County first team
5,547 rushing yards and 99 total touchdowns during career at Cathedral Catholic
2008 Cal-Hi Sports "Mr. Football"
Stanford baseball: two-time All-Pac-10 honorable mention, .301 average over 161 games with 132 runs and 76 RBIs
Signed with Pittsburgh Pirates after being drafted in 24th round of 2012 MLB draft
In what might have been construed as a sign, Gaffney excelled at making baseball a contact sport; in 151 plate appearances, he was hit by 20 pitches.
"When he said he was going back to play football, I knew it really wasn't just to play football, but to do something with it," Cathedral Catholic football coach Sean Doyle said. "To me, he's playing with the same mentality (he had in high school). That's 'Give me the ball, and I'm gonna do something with it.'"
In February, Gaffney announced his return to Stanford, where he had a year of eligibility left. In April, on baseball's Opening Day, Gaffney returned to football practice. Then in September, he rushed 20 times for 104 yards and two touchdowns in a season-opening win against San Jose State.
It was the first of nine 100-yard games, all coming in a season that has seen Gaffney emerge as the Cardinal's feature back. He was named second-team All-America by USA Today after rushing for 1,618 yards and 20 touchdowns -- this after 791 yards and 12 touchdowns over his first three seasons.


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RECIPE: Warm Chocolate Pudding
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- Prep Time: 20 min
- Cook Time:
- Total Time: 20 min
- Serves: 6 servings
This warm pudding has a marvelous deep chocolaty flavor, but it's low in fat and super-quick to make. Don't skimp on the quality of cocoa with this one—treat yourself to the good stuff.
Contributed by: EatingWell.com
- 1 large egg
- 2 1/4 cups nonfat or low-fat milk, divided
- 2/3 cup sugar, divided
- 1/8 teaspoon salt
- 2/3 cup unsweetened cocoa powder
- 2 tablespoons cornstarch
- 1 teaspoon vanilla extract
- Lightly beat egg with a fork in a medium bowl.
- Combine 1 1/2 cups milk, 1/3 cup sugar and salt in a medium saucepan; bring to a simmer over medium heat, stirring occasionally.
- Meanwhile, whisk the remaining 1/3 cup sugar, cocoa and cornstarch in a medium bowl. Whisk in the remaining 3/4 cup milk until blended. Whisk the simmering milk mixture into the cocoa mixture. Pour the mixture back into the pan and bring to a simmer over medium heat, whisking constantly, until thickened and glossy, about 3 minutes. Remove from heat.
- Whisk about 1 cup of the hot cocoa mixture into the beaten egg. Return the egg mixture to the pan and cook over medium-low heat, whisking constantly, until steaming and thickened, about 2 minutes. (Do not boil.) Whisk in vanilla. Serve warm.
Tips & Notes
- Make Ahead Tip: Pour the pudding into a bowl and place a piece of plastic wrap directly on the surface. Refrigerate for up to 3 days; serve cold.
Per serving: 164 calories; 2 g fat ( 1 g sat , 1 g mono ); 37 mg cholesterol; 34 g carbohydrates; 6 g protein; 3 g fiber; 110 mg sodium; 311 mg potassium.
Carbohydrate Servings: 2


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WEBSITE OF THE DAY: Beautiful Crime
Here's another arty one for you, in the shape of beautifulcrime.com, a daily dose of news from the contemporary, urban and digital art worlds.
Urban art has taken off in a big way, with the likes of Banksy now being seen as part of the art establishment, rather than the mischievous guerrilla street artists they once were.
Not many a week goes by without a new talent emerging, and this is a great place to see who the movers and shakers are.
With successful exhibitions already having grabbed the headlines, Beautiful Crime is soon to bring street art closer to the reach of many people with the launch of an online shop.
If you just want to wander through the virtual gallery, that's great. But soon this might be where you come to grab a piece of contemporary art, long before you read about it in the mainstream media.
One to watch, definitely.
If you have a useful, funny, or just plain weird website that you want to tell us about, drop us a line using our feedback form.


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|Home >
|Evolution 101
The Lederberg Experiment
In 1952, Esther and Joshua Lederberg performed an experiment that helped to show that many mutations are random, not directed.
Here is the experimental set-up for the Lederberg experiment. All you really need to know in terms of background information is that bacteria grow into isolated colonies on plates, and that you can reproduce the colonies from an original plate to new plates by stamping the original plate with a cloth and then stamping empty plates with the same cloth. Bacteria from each colony are picked up on the cloth and then deposited on the new plates by the cloth.
The hypothesis for the experiment is that antibiotic resistant strains of bacteria surviving an application of antibiotics had the resistance before their exposure to the antibiotics, not as a result of the exposure.
So the penicillin-resistant bacteria were there in the population before they encountered penicillin. They did not evolve resistance in response to exposure to the antibiotic.
Causes of Mutations
Search · Site Index · Navigation · Copyright · Credits · Contact
Understanding Evolution For Teachers Home · Understanding Evolution Home
Read how others have recognized the Understanding Evolution website
Spanish translation of Understanding Evolution For Teachers from the Spanish Society of Evolutionary Biology.


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Glycemic index refers to a food's ability to raise blood sugar to a
particular level within a given period of time. Glycemic index applies only to
carbohydrate foods because they are the foods that most affect blood sugar
Some starchy foods have a high glycemic index. These foods may
cause high blood sugar levels after meals. High glycemic foods include instant
rice, baked potatoes, and raisins. Foods that contain mostly fat and protein do
not affect blood sugar levels very much, so their glycemic index is not
Most nonstarchy vegetables, fruits, and legumes have a low glycemic
index. These foods may help prevent high blood sugar after meals. Low glycemic
foods include rye grain, dried beans and lentils, apricots, and peanuts.
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MARION, Iowa - A spokesperson for the Iowa National Guard said Monday that pilots conducted routine night vision training over the city of Marion late Sunday evening.
Col. Gregory Hapgood said the helicopter pilots were running tests on a spotlight system that has the ability to lock on to a specific address or set of coordinates. He said the residences they were using for the training were owned by people who had already been notified.
Hapgood said the Iowa National Guard doesn't typically notify local law enforcement of training exercises, but that they do work with local Federal Aviation Administration officials before conducting them.
Cedar Rapids, Iowa News, Sports, and Weather
National Guard Conducts Helicopter Training Over Marion
By Brady Smith, Reporter
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Links to your Websites and Support Groups' Websites
Documentary Title and Basics:
"The Cradock Four" (feature version) and "The Cradock Murders: Matthew Goniwe and the Demise of Apartheid" (52-min TV version).
Four men were assassinated by an Apartheid police hit squad in 1985, becoming one of SA's most notorious political murders. The murders were a turning point, triggering a state of emergency and led to the release of Mandela within five years.
Made over 7 years with own funds, finally a South African-French co-production, release date June 2010 (25th anniversary). Location: SA. Crew: David Forbes (Prod/Dir/DOP) Michel Noll (Prod - Fr) Post prod: France. Distribution with ICTV (France). High Def 16:9
More About the Documentary's Story And Issues:
"The Cradock Four" represents a dive into the atrocious affair of the murder of four young freedom fighters, Matthew Goniwe and his companions, who had challenged the Apartheid system. Late on the winter night of 27 June 1985, South African Security Forces set up a roadblock near Port Elizabeth. Four activists, including their leader, Matthew Goniwe, a popular teacher from the small South African town of Cradock, were in the ambushed car. They had been secretly targeted for assassination by Apartheid's Generals. The policemen abducted Matthew Goniwe, Fort Calata, Sparrow Mkonto and Sicelo Mhlauli and murdered them in cold blood. To cover their tracks they mutilated and set fire to the bodies. The burnt remains of "the Cradock Four", as they came to be known, were later found near the Port Elizabeth suburb of Bluewater Bay.
The murders became one of Apartheid's murkiest and controversial episodes. The film will allow the viewer to perceive the oppressive climate of the sombre racist regime. It will show how the system broke the freedom and the dreams, then the lives of these four young men. We shall look at both inquiries into the murders (in 1989 and 1992), as well as into the investigations of the Truth and Reconciliation Commission (TRC), which denied amnesty to the killers. By telling the story from both sides, using archive materials and dramatic recreations we will approach the ideals which led Matthew and his friends to support the then-banned African National Congress (ANC). Matthew was organising the underground structures of the ANC's armed wing, the "Spear of the Nation". He gave this support at the price of his life, but it would later contribute to the demise of Apartheid.
Film's style incorporates four main visual elements: interviews, archive, dramatic recreations and lyrical visuals, woven tightly together to produce a chilling story that moves with pace.
The mountains that surround Cradock in the arid semi-desert of the Karoo are a character, the grass and the windmills a witness to the atrocities and the windmills and wind signifying the spiritual ancestors whose blood soaked the soil.
Powerful high contrast visuals, often set at night, create a real sense of the menace of Apartheid and the power arraigned against our protagonists.
Original composed music provides a haunting score for many of the major scenes.
Archive of Matthew Goniwe talking about Apartheid and education, and many scenes of police brutality.
Lessons Learned
- have deep pockets
- persevere, persevere, persevere, persevere, persevere
- co-production is complicated, do your homework
- be flexible, and be prepared to see things from other viewpoints
- don't mortgage your own house for the film
- never, ever give up
- set high standards and maintain them
- ALWAYS record sound when you record picture
- plan meticulously and visualise the end product
- don't underestimate the script/structure work required for editing


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The recipe for Hainanese Chicken Rice is adapted from early Chinese immigrants originally from the Hainan province in southern China. The dish is simple: bite-sized pieces of steamed or blanched white chicken, fragrant rice (often cooked in chicken broth with pandan leaves added), light or dark soy sauce, and a delicious ground chilli and ginger paste.
For the dish to sizzle, the accompanying ground chilli paste has the ability to make or break it. Too hot will make for an uncomfortable dining experience, too mild will leave the dish tasting bland as a whole.
A lot of effort goes into the preparation of this flavourful dish, with chefs slowly steaming or blanching the chicken until it is fully cooked, before immediately soaking it in cold water. This stops the cooking process and ensures that the meat remains tender, and is also why the meat is usually served at room temperature.
Usually accompanied by a bowl of light chicken broth, thin slices of cucumber, chilli mixed with dark soy sauce, and ginger paste, a good plate of chicken rice can easily be found at many hawker centres in the city, including Maxwell Road Hawker Centre for Tian Tian Hainanese Chicken Rice (天天海南鸡饭) and restaurants like Boon Tong Kee (文东记), Big Bird Chicken Rice Restaurant (大鸟鸡饭店) at Balmoral Plaza. Wee Nam Kee (威南记海南鸡饭 )at Marina Square and United Square and the more luxurious and up-market version at Chatterbox at Mandarin Orchard Hotel (乌节路文化酒店). Simple yet tasty, Hainanese chicken rice is Singaporeans' choice comfort food and a national dish, making it another must-try.


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Hey, welcome to The Howrse Helper! Chloren is the founder of the site and i'm the weird assistant, seam, who has a tendancy to mess things up (example: i deleted our home page so i had to make a new one...).
Anyway, we have tons of stuff on here. Some pages are still in progress but most are done....Check out the blog for everything new! We always have a poll or two going....some we leave goin' for awhile and some don't stay long. You can contact us a variety of ways (check the contact us page). If you have some cool graphics business and want us to advertise it send us an example of your work and we'll put it up on the Stuff For Your Page page.
If there was anything we didn't cover or cover well contact us andwe'll work it out!
Seam & Chloren


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Oil shale
The United States Department of Interior's Bureau of Land Management recently announced that BLM will "take a fresh look at commercial oil shale and tar sand plans issued under the prior administration." For some people, this will raise two questions. What is "oil shale"? What are "tar sands"?
The term "oil shale" in particular might confuse some people. Oil shale is something different than the shale formations that have been receiving so much attention recently in connection with hydraulic fracturing. Those shale formations contain natural gas, or sometimes oil, but traditionally it has not been economical to produce that oil or gas. In recent years, however, advances in hydraulic fracturing and horizontal drilling has made such production economically feasible (see my 3/28/11 post).
Oil shale is something different. Oil shale is a type of sedimentary rock that contains a solid hydrocarbon called "kerogen." Oil shale is formed in a process similar to the processes which are believed to lead to the formation of natural gas or oil. Organic material is deposited along with silt in sea bottoms. Over time, the organic material is buried by more and more silt, and is subjected to heat and pressure. Depending on the amount of heat and pressure, the organic material can be converted to natural gas, oil, or oil shale.
Oil shale can be mined like any other solid material. If the oil shale is then heated in a surface container to a temperature between 750 and 930 °F, it undergoes a chemical change in which an oily liquid is formed. This process is called "retorting." The oily liquid, sometimes called "shale oil," can be upgraded and then sent to a refinery. Because a chemical change takes place during retorting, the process is different than the process of melting a solid or the process of heating a viscous liquid to make the liquid flow more easily.
Retorting generally is performed in a plant, but companies sometimes perform retorting while the oil shale still is in the ground (called "in situ retorting") by using vertical heaters placed in holes to raise the temperature to about 650 to 700 °F. This saves the step of transporting the solid oil shale.
Some people criticize the use of oil shale on environmental grounds, objecting to the mining process, the energy needed in retorting, and the need to do something with the solid material left after retorting.
The largest deposits of oil shale in the world are found in the United States in the Green River Formation that covers parts of Colorado, Utah, and Wyoming. The Green River Formation is estimated to contain the equivalent of 1.2 to 1.8 trillion barrels of oil, with the recoverable portion of that being the equivalent of perhaps 800 billion barrels of oil. At present rates of oil consumption, 800 billion barrels of oil could supply the entirety of U.S. oil demand for about 100 years.
In a later post, I'll discuss tar sands.


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Driving Marketing Results with Big Data
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Swiss scientists achieve a remarkable mashup of optogenetics, synthetic biology, and brain control.
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Twitter Firehose Reveals How New York City Sleeps 3 Hours Later on Sundays
The ebb and flow of geolocated Twitter activity is a "social microscope" that reveals the heartbeat of a city, say complexity scientists.
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Seven Must-Read Stories (Week Ending November 15, 2014)
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Twitter Firehose Reveals How Weather Affects Mood
We're all influenced by the weather but psychologists have struggled to gather convincing data revealing the correlation. So researchers are turning to Twitter instead.
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