text:
The high quality scaler imported as part of bug 486918 is capable of upscaling, but we only use it for downscaling. To see what results are like, you can modify RasterImage::CanScale in image/src/RasterImage.cpp to ignore aScale; you'll want to investigate both quality and memory usage, because we will hold on to the larger upscaled image.
I'm working on this one :)
Hello Dae and Joe.
Are you working on a patch locally?
I would be happy to help if you don't have time to work on it.
Created attachment 728669 [details] [diff] [review]
Patch to use high-quality scaler both for downscaling and upscaling.
Patch to use high-quality scaler both for downscaling and upscaling.
Running the quality and memory tests now.
Created attachment 728670 [details]
The difference in quality of the scaled image is noticeable
As you can see in this image the difference of quality is noticeable.
Created attachment 728671 [details]
memory usage comparison between scalers
The memory usage is smaller with the high-quality scaler.
Created attachment 728693 [details] [diff] [review]
quality scale up as well unless target size is bigger than 10mb
Added some code to contain the situation where the upscaling can get too big in the memory.
When we use the high quality scaler the target size is stored in memory, and not in the GPU like the standar scaler, so we need to control this.
and by standard scaler I meant Imagelib.
Comment on attachment 728693 [details] [diff] [review]
quality scale up as well unless target size is bigger than 10mb
Review of attachment 728693 [details] [diff] [review]:
This patch looks great. While I can't give it r+ yet (r+ for me means that it can go into mozilla-central as long as it passes Try[1] and any style nits I have are addressed), it's a very strong first patch. Congratulations!
When you address the below issues, upload another patch and ask me for review. I'll give it a once-over and then push it to Try for you.
Note: In future, you'll want to flag someone (for example, me!) for review below. We were in the middle of a conversation, so in this case it didn't matter, but in general it's very easy for this sort of thing to get lost in the deluge of bugmail people get every day.
https://developer.mozilla.org/en-US/docs/Developer_Guide/How_to_Submit_a_Patch has a lot more information. :)
1. https://wiki.mozilla.org/ReleaseEngineering/TryServer
::: image/src/RasterImage.cpp
@@ +2929,2 @@
> {
> + int32_t scaled_size;
In C++ this declaration can be anywhere, so you may as well put it down where you assign to it.
@@ +2934,1 @@
> return false;
Here, surround the if's body with {} (like below); even though it's only one line, it *looks* like more than one line, so it's safer to put the braces in.
@@ +2935,5 @@
> + if (scale.width > 1.0 || scale.height > 1.0) {
> + // To save memory don't quality upscale images bigger than 10mb.
> + scaled_size = mSize.width * mSize.height * scale.width * scale.height;
> + if (scaled_size > 2621440)
This part is going to need to change, likely to a preference value. You can look at how the preference "image.high_quality_downscaling.min_factor" is handled, and do exactly the same thing.
You'll also want to have this pref be stored in bytes, which means multiplying by 4 above. And as you have written this, it'll give us a warning because we're implicitly converting from a double to an integer. Silence that warning by explicitly casting.
@@ +3031,4 @@
> frame = mScaleResult.frame;
> userSpaceToImageSpace.Multiply(gfxMatrix().Scale(scale.width, scale.height));
> + // Since we're switching to a scaled image, we need to transform the
Looks like maybe you accidentally changed some whitespace here?
Ah yes! I agree in all fronts.
I posted this to see if the logic and use of data made sense to you. I will move scaled_size to a preference value.
Does the size limit (assuming size calculation for RGBA) means that a user with a 2560x1600 display will rarely have the HQ upscaler kick in?
John, we can make the limit bigger. What value do you suggest?
I think 15MB should be enough to cover all cases, including 2560x1600 displays.
John, with the comment Joe made about multiplying the pixels by 4 to make it bytes. The value to compare against is 10,485,760.
This is higher than the amount of pixels in the screen size you mention.
Which is 4,096,000.
15,728,640 bytes (15mb) / 4 (bytes per pixel) = 3,932,160
Your target display of 2560x1600 has 4,096,000 pixels.
We are short still by a little.
Joe and John, how about 20mb?
As long as there's a limit, we can always tweak it later. Sounds good to me.
Created attachment 728695 [details] [diff] [review]
quality scale up as well unless target size is bigger than 20mb
Fixed with review comments from Joe.
Comment on attachment 728695 [details] [diff] [review]
quality scale up as well unless target size is bigger than 20mb
Review of attachment 728695 [details] [diff] [review]:
You need to add the pref to modules/libpref/src/init/all.js as well.
Once you've done that and reuploaded your patch, I'll push this to try for you!
::: image/src/RasterImage.cpp
@@ +70,4 @@
> static bool gHQDownscaling = false;
> // This is interpreted as a floating-point value / 1000
> static uint32_t gHQDownscalingMinFactor = 1000;
> +// The the amount of pixels in a 20mb image
s/The the amount/The number/
Also change "20 mb" to a number of megapixels; possibly 20 :)
Created attachment 729059 [details] [diff] [review]
new version of the patch with review fixes
Thanks a lot for the review! :)
I have made the changes you mentioned.
20 megapixel is 80 mb. So changed it up to 80 mb and updated the comment to 20 megapixel. Sounds very big to me but that is what you suggested, as far as I understood.
Created attachment 729069 [details] [diff] [review]
fixed comments to specify size in megapixels and resolution
Done :)
Comment on attachment 729069 [details] [diff] [review]
fixed comments to specify size in megapixels and resolution
Review of attachment 729069 [details] [diff] [review]:
Looks great! I've pushed it to try: https://tbpl.mozilla.org/?tree=Try&rev=2b37db614185
If that all comes back clean, you'll want to request checkin-needed as a keyword on this bug, and someone will get to it after not too long. To do so, be sure your patch is formatted correctly: https://developer.mozilla.org/en-US/docs/Creating_a_patch_that_can_be_checked_in
(Incidentally, this patch will also need to be rebased on top of current mozilla-central.)
Note that, when you're fixing nits or other review comments, you don't have to request another review (from me, anyways); r+ means "I trust you to make these changes and commit."
::: image/src/RasterImage.cpp
@@ +70,4 @@
> static bool gHQDownscaling = false;
> // This is interpreted as a floating-point value / 1000
> static uint32_t gHQDownscalingMinFactor = 1000;
> +// The amount of pixels in a 5 megapixel decoded image.
nit: number of pixels.
I forgot to mention that I rebased the commit on current mozilla-central.
Since there was a change yesterday applied to the same file, and the number lines of the patch didn't match anymore.
Created attachment 729082 [details] [diff] [review]
s/amount of pixels/number of pixels
Thanks for all the help! In both explaining the process and reviewing the patch :)
To whoever checks this in, can you confirm with me please that you can pull the patch description/author easily from the git formatted patch?
Comment on attachment 728669 [details] [diff] [review]
Patch to use high-quality scaler both for downscaling and upscaling.
>diff --git a/image/src/RasterImage.cpp b/image/src/RasterImage.cpp
>index 2546511..28be3c8 100644
>--- a/image/src/RasterImage.cpp
>+++ b/image/src/RasterImage.cpp
>@@ -2925,12 +2925,8 @@ RasterImage::SyncDecode()
> }
> static inline bool
>-IsDownscale(const gfxSize& scale)
>+IsScaled(const gfxSize& scale)
> {
>- if (scale.width > 1.0)
>- return false;
>- if (scale.height > 1.0)
>- return false;
> if (scale.width == 1.0 && scale.height == 1.0)
> return false;
>@@ -2946,8 +2942,9 @@ RasterImage::CanScale(gfxPattern::GraphicsFilter aFilter,
> // We don't use the scaler for animated or multipart images to avoid doing a
> // bunch of work on an image that just gets thrown away.
> if (gHQDownscaling && aFilter == gfxPattern::FILTER_GOOD &&
>- !mAnim && mDecoded && !mMultipart && IsDownscale(aScale)) {
>+ !mAnim && mDecoded && !mMultipart && IsScaled(aScale)) {
> gfxFloat factor = gHQDownscalingMinFactor / 1000.0;
> return (aScale.width < factor || aScale.height < factor);
> }
> #endif
>@@ -3024,7 +3021,7 @@ RasterImage::DrawWithPreDownscaleIfNeeded(imgFrame *aFrame,
> frame = mScaleResult.frame;
> userSpaceToImageSpace.Multiply(gfxMatrix().Scale(scale.width, scale.height));
>- // Since we're switching to a scaled image, we we need to transform the
>+ // Since we're switching to a scaled image, we need to transform the
> // area of the subimage to draw accordingly, since imgFrame::Draw()
> // doesn't know about scaled frames.
> subimage.ScaleRoundOut(scale.width, scale.height);
Thanks Matt :)
\o/ First patch
I accidentally botched a few lines of the patch; pushed a follow-up fix:
Which version of Firefox first implemented the supplied patch? I've just noticed that the image quality when upscaling is indeed notably improved (Great work!), but upscaling still isn't excellent for stuff like comic strips and pixel art (Introduces some blur still).
Is it at all possible to get a optional nearest neighbor upscaler as that would work best for comic strips and pixel art amongst other stuff.
The patch was merged in 2013-03-26. So when Firefox 23 was in nightlies.


text:
Rustic Roasted Vegetable Tart
|1 Small, cut into 1 inch pieces
|1 Large, cut into 1/4 inch slices
|Plum tomatoes
|4 , chopped
|Sweet red pepper
|1 Medium, cut into 1 inch pieces
|Olive oil
|4 Tablespoon (Divided)
|4 Clove (20 gm), minced
|1⁄2 Teaspoon
|1⁄8 Teaspoon
|Pie pastry
|1 , refrigerated (1 Sheet)
|1 Tablespoon
|Shredded parmesan cheese
|2 Tablespoon
In a large bowl, combine vegetables, 3 tablespoons oil, garlic, salt and pepper.
Transfer to an ungreased 15-inch x 10-inch x 1-inch baking pan.
Bake at 450° for 25-30 minutes or until the vegetables are tender and the moisture has evaporated, stirring every 10 minutes.
On a lightly floured surface, roll pastry into a 13-inch circle.
Sprinkle cornmeal over a greased 14-inch pizza pan; place pastry on prepared pan.
Spoon vegetable mixture over pastry to within 1-1/2 inch of edges.
Fold up edges of pastry over filling, leaving the center uncovered.
Brush pastry with remaining oil.
Bake at 450 degree for 20-25 minutes or until crust is golden brown.
Sprinkle with Parmesan cheese.
Cut tart into wedges.
Garnish with basil if desired.
Recipe Summary
Rate It
Nutrition Rank
Nutrition Facts
Serving size: Complete recipe
Calories 1969 Calories from Fat 1152
% Daily Value*
Total Fat 129 g199%
Saturated Fat 36.2 g180.9%
Trans Fat 0 g
Cholesterol 26.4 mg8.8%
Sodium 2449.2 mg102%
Total Carbohydrates 183 g61%
Dietary Fiber 23.7 g94.7%
Sugars 17.6 g
Protein 30 g59.9%
Vitamin A 121% Vitamin C 385.4%
Calcium 46.6% Iron 40%
*Based on a 2000 Calorie diet

subset: commoncrawl


text:
Roast Honey Pork
|Pork leg
|5 Pound (2.5 Kilogram)
|Green ginger
|1 Tablespoon
|2 Tablespoon
|2 Teaspoon
|2 Teaspoon
|1⁄2 Cup (8 tbs)
Score leg of pork by cutting through the skin and fat in a criss-cross fashion.
Run a knife between the skin and the meat to form a pocket.
Grate green ginger and spread evenly into pocket.
Mix oil, ground ginger and salt together, brush over pork and place in oven at 180°C (350°F).
Periodically brush with remaining oil while cooking.
Allow 60 minutes of cooking time per kilo.
Glaze pork by pouring honey over it about 15 minutes before it is done.
Delicious with candied carrots and sweet potato, taro or cassava cakes.
Rate It
Nutrition Rank
Nutrition Facts
Serving size: Complete recipe
Calories 4584 Calories from Fat 2526
% Daily Value*
Total Fat 281 g432.7%
Saturated Fat 103.3 g516.3%
Trans Fat 0 g
Cholesterol 0 mg
Sodium 3885 mg161.9%
Total Carbohydrates 128 g42.8%
Dietary Fiber 0.5 g2%
Sugars 123.4 g
Protein 376 g751%
Vitamin A Vitamin C 2.1%
Calcium 2% Iron 7.4%
*Based on a 2000 Calorie diet


text:
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text:
The continued human suffering and cynical engineering of social ruptures in Muzaffarnagar is another reminder of the imperative for a law to prevent further communal violence. This statute was promised by the UPA government when it assumed power in 2004. But so far it has been unable to muster the political courage to steer it through Parliament.
This winter session will be its last chance to redeem its pledge to its people for defending India's secular democratic fabric.
This same winter, 20,000 people will be forced to subsist in makeshift camps in Muzaffarnagar: refugees from hate, exiled from their homelands for the crime of their religious identity. Electoral politics divide people and social fractures harden through hate, fear, violent intimidation and organised boycott.
Muslim residents emptied out of more than a hundred villages in the aftermath of September's violent attacks spurred by angry claims — later proved false — that a Muslim boy was stalking a Jat girl. But when people tried to return to their villages, they faced blockades to employment in the Jat landlords' fields, and some were attacked and killed.
Apart from farm labour, the main livelihood of impoverished Muslims of the region is 'pheri' — selling clothes from house to house — but as they try to recommence this, again they hit both boycott and threats. Their despair is compounded because hardly any arrests have been made despite more than 400 police complaints of murder, armed robbery and arson. Women speak in hushed voices about gang rapes. The few times the police enter a village for arrests, women block their paths and the police return empty-handed.
In many riots I have seen in the past, the surge of hate violence was almost always followed shortly after by elders and women of both communities reaching out to each other, by which some social healing and reconciliation would set in. Gujarat, Assam and now Muzaffarnagar represent a new dangerous phase in communal relations in India, in which hatred is actively fostered not just in the heat of the actual violence but equally in its aftermath.
Survivors are actively blocked from rebuilding their livelihoods through systematically organised social and economic boycott, and are discouraged from returning to their homes.
Through such social hate strategies, in Gujarat today many villages have been 'cleansed' of their erstwhile Muslim populations. Muslim ghettoes like Juhapara have grown from one and a half to four lakh, swollen with refugees from violence. People in Gujarat speak of 'borders' between Hindu and Muslim settlements, each almost fully segregated from the other. This threatens to be the new reality in Lower Assam, and now Muzaffarnagar.
There were no riots in the Muzaffarnagar countryside during Partition or the Babri demolition, but today it is being divided on communal lines, perhaps permanently. If communal organisations succeed in preventing mixed settlements of Hindus and Muslims, new generations will grow up knowing little about each other, with no bonds of understanding and friendship. This will be the beginning of the end of the idea of pluralist and tolerant India.
To effectively prevent identity-based targeted hate violence in India, the central pillar of the communal violence Bill must be passed to make state administrations legally accountable to prevent communal violence, and to control it effectively and in the shortest possible time.
Current laws fully empower governments to prevent and control hate violence: prosecuting those indulging in hate propaganda, the use of force and calling in the army. If state administrations wish to control even the largest outbreak of communal violence, they can do so in a matter of hours, not even days.
The problem is their deliberate failures to use the law to prevent such violence, and the permanent scars that such bloodshed leaves on communities that otherwise live together peacefully. The law must, therefore, create a new crime — 'dereliction of duty by public officials', which makes it a crime if they act — or deliberately do not act — in ways which allows or fosters communal violence.
'Command responsibility' makes not just the officer on the spot but the level from which commands emerged to not control hate violence criminally liable. If such a law was in place we would not have witnessed the criminal abdication of duty by officers to prevent communal carnages such as in 1984 in Delhi, 1992-93 in Bombay, 2002 in Gujarat and 2013 in Muzaffarnagar.
Other critical pillars of the proposed law are protecting victims' rights to justice, and mandatory standards of relief and rehabilitation in the aftermath of communal violence. The importance of these is highlighted when we observe even an administration such as that currently in power in Uttar Pradesh which claims to be secular, failing to establish and run relief camps, provide effective support to rebuild destroyed livelihoods and homes, or to facilitate legal justice to the survivors.
The version of the Bill prepared by the National Advisory Council, with which I was closely associated, contains all these essential features. It has been attacked on two main grounds. The first is that it is the claim that it offers protection only to minorities, and second, that it compromises with the federal structure by creating a national authority with powers over states.
I contest both these claims, but these are not essential to the architecture of the law and can be given up to build consensus. The law can be made to apply to all, both minority and majority, and instead of a national authority, powers of oversight and advice to states can be given to the National Human Rights Commission, which already defends human rights without invading state autonomy.
There is just a small window before the general elections, in which everyone from the right to the Left of the political spectrum needs to come together, to rapidly build consensus on a law that makes state administrations legally accountable to prevent and control communal violence, and ensure survivors' rights to reparation and justice.
India cannot afford the recurrence of the hate, suffering and social fractures of Muzaffarnagar yet again.
Harsh Mander is Director, Centre for Equity Studies
The views expressed by the author are personal


text:
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text:
Loading game...
Objective: You're out of the fortress, but there's an ambush! You and your team must survive to reach the mountain side!
Most Popular Tags: fun hard game cool adventure easy awesome good war space impossible the is monster battle crystal play best awsome this kill rpg action a escape
Learn more about tags.
This is a game made with Sploder's classic game creator.


text:
As the EPA released its final clean up plan, some river advocates say capping toxins, rather than digging them up, may not hold up over time.
EPA Wins Latest Round In Housatonic Cleanup Battle With General Electric
The federal Environmental Protection Agency and General Electric have been at odds over the so-called "Rest of the River" cleanup plan.
Baker Says He Agrees With EPA Over Housatonic Cleanup
General Electric polluted the river with PCB's decades ago when it ran a factory in Pittsfield
GE's CEO Breaks Silence On EPA Disputer Over Next Phase Of The Housatonic River Cleanup
GE polluted the Housatonic River with PCB's decades ago when it ran a factory in Pittsfield and has already cleaned-up a portion of the river.
Dispute Continues Over Next Phase Of Housatonic River Cleanup
In a filing this week, the EPA stands by its plan to clean up a stretch of the Housatonic from Pittsfield to Lenox.
Gov. Baker: General Electric's Boston Move, Housatonic Cleanup Separate Issues
General Electric is battling the federal Environmental Protection Agency over the costly cleanup of the Housatonic in Pittsfield , which GE polluted with PCB's decades ago. Now, lured by up to $120 million in state incentives, GE is moving its headquarters to the Bay State.
RELATED: General Electric's Move To Boston Sparks Hope In Berkshire County
General Electric Differs With EPA On The Next Phase Of The Housatonic River Cleanup
In a filing with the EPA, GE says the so-called "Rest of the River" plan is "not a common-sense solution" and violates the terms of the original agreement between the two parties.
EPA Releases 'Intended Final' Cleanup Plan For Housatonic River
A couple miles of river have already been cleaned up. The EPA's latest plan covers about 10 miles from Pittsfield to Lenox as well as four dams south of there.
Part Of Housatonic River In Pittsfield To Get A Makeover
Bringing back native plants is only one step in restoring this part of the Housatonic. Tearing down an unnecessary century-old dam is another.
Berkshire County Communities Seek Compensation from GE
Six communities from Berkshire County have joined forces against General Electric.


text:
Hey now...I was brought up on grits too....and I LOVE cheese grits. Send me the recipe too please!!! :-)
Southern Belle
firstname.lastname@example.com wrote:
In a message dated 8/9/2004 10:44:28 AM Central Standard Time,
email@example.com writes:
Never liked grits either, but I have one recipe that is very tasty -
would anyone care to try it?
Having grown up on grits, I love them any way they are cooked, especially
cheese grits. Cathy, I'd love to have your recipe, but you'd better send it
privately so as not to cause gags on the list.
zone 7
West TN
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text:
A2 [ I or T ] to speak to a god either privately or in a religious ceremony in order to express love, admiration, or thanks or in order to ask for something:
formal You must pray (= ask for) God's forgiveness for what you have done.
More examples
- We pray for deliverance from our sins.
- Let us pray for those who are not so fortunate as ourselves.
- The people all fell to their knees and began to pray.
- We're having the party in the garden, so I'm praying it'll be sunny.
- He knelt in front of the altar and prayed.
Thesaurus: synonyms and related words
Thesaurus: synonyms and related words


text:
The Rhône Valley is home to famous names like Châteauneuf-du-Pape, Côte Rôtie and Hermitage with the Côtes du Rhône known for great value.
This full-bodied wine offers a robust core of dark fruit, and savoury white pepper notes that make it a superb food wine. Perfect with beef.
Long fermentation and ageing in stainless steel tanks preserve intense red fruit flavours with classic notes of white pepper and moorland herbs.
As seen on TV. The spice-tinged red fruits continue on the palate, which is medium-bodied and has a pleasing length. Enjoy with Mediterranean lamb dishes or barbecued meats such as pork.
An approachable wine with medium intensity and a gently complex nose of pear, white peach and delicate honeysuckle scents. A rounded palate with a pleasing balance between roundness and crisp acidity.
A delicate pale pink colour with intense red fruit aromas followed by a full yet fresh with floral and citrus notes.
Mea A warm, elegantly structured, spicy red with intense jammy blackberry fruits, strawberry hints and soft tannins. A great quality red and a fantastic companion for meats and cheeses.
Brilliant garnet in colour, with a classic Rhône nose of bramble fruits and heady spice. The medium-bodied palate has fresh and snappy red fruit surrounded by firm and persistent tannins.
A powerful, savoury-sweet bouquet of ripe black fruit and peppery spice, along with pungent herb notes redolent of thyme and rosemary.
A perfumed nose of blackcurrants, spice, black pepper and red fruits. Restrained yet powerful on the palate, well rounded with warming fruit and spice, integrated tannins and a long finish.
Our Côtes du Rhône, a blend of Grenache, Syrah and Carignan. Discover perfume, blackcurrant and pepper
Hurry! When it's gone, it's gone - wigig. The fruit of a long lineage of winemakers for four centuries -wine-makers and black-smiths farriers.
A wine that is at once powerful and fresh. An expressive nose of ripe pear, elderflower and vanilla leads into a palate of ripe plum and and tangerine, finishing with a long refreshing zing.


text:
Photo editing
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Hi there. I have 61 images that I need the following done to:
1. remove background and make all white
2. crop to square
3. keep high resolution (save maximum jpg)
4. A sample before / after is attached (and a PSD is in the archive I'll send you once project is accepted)
5. Mirrors should have a "fake" reflection, see image.
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text:
Archive by Author
How to Lead Better When Pressure Is Mounting
Posted on 21. Feb, 2017 by lollydaskal.
Most of us work under pressure, that is a given, but not many of us who work under pressure will have our work affect hundreds if not thousands. As a leader, CEO, boss, what we do, gets magnified, scrutinized, and maximized.
The idea that a leader can make decisions when times are under pressure, and still bring out the best in their people, is something that we can all learn from and certainly apply to our lives and leading.
As an executive coach to leading thought leaders around the world and as a business consultant I have seen qualities that leaders retain in order to become better leaders under pressure.
Here are things that they do and that we can do to emulate and echo great leaders qualities.
Manage your anxiety: Most people lose themselves in the stress of tension, but great leaders draw from their interpersonal skills to know that to lose control is not to manage well. They understand that courage is grace under pressure, so as leaders they learn to be bold, and manage their anxiety, even though their anxiety sometimes seems bolder than they are.
Maintain an optimistic attitude: Great leaders recognize that all kinds of risks and uncertainty can threaten their organization's survival, and they know that becoming negative, and getting all critical is never going to make any stressful situation better, so they learn how to remain positive and have an optimistic attitude.
Find calm in chaos: Great leader know that if you cannot handle the pressure you cannot be successful, and therefore are all about finding clarity and coherence in times of chaos, they look for order, so they can find solutions that will make a difference not only for their company but for their people.
Look for those who can assist: Great leaders know you cannot do everything alone, you need others to help, assist, and to collaborate with, in times of stress, great leaders look for support, from those who are talented, skilled and capable, they work with them, to find solutions that will work.
Mold your own potential: Great leaders know they are only as good as what they know, they can only lead from how we are informed. Therefore, great leaders are constant learners they make the time to constantly learning new things, to up their game, what they knew yesterday, is not good enough for today, because pressure is something you feel when you don't know what the you are doing, therefore manage pressure, they work on molding their own potential, the better they are, the better equipped they are at handling the pressure.
Stay ahead of the curve: Great leaders try to stay ahead of the curve, they need to be present in the moment, but they are always planning for the future, the greatest leaders are always thinking what is my next step forward, when pressure mounts the calm has to prevail, so they can think what will be my next step, the more you know the better you can decide what is your next move is, you truly don't know what you need to do, until you find yourself under pressure sometimes you learn best in calm, and some in chaos.
Continue to contribute to the cause: Great leaders know that to withstand stress, you need to be able to be grounded in something bigger than yourself, they are constantly and consistently grounding themselves and dedicating themselves to pursuing the noble cause of their company, organization or institution, they know that if purpose is the driver they will be able to prevail.
Lead from within: As Winston Churchill stated. "You can measure a man's character by the choices he makes under pressure." Great leaders handle their pressure, and because they do, those around them will respect them and trust them.
How do you handle pressure when it's mounting? Share your thoughts.
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12 Signs You Have the Mindset to Be a Great Leader
Posted on 14. Feb, 2017 by lollydaskal.
Becoming a great leader is a work in progress. There are things that will accelerate your leadership and things that will hold you back. I believe that everybody has within them the potential to be a great leader. But it all starts, and ends, with mindset.
As a coach to top executives in leading industries, I've been able to observe the traits that the best leaders share. Here are some of the most significant. If this sounds like you, you could be on your way to greatness. And even if it doesn't, you can get there—but you may need to adjust your thinking first.
1. Curious. Great leaders are always curious. They never turn down the opportunity to learn new things, and they know that an opportunity to learn can come at any time. A curious mind and love of learning are part of any great leadership.
2. Positive. Great leaders know the importance of positivity. When you have to deal with the reality of life it can be easy to become pessimistic—but great leadership requires a mindset that can turn what is bad into good, what is negative into positive.
3. Attentive. A great leader is a great listener. Many of us who know the importance of communication focus on speaking and writing well but forget about the critical skill of listening. Great leadership means making yourself into a great listener and encouraging others to share their thoughts.
4. Open. Great leaders are open—to people, ideas and opportunities. If you allow people to come to you with their thoughts and ideas and visions and you listen and you take it all to heart, you have the right mindset for great leadership.
5. Empathetic. Empathy is among the most important leadership skills—it allows leaders to connect and quickly tune in to how others are feeling. Showing care and compassion to others is part of great leadership.
6. Resourceful. Great leaders know how to tap into resources. As John Quincy Adams said, "If your actions inspire others to dream more, learn more, do more and become more, you are a leader." Leaders know how to use whatever's at hand and make the best of any situation. If people look to you in times of crisis, you have the resourceful mindset of a great leader.
7. Flexible. Great leaders know change is inevitable. They're ready for anything the future brings because they embrace the very concept of change, and they never waste time trying to uphold the status quo. Great leadership means rolling with the changes.
8. Communicative. The best leaders communicate clearly and concisely. Whether it's your long-range vision, your thoughts and opinions on a current situation, or even bad news, you need to communicate with sincerity, transparency and feeling.
9. Connected. Great leaders know the importance of connectedness. They work hard on creating and maintaining great relationships; they make it a priority to inspire, teach, support and encourage others. if you are a great networker because you genuinely love connecting with people, you have the mindset of a great leader.
10. Confident. Confidence is important for great leadership. If you accept that you are accountable for your own actions and behaviors and you are not into the blame game, if you have the confidence to admit when you are wrong and stand up when you're right, you have the mindset of a great leader.
11. Principled. Values and convictions matter in great leadership. That means you know who you are and what you believe in, you're committed to your values and you live your life according to those values. People feel inspired by your commitment and passion and will seek you out to connect.
12. Solution-seeker. Solutions are important to great leadership, because problems are everywhere. A future orientation will lead you to look outside the square to search for solutions, and when you find solutions you have the mindset of a great leader.
Lead from within: Great leadership comes from having a great mindset, so pay attention to what you think before it becomes how you act.
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7 Things You Need to Know To Improve Your Leadership Style
Posted on 07. Feb, 2017 by lollydaskal.
Many of us aspire to great leadership. But how do we recognize what great leadership even looks like? What are the attributes that make leaders great?
Here's one of the most important: Highly effective leaders don't rely on what they know but constantly work to improve who they are and what they do. Success usually lies between who you are and who you want to be, what you want to do and where you want to go.
Here are seven other attributes that great leaders tend to share. Think about which you should be incorporating into your own leadership—and remember that when success is within your reach, you still have to stretch to get to it.
1. They know how to forecast. You'd think that most leaders would spend their time thinking of what needs to get done today, but truly great leaders are visionaries who spend significant time forecasting the future. Truly great leaders look ahead. They see things not through the lens of current realities but in light of future possibilities. They know that present circumstances don't determine how far they can go, only where they need to start.
2. They know how to formulate. Effective leaders can take a vision and formulate it into a well-organized plan that others can manage and follow. They know where they want to take others, and the plan articulates how they'll get there. The best leaders keep in mind the importance of translating their vision into a reality.
3. They know how to present. Successful leaders are able to communicate and demonstrate a plan for action. They know how to get the right people in the right roles to get the job done well. They're great at communicating complex problems in simple terms that people can understand. They're able to share information in a way that people get it. For truly great leaders, communication must be HOT: Honest, Open and Two-way.
4. They know how to trust. Even the most talented, skilled leaders know that they cannot accomplish everything on their own, and they know how to trust others to get the job done. Confidence in your people is crucial; it allows you to focus on the things that only you can do, without feeling the need to micromanage others. Truly great leaders know this and because they trust their people, their people in turn trust them.
5. They know how to manage. A successful leader is someone who can not only lead but also manage. They know how to manage themselves before managing When they set goals for others—when they decide what work needs to be done and how to facilitate those goals so they get done—they are setting an example of effective management themselves by focusing on others to get things done.
6. They know how to expedite: Truly great leaders know how to facilitate and promote and stimulate their people by making what needs to happen a priority. They're good at following through on plans and making sure everyone knows their role, serving as a catalyst and allowing their team to work together to get things done.
7. They know how to motivate. The best leaders are able to inspire and motivate people into taking action. They have the charisma and the character that inspire others to follow them. They're able to lead by example, because they refuse to ask others to do what they can do for themselves. In setting a strong example, they motivate their people to do the same.
Lead from Within: The best leaders must be close enough to relate to others, but far enough ahead to motivate them.
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The Sobering Realities Every Leader Must Face
Posted on 31. Jan, 2017 by lollydaskal.
In leadership, as in all things, there are tough realities we all have to face.
We can wish it were otherwise, and we can work to make it otherwise to the extent we are able, but whatever the situation, you're never well served by ignoring what exists now.
There are times when leadership feels like a problem to be solved and other times when it feels like a reality to be experienced.
Here are some sobering realities you're likely to face at some point in your leadership:
You don't always get the credit you deserve (or think you deserve). if you think leadership is about gaining recognition and glory for what you accomplish, think again. It's far more often about giving credit to others and acknowledging their contributions. You may feel you deserve more, but that's not how it works—and the faster you can face that reality, the less disappointed you will feel. It's the leader who can lead just as passionately toward a noble cause or a compelling vision while getting little credit (but more than their share of criticism) who's on track for success.
Leadership can be really lonely. To be a leader comes with great responsibility. Many people look up to you to always know the answers and provide direction. But who can you turn to when you need inspiration or motivation? The reality is that leadership is often a lonely and isolated experience. The antidote is to create for yourself a inner core group that supports you and is there for you.
The pressure is continuous, and it's exhausting. A leader has to be on top of their game 24/7. You can hardly let your guard down, because people are counting on you and there is always a lot to get done. Sometimes the sheer pressure of leadership can be utterly exhausting. If you don't want to burn out, learn to find a balance between your leadership and your private life— and be sure to make the things that are important to you a priority.
Your mindset affects not only you but also those around you. Keeping a positive outlook is not an option but a necessity. As a leader, you must keep a mindset that's optimistic and positive, because people are relying on you. If your attitude is off, it will affect everyone around you. Do everything you can to maintain a positive outlook, because negativity causes unnecessary disruption and turmoil among those you lead.
Authenticity is strength. If you're reluctant to embrace authenticity, you may have subscribed to the idea that it's a point of vulnerability and therefore not a smart move. It's certainly true that your authenticity will make you vulnerable, but here's the surprising truth: that vulnerability can be the best thing you have going for your leadership. It helps you stand out of the crowd and shine as who you really are—not who others want you to be. Even in an environment where authenticity isn't valued, the best leaders know that being real is a strength.
Sobering realities are a part of everyone's learning, in leadership as in any other field. And at some point in the tenure of your leadership, you realize that it's not the hard realities but what you do about them that truly matters.
Lead from within: Never try to escape your realities. Take them on and make them everything you want them to be. Because a bad leader can destroy good people.
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How to Be a Real Leader And Great Manager
Posted on 24. Jan, 2017 by lollydaskal.
From time to time through the years, I've written on the difference between leadership and management.
I am revisiting the subject now because it's not enough to understand that leadership and management are two different things.
I believe that the two are complementary; to be truly effective, you need both.
Of course we do have defined tasks as leaders, and managers have a specific role to play too. But that doesn't mean that the two functions are easily separated.
People look to managers not just to assign them a task but also to define a purpose for them—something that's usually a role of leadership.
And managers organize workers not just to maximize efficiency but to nurture skills, develop talent and inspire results, again showing overlap with leadership.
Here are seven ways that management and leadership roles can complement each other:
1. Leaders focus on motivating people while managers focus on tasks, systems and structures to provide inspiration. The success of leaders is measured by the relationships they develop and how they can engage and bond with people. The success of managers, on the other hand, is measured by how well they deal with daily tasks of running the business—budget control, customer service, deadlines, procedures processes. A balance of both is vital to motivating and inspiring people.
2. Leaders seek to challenge while managers try to maintain the status quo. Leaders achieve success by consistently and continually challenging so they scale up, move the needle and place themselves ahead of their time. Managers work to keep things the same so they can have the space to grow and take chances. Some may view management as a controlling function, but the managers allow for new things to happen even as they maintain order. Different techniques but similar goals.
3. Leaders seek to innovate while managers look to copy. Leaders work in the spheres of innovation and creativity—thinking outside the box, trying new things, taking risks. Managers make sure that the team can consistently repeat what they've done well. To maintain overall success, you need to copy with some as a backup when innovation and creativity may fail you.
4. Leaders take a long-range perspective while managers take a short-term view. Leaders are oriented to think of the future and assess their plans, visions and goals in terms of where they want to take others. Managers ensure completion of the day-to-day tasks that allow organizations to reach the long-range goals. You can't aim at the horizon if the stuff at your feet is out of control.
5. Leaders use emotional intelligence while managers are more concerned with intellect. Leaders understand the value of emotional intelligence and self-awareness. They develop skills in empathy, motivation and self-control. Managers are more concerned with analytical thinking and technical skills. Of course, teams and organizations need both perspectives to thrive.
6. Leaders explore opportunities while managers avoid risk. Leaders know how to seize an opportunity. They're instinctively able to assess target markets, resources required and the level of risk, and they understand that even if they fail and they face hard times, each experience provides great opportunities. Managers tend to avoid risk. They're much more concerned with making sure their objectives are met and risk is avoided, but they understand the importance of taking measured risks to scale and innovate.
7. Leaders inspire trust while the managers rely on control. Leaders are all about earning trust, building trust and becoming trustworthy, if you are to follow someone into an unknown compelling future, you need to be able to trust and believe in them. Managers are focused on cultivating and maintaining control, making sure everything runs smoothly and according to plan and that nothing deviates off course. Managers believe that by relying on control they can organize people—not just to maximize efficiency, but to nurture skills, develop talent and get results.
As always, there's a clear difference between real leaders and great managers. But with today's new methods of business development and the ever-changing climate of our economy, there's more room than ever for the roles of managers and leaders to complement each other, with a shared goal of respecting, appreciating, and validating those who work hard and bring their best to what they do.
Lead From Within: As leaders and managers, we have to understand that the differences in the two roles allow for the emergence of skills that will make each more successful.
Photo Credit: Getty Images
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21 Things New Leaders Should Do
Posted on 17. Jan, 2017 by lollydaskal.
It's easy to find lists of all the things that leaders shouldn't do. Here are the positive steps you can take to build successful leadership.
Especially at the beginning of a leadership journey, it's easy to focus on all the things you're not supposed to do—don't be inaccessible, don't play favorites, don't build your authority on fear. And those things are important, but if you focus exclusively on the don'ts you may have a hard time moving forward.
Here are 21 positive steps that will help you become the kind of the leader you can take great pride in, the kind people will honor with their followership.
1. Keep tabs on expectations. As a new leader you shouldn't take for granted your new title or your role for granted. Just because you are the leader doesn't mean you have to have it all figured out.
2. Grow your competencies and develop your skills. As a new leader studying every day is important, if you are doing just enough to get by, the day will come that it's no longer good enough.
3. Listen to learn. Odds are that many—if not all—of the people on your team know more about various aspects of the business than you do. As a new leader respect the expertise of others.
4. Humility goes a long way. As a new leader humility is a skill that must acquired and practiced over and over again.
5. Be the missing link. As a new leader recognize that although your team may be very capable, you were placed in that job for a reason. You bring a perspective that the team may lack. Know what it is, and make sure they know what it is too.
6. Speak well of everyone. As a new leader, don't badmouth upper management to your team or your team to upper management. It won't score points with either side.
7. Protect and shield. As a new leader guard your people from unnecessary hassles from upstairs or outside, and from any unnecessary drama.
8. Ground yourself in trust. As a new leader make sure your people know that trust—giving it, earning it and building it together—is a top priority for the team.
9. Gain a sixth sense. As a new leader tune into your perceptions enough to be able to walk into a room and sense the morale of the occupants.
10. Know what is and isn't important. As a new leader ignore trivial infractions and let them go unless they are linked to something bigger. Never ignore major violations.
11. Be the meditator, the coach, the mentor: As a new leader act promptly to squelch dissension, disputes, discord and disagreements.
12. Speak with candor. As a new leader avoid sarcasm, dishonesty, or gossip. Don't let anything you say in the moment interfere with your reputation as someone who's unfailingly candid, honest, and kind.
13. Strive to build a workplace in which respect is the centerpiece. As a new leader it requires that you and everyone on your team focus on both giving respect and earning it.
14. Make character matter. As a new leader make integrity and character the foundation of your leadership. Remember that you're always leading by example.
15. Measure your actions. As a new leader evaluate everything you do to determine whether you're having the effect you want to. If you don't already know, learn how to use data to better understand your wins and misses.
16. Know what is urgent and what is not. As a new leader give a sense of urgency to tasks that are truly important. If you don't convey it, how will they know?
17. Be willing to admit you don't know. As a new leader just because you are the leader doesn't mean you have all the answers. When you don't know, say so—then make it a point to inquire, study and learn.
18. Treat everyone with courtesy. As a new leader treat people as you want to be treated.
19. Stay focused on mission. As a new leader keep your mission at the front of everything you do, no matter what distractions and outside influences enter the picture.
20. Have a low tolerance level for intolerance. As a new leader don't EVER put up with bigots, bullies, bastards, weasels, snakes, swine, slimeballs or sleaze balls.
21. Lead by example. As a new leader this is where your leadership will ultimately be measured. So lead by example always.
Lead From Within: Before you are a leader success is all about growing yourself, when you become a leader success is all about growing others.
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5 Leadership Habits That Make You Look Unprofessional
Posted on 10. Jan, 2017 by lollydaskal.
Have you ever seen a colleague, a boss, or a leader display unprofessional behavior and wonder how they maintain their position?
It might make you wonder whether anything you do comes across that way.
No matter how much education and self-awareness you may have, it's possible that your professionalism is being undermined by unconscious behavior.
If you're not doing as well as you'd like, if your career hasn't scaled to the heights you've always expected of yourself, it may be that unprofessional habits—even subtle ones—are limiting your success.
Pay close attention to your own behavior and analyze it as you would someone else's.
Here are five of the most common unprofessional habits that damage promising careers:
1. Wandering eyes. It's one of those little cues that can happen to the best of us without our even noticing. When someone is speaking to you and going on a bit long, or when you disagree with someone you subtly avert your eyes, looking across the room, maybe glancing at a clock or watch or paying attention to something else going on in the background. Letting your eyes wander sends a unspoken message that your mind is wandering as well and clearly signals your disengagement, no matter what you say. Stay focused on the person who's speaking to show you're paying attention.
2. Always being the expert. We all know someone who considers themselves an expert on every subject—even though it's often clear to everyone that they don't know what they're talking about. It's a great way to make sure your ideas are never taken seriously and you're dismissed as someone who likes the sound of their own voice. It's damaging in another way as well: if you're always speaking, you're never learning. Listen to what others have to say and acknowledge when you're outside your range of knowledge.
3. Talking down to others. There is no quicker way to earn mistrust and ill will than talking down to someone. In trying to elevate yourself, you instead create a huge divide between you and the person you're talking with (and everybody else within range). Making others feel small goes beyond being unprofessional, it's rude and morally questionable. Especially when you're explaining a new concept to someone, take great care to keep your tone and word choice respectful and even.
4. Always being late. Life is busy and time is fleeting. Few of us can honestly say we've never been late. But being known as someone who's habitually late tells others that you respect only your own time, and not the time of others. Being on time, is a courtesy you give to others, and it says, I respect you. Being late is not a bad habit, it's a choice one makes. if you are chronically late, you are chronically rude.
5. Using "&*#$@!" language: While this should be common sense, its surprising how many professionals also believe that the use of profanities is acceptable in a professional setting. the tongue has no bones, but is strong enough to break a heart, so we always must be careful of our words. Regardless of what line of work you do, who your colleagues are, it is never a good habit to use language that is inappropriate, and that is true in professional or personal life. sometimes the sheer use of a exploit language will take away from the essence of what you want to say. Speak with conviction then deliver what you have to say with passion, this has the same effect.
Lead From Within: As leaders it's important to remember that your behavior is the mirror in which you either come across as professional or unprofessional.
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The Best Leaders Are Great Coaches
Posted on 03. Jan, 2017 by lollydaskal.
Great leadership is made up of numerous different elements and roles, which come together differently in different leadership styles. One role that's often overlooked is that of serving as a coach.
If you've ever played or trained under a great coach, you already understand how vast their influence can be.
The best leaders, like the best coaches, give those around them permission to succeed and know how to help them reach their potential.
Here are some of the most important coaching ideas shared by great leaders—ideas that can benefit anyone's leadership in any field:
Communicate with wisdom. As a coach and leader, you need exceptional communication skills. Your words should make people sit up, listen and feel inspired to act.
Challenge the unchallenged. It's important to know how to challenge others without making them feel criticized or scorned.
Raise the bar. Set and maintain high personal standards. Keep raising the bar so others can follow suit.
Invest in teamwork. Teach those around you to value great collaboration even more than individual achievement. Demonstrate the truth of TEAM: Together Everyone Achieves More
Encourage boldness. Encourage others to make mistakes and take bold moves. Nothing great was ever achieved by not being courageous.
Embrace diversity. Understand and take to heart the value of diversity and take advantage of every opportunity to demonstrate and attest to its importance.
View people in terms of their potential. Recognize the unrealized potential in those around you. Even more important, help them see it for themselves.
Be available. Whatever your position, build a reputation as someone who's approachable and quick to help.
Accumulate resources. Develop an extensive network both within and outside your organization. Make it available as a resource for others, not just yourself.
Provide solutions. Learn to seek out and develop win-win solutions and teach those skills to others.
Be an optimist. Cultivate an optimistic outlook that guides you to focus on the possibilities and connections that others might miss.
Create a compelling vision. Have a well-developed personal vision that you can communicate clearly and with inspiration. Present your vision in a way that encourages others to do the same.
Coaches are great leaders because they know how to unlock potential and motivate people to maximize their performance. In short, they help others learn to be their best. And that's what leadership is all about.
Lead from within: Great leadership isn't about what you accomplish yourself; it's about what you inspire others to do.
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How to Build a Business That's Good for Everyone
Posted on 20. Dec, 2016 by lollydaskal.
With so many businesses barely getting by, everyone wants to know the secret to make their business good for everyone, and how they can build a company that can thrive.
At the core of every business success it's important to make sure that your employees are engaged and your customers are satisfied.
As a leadership coach and business consultant, I've seen lots of companies make it and lots of companies struggle. And from my experience, the ones that truly thrive share some key principles.
Here are the most important:
Make it personal. There's a misconception that business and the personal should never mix—but the most successful companies create a personal culture, one where both employees and customers know they matter. That means getting to know them and creating mutually beneficial relationships with meaningful connection and engagement.
Good communication connects everyone. If you want an organizational culture where people are working hard to achieve the same goals, communication is key—team to team, team to board, customers to leadership—in every direction and at every level.
Surround yourself with A+ players. Steve Jobs always used to say to surround yourself with A+ players, because the best players always surround themselves with better players than themselves. The same is true for companies. Make sure your organization has highly talented people and treat them well so they will remain loyal and dedicated to the purpose and mission. When you surround yourself with the best you thrive on excellence.
Under promise- over deliver. Whatever you do, whatever product or service you are providing, make it the best out there. Do it better than anyone else to a ridiculous degree. Build and maintain the best relationship with those you serve. Deliver more than you promise to keep them with you.
Grow your team. Once you have a team of excellent people in place, the smart thing is to keep them there. The best companies make sure they have training and development programs that help people grow and move forward in their career path, because that's how you retain a great team.
Make your company a great place to work. Work is where people spend most of their time, so make your company a place where people feel motivated and inspired and they can have fun. Create an environment where people enjoy coming to work. A culture build on fun and excitement gives people the energy to outperform their own potential.
Make a difference. If the aim of your company is to make money, that's great, but it won't speak to the hearts and souls of your people. It doesn't give people anything to be inspired by. But if your business improves the lives of others—if you're providing solutions that make selling and service the same thing—your team and your customers will be far more engaged. The results? A stable, energized team, loyal customers, and great grassroots advertising through word of mouth and social media.
To create a business that thrives you have to make it a company that is good for everyone.
Lead From Within: Bottom line: When people are happy- when customers are satisfied companies succeed.
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7 Habits That Are Destroying Your Ability to Lead
Posted on 13. Dec, 2016 by lollydaskal.
Whether you are a manager, supervisor, entrepreneur or leader, it is your leadership abilities that will ultimately dictate your professional success or failure.
That means you need to identify which habits are working for you and which aren't, and eliminate anything that may be keeping you from your goals.
Here are seven of the most destructive habits leaders can maintain:
1. Surrounding yourself with clones. Strength lies in diversity and difference and challenge; being around people who are just like you may be comfortable, but it keeps you playing small.
2. Speaking without listening. The best leaders listen more than they speak, and they know the importance of hearing and gathering information from all.
3. Confusing activity with productivity. It's easy to fall into the trap of keeping busy without actually being productive. There is always so much to do, but the tasks you naturally reach for are not necessarily the ones that should be at the top of your list of priorities. Instead of plowing through a to-do list, ask yourself what you should be doing to attain the results you want to see—to move you closer to your goals.
4. Flying solo. One of the biggest challenges for many people, especially leaders, is the belief in the power of one—the idea that you can do everything by yourself. Trying to do everything alone will end up exhausting and taxing you, and in time it will destroy your ability to lead.
5. Thinking you know it all. As a leader you need to always be willing to listen to others and be teachable. Sometimes people don't want to have the answers handed to them but to brainstorm together and come up with a range of solutions. Other times people just want to vent.
6: Being unavailable and inaccessible. Being an unavailable and inaccessible leader, is the worst kind of leadership and management style, because it sends the message that your people are not important.
7. Constantly micromanaging. Saving the worst for last: Micromanagement is the flip side of leadership. The leader thinks no one can do the job as well as they can so they hover over you and make demands instead of allowing you to do your job. The message sent by micromanager leaders is "I don't trust you."
Lead From Within: Bad habits are destroying our leadership because they are hindering us from being the leader we want to be.
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text:
Chicken Breasts With Lemon And White Vermouth
|Boneless chicken breasts
|8 (With Skin Removed)
|4 Tablespoon
|4 , finely chopped
|1 , juiced
|Grated lemon rind
|1⁄2 Teaspoon
|White vermouth
|1⁄3 Cup (5.33 tbs)
|Whipping cream
|1⁄2 Cup (8 tbs)
|1 Tablespoon, dissolved
|Cold water
|2 Tablespoon
|Finely chopped parsley
|2 Tablespoon
|To Taste
|To Taste
1) Take a 10-inch glass baking dish and place the chicken breasts in it.
2) Dot with butter at places and add all the remaining ingredients except the salt and pepper.
3) Using a waxed paper, cover the chicken well.
4) Set the microwave to "Roast Mode" and cook for 15 minutes.
5) Halfway during the above process of cooking, rearrange the chicken, placing the centre pieces towards the edges of the dish.
6) Change the direction of the dish by rotating one-quarter of a turn.
7) Add required salt and pepper immediately after the chicken breasts are cooked.
8) For the Sauce: In the baking dish, add cream and cook on the highest setting with the juices from the chicken breasts for 1 minute, until hot.
9) Mix in the cornstarch dissolved in cold water and heat for 1 minute.
10) Stir well with the help of wire whisk.
11) Season with salt and pepper and pour the sauce over the chicken breasts.
12) Garnish with parsley.
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Nutrition Facts
Serving size
Calories 315 Calories from Fat 118
% Daily Value*
Total Fat 13 g20.4%
Saturated Fat 7.8 g38.8%
Trans Fat 0 g
Cholesterol 136.6 mg45.5%
Sodium 171.1 mg7.1%
Total Carbohydrates 4 g1.5%
Dietary Fiber 0.77 g3.1%
Sugars 1.2 g
Protein 40 g80.4%
Vitamin A 12.6% Vitamin C 25%
Calcium 4.9% Iron 9.9%
*Based on a 2000 Calorie diet


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Asawin SuebsaengFeb. 28, 2014 6:00 AM
Lunch Hour
"I know that I don't wanna eat it, and that I don't think it's healthy, but yet I'm serving it to 600 kids," a frustrated school official tells director James Costa, whose easily digestible 75-minute doc takes a hard look at the National School Lunch Program. Politicians, doctors, and administrators line up to discuss their war on artery-clogging meals, the obesity epidemic, heart disease, and the crap that ends up on kids' lunch trays. Lunch Hour doesn't deliver the wallop of, say, Fast Food Nation, but it packs enough outrage to make you dread your child's daily trip to the cafeteria.
This review originally appeared in our March/April 2014 issue of Mother Jones.
Mark FioreFeb. 27, 2014 6:00 PM
Mark Fiore is a Pulitzer Prize-winning editorial cartoonist and animator whose work has appeared in the Washington Post, the Los Angeles Times, the San Francisco Examiner, and dozens of other publications. He is an active member of the American Association of Editorial Cartoonists, and has a website featuring his work.
Ben DreyfussFeb. 26, 2014 4:56 PM
Hello. Good day.
This map has been going around the internet. You've probably seen it posted with a headline like "Here Is Your State's Favorite Band."
But this map does not show what your state's favorite band is. It does not purport to show what your state's favorite band is. This map shows what band or musical artist people in your state like to listen to more than people in other states. The man behind the map, Paul Lamere, gathered streaming data by zip code and then built an app that lets you compare the most distinct tastes by region. Pretty cool!
For example, according to the map, people in Idaho are way more likely to listen to Tegan and Sara than people in the rest of the United States. This does not mean, however, that Tegan and Sara is the most popular band in Idaho. What is the most popular band/musical artist in Idaho? I have no idea. Tom Petty was pretty popular when I was growing up there, but that was years ago. Who knows?
These misleading headlines are not the map's fault. The map is good. The map is cool. The map shows where in the country you are most likely to run into someone with the same somewhat peculiar music taste as you.
Let's say the mob is after you. You've stolen some money and they are going to kill you. You've been tipped off by a friend, who saw one of the enforcers asking for you at the local watering hole. You've got to get out of town, and I mean fast. You head to the airport and everything is looking aces, but then the mob sees you and a car chase ensues. You're just trying to get to the airport but bang bang bang—wow, this is cinematic—right turn, left turn, over the bridge, and through the tunnel. By the time you pull up to the airport, half the city is in ruins. The streets flow with the blood of fallen mob soldiers. You're going to be okay—or are you? The mafia boss's psychotic son is down but not out. You see him making his way toward the ticket counter. You tell the ticket agent that you need a flight. "A flight to where?" she asks. That's when it hits you: You don't even know where you're going. "Jesus Christ, I don't know! I don't have time for this! You see that guy drenched in blood? He's going to KILL ME! GIVE ME A TICKET!" "Let me ask you this," she goes on. "How important is it that wherever you go, you're able to have a conversation about the band Tegan and Sara?" "Oh, very important, obviously." "Well, you're far more likely to be able to have that conversation in Idaho than anywhere else." "How could you possibly know that?" "Let me show you this map." "Boise it is!" Then she gives you the ticket, winks, and floats off into the clouds.
Anyway, that's what this map shows you. What this map does not show you is what your state's favorite band is. Headline writers, please stop saying it does. It's really driving me crazy.
UPDATE, February 27,2014: In response to the confusion over mapgate 2014, Mr. Lamere has made a second map that actually shows what is, in fact, your state's favorite band. Or at least what is the most streamed musical artist in your state in the last year.
Asawin SuebsaengFeb. 25, 2014 8:55 PM
The upcoming Godzilla reboot (set for a May release) will offer its own modern take on the origin of the famous city-squashing monster. It's directed by Gareth Edwards, and stars Bryan Cranston, Elizabeth Olsen, Ken Watanabe, and Aaron Taylor-Johnson. The new trailer is out, and it's pretty great:
At about the minute mark, you hear characters explaining how mankind created its own colossal nightmare. Their explanation seems to call out actual American nuclear testing, specifically Operation Castle. Here are some lines of dialogue narrating images in the trailer:
In 1954, we awakened something.
With those nuclear tests in the Pacific.
Not tests...
They were trying to kill it.
In 1954, we awakened something.
With those nuclear tests in the Pacific.
Not tests...
They were trying to kill it.
And thus Godzilla comes back as a radioactive beast to destroy and rampage.
The nuclear "tests" mentioned in the trailer (and presumably the film) likely refer to Operation Castle, a series of nuclear tests conducted by the United States in early 1954 at Bikini Atoll. The original Godzilla film (Gojira) premiered that same year, and was cleverly critical of that kind of testing. (The critically maligned 1998 Godzilla, directed by Roland Emmerich, blamed Godzilla's wrath on nuclear tests in French Polynesia.)
Here's a declassified video on Operation Castle:
Asawin SuebsaengFeb. 24, 2014 3:03 PM
Harold Ramis, the influential comedy filmmaker, died on Monday in his hometown of Chicago from complications of autoimmune inflammatory vasculitis. He was 69.
Ramis is best known for directing acclaimed comedies such as Caddyshack, Groundhog Day, and Analyze This, and for cowriting and starring in Ghostbusters. His work has had a huge impact on American comedy over the past 30-plus years. "The simple idiot's advice I give to screenwriters who say they want to sell a screenplay is, 'Write good,'" Ramis said during an interview for American Storytellers in 2002. "Nothing sells like a good screenplay."
Here's more advice for young filmmakers from Ramis' American Storytellers interview. It's worth taking to heart:
You have to live your life with a certain blind confidence that if it's your destiny to succeed at these things, it will happen, if you just continue to follow a straight path, to do you work as conscientiously and as creatively as you can, and to just stay open to all opportunity and experience. There's a performing motto at Second City...to say yes instead of no. It's actually an improvisational rule…It's about supporting the other person. And the corollary to that is if you concentrate on making other people look good, then we all have the potential to look good. If you're just worried about yourself—How am I doing? How am I doing?—which is kind of a refrain in Hollywood, you know, people are desperately trying to make their careers in isolation, independent of everyone around them.
And I've always found that my career happened as a result of a tremendous synergy of all the talented people I've worked with, all helping each other, all connecting, and reconnecting in different combinations. So…identify talented people around you and then instead of going into competition with them, or trying to wipe them out, make alliances, make creative friendships that allow you and your friends to grow together, because someday your friend is going to be sitting across a desk from you running a movie studio.
You have to live your life with a certain blind confidence that if it's your destiny to succeed at these things, it will happen, if you just continue to follow a straight path, to do you work as conscientiously and as creatively as you can, and to just stay open to all opportunity and experience. There's a performing motto at Second City...to say yes instead of no. It's actually an improvisational rule…It's about supporting the other person. And the corollary to that is if you concentrate on making other people look good, then we all have the potential to look good. If you're just worried about yourself—How am I doing? How am I doing?—which is kind of a refrain in Hollywood, you know, people are desperately trying to make their careers in isolation, independent of everyone around them.
And I've always found that my career happened as a result of a tremendous synergy of all the talented people I've worked with, all helping each other, all connecting, and reconnecting in different combinations. So…identify talented people around you and then instead of going into competition with them, or trying to wipe them out, make alliances, make creative friendships that allow you and your friends to grow together, because someday your friend is going to be sitting across a desk from you running a movie studio.
Watch the full video below:
Gabrielle CanonFeb. 24, 2014 6:00 AM
Shannon Keihlor of Stone Foxes.
The sun is setting over the San Francisco skyline. Business suits blend with just-purchased city sweatshirts as tourists navigate around the denizens of the financial district into the Montgomery MUNI station. Hurriedly and expressionless, they step past the cardboard signs and bundles of blankets—makeshift concrete bedrooms to protect against another cold night.
After eight years living and performing in the city with his locally based rock band, The Stone Foxes, singer Shannon Koehler has seen this scene many times. "It's totally unbelievable how many folks are out there who spent the night on the streets," he says, adding, "They are still there in the morning seeing if you'll loan them a dime."
Koehler says he was shocked to see so many homeless when he first arrived in SF from his tiny hometown near the Sierra National Forest. But he was even more taken aback when it eventually occurred to him that he no longer noticed them. "I would walk by the same people everyday and I realized that I don't know them and all they have been trying to do is say hi. They aren't even asking for money," he says. "At some point you start to feel disgusted about how you are seeing the world. Maybe then you need to wake up a little bit."
This was the inspiration for the Stone Foxes' "The Goodnight Moon Project." Playing off the best-selling book for toddlers, Koehler wrote a song from the perspective of someone looking for answers as they fall asleep outside in the cold. The band recruited homeless participants from local shelters and tour stops to perform the song and share their stories. The result was the video below, produced with the help of a grant from the Bay Area company Clif Bar. (They also began collecting canned goods at their shows to donate to shelters.) The band's aim is to destigmatize homelessness. "The whole idea," Koehler says, "is to give a face to our fans, so they know: this is who you are helping, and this is what homelessness looks like."
Marta, an older homeless woman who participated in the project, was warm and open and insisted upon being called "Captain Marta." There was Count Zee Bop, who played djembe on the song. "He's a better drummer than I am," Koehler says laughing. But perhaps the most memorable was Walter, an older African American man whose low singing voice lent itself perfectly to the blues-inspired music. After performing, he approached Koehler to voice his appreciation. He had braved many cold nights under bridges and said the song hit home. He tells stories of police breaking up homeless encampments, and of friends he says froze to death as a result.
Koehler's lyrics tell the often unspoken story of homelessness from the perspective of those who have experienced it. Yet as the voices come together over the band's unique brand of bluesy rock, the song lends positivity and optimism to a sad situation. It's a reflection of Koehler himself, who smiles as he speaks amiably about serious social-justice issues and how important they are to him. He wears the duality well. "My mom calls me a crude Garrisson Keilor—which is actually really close," he says, laughing.
He credits this outlook, and his desire to make a difference, to his upbringing. Raised Mennonite in a rural town East of Fresno he and his brother Spence were taught to value pacifism and community. The band's sound, too, was influenced by music his listened to as a kid. "The first record that we had was mom's Led Zeppelin IV, and we had to listen to that on a Fisher-Price turntable," he says. "It just kept going from there." He and Spence were 12 and 14 respectively when they started playing together. Without much else to do on 40 acres of land, Spence picked up guitar and Shannon followed suit, playing drums and harmonica.
When they moved to San Francisco for college they were joined by Aaron Mort, (bass, guitar, vocals), and Elliott Peltzman (Rhodes, organ, piano) and began blowing out speakers in small venues throughout San Francisco as The Stone Foxes. By 2010 they were known in the city and were touring around the US, opening for bands like The Black Keys, Cage the Elephant, and Preservation Hall Jazz Band. Through it all they remained committed to their style along with the intention to make their music meaningful.
But they're not here to preach. "I like lowercase truths" Koehler explains. They want their music to make people feel good. "Our lyrics might be a little more on the political side but [at shows] it is time to party, and there is no other reason to go to a show than to have a good time."
The Stone Foxes released their third album, Small Fires in 2013, and are gearing up for some "secret" social-media announced shows around San Francisco and festival appearances this Spring and Summer. Attendees should be ready for doctor-defying crowdsurfing—Koehler says his last crowd-surfing injury won't stop him—and the occasional bra thrown onstage.
And keep bringing your canned goods to the merch booth. The Goodnight Moon Project is permanent, Koehler says. "The easiest thing for anybody to do, is if you are going to go to a Stone Foxes show, just look in your pantry and if you have a little something extra, bring it. We will give you a poster, and you will feel happy."
Jon YoungFeb. 24, 2014 6:00 AM
Lost in the Trees
Past Life
Enthralling and more than a little spooky, the third Lost in the Trees album features a downsized lineup (from six to four members), but the band's ethereal essence remains the same. Leader Ari Picker's elegant orchestral pop is the perfect vehicle for his sweetly melancholy voice, echoing John Vanderslice's best work in its effortless embrace of profound unease and deep yearning.
While 2012's A Church That Fits Our Needs was a response to the suicide of Picker's mother, Past Life is a fever dream of free-association lyrics reflecting on relationships and marked by recurring images of stairs, light and dark, and water. Whether you try to decipher his poetry or simply absorb the unsettled vibe, misty tunes such as "Daunting Friend" and "Night Walking" get under the skin like an exotic itch.
Asawin SuebsaengFeb. 21, 2014 6:00 AM
Democratic congresswoman and war vet Jacqueline Sharp (played by Molly Parker) is one of the most sympathetic characters on the Netflix political drama House of Cards. In a series populated by dark, purely self-interested, and/or corrupt characters, Sharp is something of a refreshing outlier. She is smart and strong, particularly when in a room of cynical, powerful old men. She is generally a kind and upfront person. She demonstrates an aversion to unethical deal-making. And she isn't a heartless mass-manipulator on the scale of Vice President Francis Underwood (Kevin Spacey).
"I don't think that this character is a sociopath. I think that she has a conscience," Parker said of her character. "I think that she's a principled woman in terms of her point of view, her perspective as a soldier."
However likeable or principled she may be, could she also be the show's first war criminal?
In the first episode of season two, Underwood informs Sharp that he wishes to have her succeed him as House Majority Whip. When she asks why he is so adamant, the morally bankrupt Underwood reveals that he picked her because of her "ruthless pragmatism" in wartime. He asks her about the number of missile strikes she ordered during the war, and how she ordered them knowing many innocent women and children would perish in the attacks. "I had orders to eliminate the enemy," she says, rationalizing the civilian casualties. "I watched apartment buildings, entire villages, gone, like they were never there."
Her actions clearly haunt her. In a subsequent episode, when she is in bed with her lover, she confesses in sorrow that she "killed a lot of people," before she tells him to continue bringing her to climax.
[Read more]
Nina Liss-SchultzFeb. 21, 2014 6:00 AM
It's 2014, yet women and people of color still are vastly underrepresented in the United States media landscape. A report published Wednesday by the Women's Media Center found that, while some progress toward equality has been made, journalism and entertainment still lack a diversity of voices and a variety in representation. If the US media were a person, he'd be an old white guy.
This post has been updated
Asawin SuebsaengFeb. 18, 2014 3:30 PM
Last March, when the 10-hour miniseries The Bible premiered on History channel, many observers (including Glenn Beck) noted that Satan (played by Mohamen Mehdi Ouazanni):
...resembled Barack Obama:
The internet had some fun with this, and the meme was especially funny when you considered the insane theories already out there that Obama was put on earth to do Satan's bidding. Anyway, History, Ouazanni, and producers Roma Downey and Mark Burnett all rolled their eyes at the Obama comparisons. "Both Mark and I have nothing but respect and love [for] our president, who is a fellow Christian," Downey said in March. "False statements such as these are just designed as a foolish distraction to try and discredit the beauty of the story of The Bible."
But in the abridged film version of The Bible (titled Son of God), which hits theaters next week, Satan won't be getting any screen time. "Someone made a comment that the actor who played the devil vaguely resembled our president, and suddenly the media went nuts," Downey, who also plays Mother Mary, told the Hollywood Reporter on Monday. Downey elaborated on this in a USA Today op-ed published later that day: "The next day, when I was sure everyone would only be talking about Jesus, they were talking about Satan instead," she wrote. "For our movie, Son of God, I wanted all of the focus to be on Jesus...It gives me great pleasure to tell you that the devil is on the cutting-room floor."
The White House did not respond to a request for comment regarding Devil Obama being dropped from the movie. Here is a clip, via THR, of Jesus (played by Diogo Morgado) meeting the allegedly presidential Satan in last year's miniseries:
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text:
Created attachment 646190 [details]
Valgrind stack
gczeal(9, 2)
for (a = 0; a < 4; ++a) {
b =
causes an invalid read of size 1 and invalid write of size 1 error on js opt shell on m-c changeset 7065b767f30d with -n using Valgrind, turning s-s because of this.
autoBisect shows this is probably related to the following changeset:
The first bad revision is:
changeset: 99950:e080642175e6
user: Benjamin Peterson
date: Fri Jul 20 20:17:38 2012 +0200
summary: Bug 761723 - Save script sources to implement Function.prototype.toString. r=jorendorff,njn,jimb,jst,Ms2ger
During reduction, this testcase has also been known to crash with malloc errors.
I can't reproduce on Linux 64-bit.
Also, what does "crash with malloc errors" mean?
(In reply to Benjamin Peterson from comment #2)
> I can't reproduce on Linux 64-bit.
> Also, what does "crash with malloc errors" mean?
My opt shell is compiled with --enable-gczeal, --enable-profiling, --enable-debug-symbols, --enable-more-deterministic and --enable-valgrind among others - could you pls retry?
Mac OS X has a special abort mode for binaries in which it says that there was a malloc error, unfortunately I've lost the exact error message.
A similar error message can be found here: bug 736609 comment 0
--enable-more-determinism seems to do the trick.
Created attachment 646634 [details] [diff] [review]
add barrier to JSScript::scriptSource_
This bug throws up a lot of weird duplicate errors.
And backedout for bustage: https://hg.mozilla.org/integration/mozilla-inbound/rev/c394a354eef7
Backed out again: https://hg.mozilla.org/integration/mozilla-inbound/rev/a04448be734a
Try using the Try Server first:
A type of test for this bug has already been landed because it is already marked in-testsuite+ -> VERIFIED.


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Gaining Traction In The Automobile Insurance Market
Every driver needs to ensure they have got the correct level of insurance policy coverage, but it may be hard sometimes to learn exactly how much you need. You would like to make certain you're getting the best offer. The recommendations in this post will help you avoid wasting your funds on coverage you don't need.
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Ensuring that you will have the best auto insurance for your situation doesn't really need to be a difficult ordeal. Once you understand a few of the basics of vehicle insurance, it's surprisingly readily accessible a good deal on insurance. Keep in mind what you've learned with this article, and you'll remain in great shape.


text:
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Radar: Technology & Communications Update — January 2014: ICO issues guidance to app developers on privacy in mobile apps - .PDF file.
The Information Commissioner's Office (ICO) has issued guidance urging app developers towards 'privacy by design' and highlighting the need for transparent privacy policies and flexible settings.
Mobile devices that collect personal data, particularly through apps, create a number of privacy risks, not least because they are portable, always on, have small screens that can make communication of legal niceties difficult and they are geared towards a convenient user experience.
The ICO has issued guidance for app developers on privacy in mobile apps. If you are an app developer or a data controller or data processor of personal data collected through an app on a mobile device, the guidance is a useful reminder of how to help ensure you comply with data protection rules from the outset. It also points to other pieces of useful guidance and to other legislation with which you will need to comply…
If you are registered and logged in to the site, click on the link below to read the rest of the Taylor Wessing briefing. If not, please register or sign in with your details below.


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Special Issue "Field Evaluation of Transgenic Germplasm for Agronomic Performance"
A special issue of Agronomy (ISSN 2073-4395).
Deadline for manuscript submissions: closed (1 March 2014)
Special Issue Editor
Guest Editor
Dr. Alessandro Pellegrineschi
ATS – DuPont Pioneer Route 141, Henry Clay Bldg #357 DuPont Experimental Station Wilmington, DE 19880-0353, USA
Interests: transgenic; plant breeding; gene site specific insertion; plant cell biology
Special Issue Information
Dear Colleagues,
The field evaluation of transgenic germplasm is a common measure effectiveness of one or more genes activity in the crop of interest, where both the quality and quantity of a specific trait can be measured. At first glance, the principles and general guidelines for selection among plants altered by transformation are the same as those established for classical breeding. However, the approach is different, since transformation alters one or few characteristics in an already established cultivar where classical breeding deals with the creation of new varieties and the disciplined efforts to maintain the transgenic lines in complete isolation.
This special issue is dedicated to describe methods and challenges to detect and assess transgenic lines with genes that may be useful to enhance agronomic traits, strategy for containment of transgene flow, and how to maintain the transgenic line trait purity.
Dr. Alessandro Pellegrineschi
Guest Editor
Manuscripts should be submitted online at www.mdpi.com by registering and logging in to this website. Once you are registered, click here to go to the submission form. Manuscripts can be submitted until the deadline. Papers will be published continuously (as soon as accepted) and will be listed together on the special issue website. Research articles, review articles as well as communications are invited. For planned papers, a title and short abstract (about 100 words) can be sent to the Editorial Office for announcement on this website.
Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are refereed through a peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Agronomy is an international peer-reviewed Open Access quarterly journal published by MDPI.
Please visit the Instructions for Authors page before submitting a manuscript. The Article Processing Charge (APC) for publication in this open access journal is 550 CHF (Swiss Francs). English correction and/or formatting fees of 250 CHF (Swiss Francs) will be charged in certain cases for those articles accepted for publication that require extensive additional formatting and/or English corrections.
- transgenic field trials
- breeding
- gene flow
- trait purity
Journal Contact
Agronomy Editorial Office
St. Alban-Anlage 66, 4052 Basel, Switzerland
E-Mail: Tel. +41 61 683 77 34
Fax: +41 61 302 89 18
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