text:
via Russian Politics - Российская Политика's Facebook Wall by Russian Politics - Российская Политика on 2/1/13
Russian Press - Behind the Headlines, February 1
Russia's Human Rights Record Worst in 20 Years \ Putin Plans Institutional Revolution in Russia \ Oboronservice Develops Luxury Dacha with Airport Upgrade Money
Russian Press - Behind the Headlines, February 1
Russia's Human Rights Record Worst in 20 Years \ Putin Plans Institutional Revolution in Russia \ Oboronservice Develops Luxury Dacha with Airport Upgrade Money
Russian Press - Behind the Headlines, February 1
via The St. Petersburg Times by By Nikolaus von Twickel on 1/31/13
MOSCOW – A leading rights group lashed out at President Vladimir Putin on Thursday by saying he had "unleashed the worst political crackdown" in the country's post-Soviet history after returning to the Kremlin last year.
via The St. Petersburg Times by By Anatoly Medetsky on 1/31/13
MOSCOW – Prime Minister Dmitry Medvedev took the floor in the Kremlin on Thursday to outline a wide range of goals for his Cabinet, in a move seen as a show of unwavering support for him from President Vladimir Putin.
Russia News
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via The Moscow Times Top Stories by By Roland Oliphant <firstname.lastname@example.com> on 1/31/13
Access to the Solovetsky islands, home to one of Russia's most important monasteries, could be restricted in a bid to preserve the archipelago's "special way of life," a top ranking clergyman said. < br />
via The Moscow Times Top Stories by By Irina Filatova <firstname.lastname@example.com> on 1/31/13
The Kremlin said Friday that it does not expect U.S. President Barack Obama to visit Russia before the Group of 20 summit in September.
via World news: Russia | guardian.co.uk by Howard Amos on 2/1/13
The Pussy Riot member Nadezhda Tolokonnikova has been transferred from the women's penal colony where she is serving her two-year sentence to a nearby prison hospital after experiencing severe headaches.
Tolokonnikova, 22, was moved to the remote colony IK-14 in October following her conviction for inciting religious hatred during Pussy Riot's performance of an anti-Putin "punk prayer" in the capital's Christ the Saviour Cathedral.
"The penal colony she is in is a hard one," bandmate Yekaterina Samutsevich, who was freed on appeal after the trial, told the Guardian. "She works in two shifts … and has no time to relax."
Tolokonnikova underwent a special medical investigation in December that concluded the reasons for her headaches, which she has complained of since her trial, could be "very serious", her lawyer Irina Khrunova said in a statement.
She was moved to hospital on 24 January after an official appeal to the prison director.
Inmates in female prison colonies are required to do daily work, sleep in large barracks with up to 200 others and follow a strict routine beginning at 6am.
Tolokonnikova was exhausted by the extra evening chores she was given in addition to the eight hours she spends every day sewing uniforms for the Russian security services, Samutsevich said.
The penal colonies inhabited by Tolokonnikova and her fellow Pussy Riot member Maria Alyokhina, 24, do not differ significantly from the gulags of the Soviet Union, said Alexander Rimmer, a human rights activist who spent four years in Russian prisons.
The regime inside them can be "sadistic", he said. Unlike in pre-trial detention centres, you are always dressed in prison uniform and "only your underwear is your own".
Prison authorities are, however, likely to take special care of celebrity prisoners. "They are probably very frightened of something happening to Tolokonnikova," Rimmer said. "There would be a big scandal."
guardian.co.uk © 2013 Guardian News and Media Limited or its affiliated companies. All rights reserved. | Use of this content is subject to our Terms & Conditions | More Feeds


text: Subscribe to Newsletter Subscribe First Name * Last Name * Email * Mobile Phone Subscriber Type Primary School Parents/Guardians Middle School Parents/Staff Submit Loading... Thank you for subscribing. Latest News Dental Van 30 Mar 2020 Good morning, Please be advised due to COVID 19 restrictions the Dental van is operating for tooth aches only Any emergencies can still contact us on 0417 252 536 or email for further assistance. We recommend during this time where access to routine dental treatment is limited for patients to keep up oral hygiene 2x daily with a fluoride toothpaste spit not rinsing the toothpaste off (spitting only) Kind regards, Pamela Holmes. Bridgetown Mobile DTCNorth Metropolitan Health ServiceMental Health, Public Health and Dental ServicesC/O Donnybrook Primary School, Mead Street, Donnybrook WA 6239T: 0417252536E: firstname.lastname@example.com: www.nmhs.health.wa.gov.auOur Vision: Excellence in health care for our community Connect Parent information 27 Mar 2020 We have made a folder on Schoolzine in Forms & Documents - Homeschooling Parent Information. This contain help guides for parents & students Easter Raffle Winners Announced 27 Mar 2020 Winners of the P&C Easter Raffle are:- 1st Prize Easter Hamper & Brain Spice $70 Voucher - Miller Family ticket #754 2nd Prize Easter Hamper & Target $50 Voucher - Tristan Gardiner #303 3rd Prize Easter Hamper & Kmart $30 Voucher - Helen Hack #21 4th Prize Easter Hamper & Office Works $20 Voucher - Jessica Bennett #571 5th Prize Easter Hamper - Kerri Ivey #498 Thank you to everyone that purchased a ticket and donated eggs/cash for prizes. This raised approx $1,700 for the P&C. Well done to everyone involved and Nicole Purse for organising the raffle. Raffle was drawn with witnesses of Georgia Wallace, Bernard Beatty, Carol McMeikan & Janelle Haydn-Smith. Secondary Assistance Scheme 27 Mar 2020 Please find the information and form for the Secondary Assistance Scheme. You may be eligible for up to $350 if you hold a Health Care, a Pensioner Concession or a Veterans' Affairs Pensioner Concession card for students Yr 7 - 10. Please forward the attached form and a copy of your card front and back to school before 3 April 2020. Secondary_Assistance_Scheme.pdf Primary Reception closures Term 1 27 Mar 2020 Please note the Primary office will be closed on Mon, Tues & Fri of Week 9 and Closed all Week 10. The High school office will remain open. COVID 19 Important Parent Information 26 Mar 2020 Please read the latest information regarding COVID 19 and how this will affect our school over the next 2 weeks on the below document. COVID_19_Parent_letter.pdf Junior Tennis - Cancelled 26 Mar 2020 Junior Tennis has been cancelled for the rest of the year. Reminder-Hawaiian Free Dress 25 Mar 2020 Remember that tomorrow is our Hawaiian Free Dress Day for the whole school with a gold coin donation to support Mental Health & Happiness. Yr 6 Students - Thursday's Term 1 25 Mar 2020 Year 6 students are to attend the Primary Site now on Thursday's for the rest of this term. P&C Meeting today cancelled 24 Mar 2020 The P&C Meeting & AGM for today has been cancelled. Thanks Latest News Contact Us

subset: commoncrawl


text:
Contact Us
Please contact Dr. Greg Wood with any questions or concerns.
Frostburg State University
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Frostburg, MD 21532
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About Dr. Wood
Gregory Wood is Associate Professor of History & Director of the Honors Program at Frostburg State University, where he specializes in 20th century US history, as well as social, labor, and cultural history. He received his Ph.D. from the University of Pittsburgh in 2006. Dr. Wood is the author of Clearing the Air: The Rise and Fall of Smoking in the Workplace (2016), Retiring Men: Manhood, Labor, and Growing Old in America, 1900-1960 (2012), and several articles and book reviews that have appeared in journals such as Labor: Studies in Working-Class History of the Americas, Labor History, Labor Studies Journal, Pennsylvania History, Michigan Historical Review, Labour History (Australia), and the Journal of Social History. He has presented his research to audiences at the Labor Studies Program at Michigan State University, the Newberry Library in Chicago, the Business History Conference, the North American Labor History Conference, the American Historical Association, the Social Science History Association, and the Working Class Studies Association.


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A new short story from a different author every day in July! AND they're having a sale!!! www.extasybooks.com
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Published By: eXtasy Books
Author: Dorice Grey
Page: 42
Word Count: 10691
Publication Date: July 6, 2017
Heat Level:
Available Formats: Adobe Acrobat, Epub, Mobipocket, Mobipocket (.mobi)
Categories: Contemporary, Erotic Romance, Holiday, Short Stories, 2017 Summer Shorts
Brian Schultz and his best friend, Simon, get stranded on a deserted island in the middle of the Pacific Ocean. But they don't worry too much about it, because Brian is an important person and everyone is going to look for him.
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Shameful attitude and behavior
It is time for Boeing and its ilk to accept responsibility for what happened at the Santa Susana Field Lab in 1959 and what continues to happen 58 years later in 2017.
We need a new commitment to honesty, decency and the truth.
And even more, we need a new commitment to the lives of people, American people, who are victims of its disgusting and shameful attitudes and behavior, as evidenced by its contempt for cleaning up one of the largest nuclear meltdowns in the history of the United States and the Western Hemisphere.
John Detwiler and Martha Waite, Simi Valley
Read or Share this story: https://www.vcstar.com/story/opinion/readers/2017/09/25/shameful-attitude-and-behavior/702590001/


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From sea to shining sea, from the west coast to the east coast, May God has grace on us. Help Jenny paint America.
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text: Friday, December 12, 2014 / Categories: Valeport News 892 Season Greetings Best Wishes for 2015 Seasons Greetings to all of our Customers & Suppliers. Best Wishes for A Prosperous and Healthy 2015. From All the Team at Valeport. Please note: Our offices will be closed from 24th December and re-open 2nd January 2015. Previous Article Osea2014 Offshore Oil And Gas Conference Next Article Hypack 2015 Hydrographic Training Event Print


text:
Slack's Stewart Butterfield: Collaboration Means Leadership From Everywhere
Stewart Butterfield is the co-founder and chief executive officer of Slack, a collaboration hub beloved by more than eight million daily active users. In this episode, Spencer joins Stewart at Slack's San Francisco headquarters to discuss their recent partnership with Atlassian, Slack's unique origin story, managing through growth and adversity, and how Slack is fundamentally changing communication at work.
Press Play to hear the full conversation or check out the transcript below. You can also subscribe to Office Hours on Apple Podcasts and PodcastOne.
Spencer Rascoff: Today I'm in San Francisco in the offices of Slack, and I'm with Butterfield. Stewart, thanks a lot for having me. It's great to have you here.
Stewart Butterfield: My pleasure.
Rascoff: So, congratulations, first of all. The timing of this worked out great. There was some huge news that came out about Slack and HipChat. Why don't you just share the news, and we can talk about it.
Butterfield: Sure.
Rascoff: What did you announce?
Butterfield: We've been working with Atlassian for a couple of years now on general partnerships. So, we make Slack the hub for collaboration or messaging for work or however you want to characterize it, and they make Jira, which is a really popular bug and issue tracker ticketing system used for all kinds of things. They make Confluence, which is like a Wiki/knowledge management tool, Bitbucket, source code control kind of like GitHub, and a whole bunch of other products.
And they also had a product called HipChat traditionally, and then about a year ago they introduced a new product called Stride which was their replacement for HipChat, and both HipChat and Stride were competitive with Slack. We still worked with them really well because we collectively had, at this point, hundreds of thousands of organizations who were using Slack with at least one Atlassian tool, like — I forgot to mention — Trello, task management application.
And we had no problem competing with them and cooperating, and they didn't either, but I think they came to the realization that the resources that they were investing in those products was probably better invested in their core products, which are, you know — in terms of market share, in terms of revenue — are much, much larger and go deeper on the partnership. And I think that was a really smart move, you know, very well-rewarded by the market and analysts. I got a lot of congratulatory emails saying that was brilliant, and I said, "We executed well, but I've got to give them credit for the idea." And I think it was a really unusual move for someone to make.
Rascoff: Yeah. I've never seen — so, what they basically did was they said they were gonna wind down HipChat and sell you the customer list and the IP —
Butterfield: Mm-hmm. Not even the customer list.
Rascoff: OK.
Butterfield: We're working together with them. So, we built a whole migration tool. They're messaging all of their customers, and definitely no one is being forced to migrate, but we wanted to extend the same pricing that they had to all those customers and just make it as easy as possible for people to move over.
I think there's a long history — if you go back to, like, what Microsoft looked like to IBM in 1982, or what Google looked like to Microsoft in 2001, or what Facebook looked like to Google in 2006-2007 — of a smaller, focused start-up with traction versus a larger incumbent that has multiple lines of business, and there's just a real advantage, I think, that you get in terms of the experience you can provide to customers and the kinda clarity and focus. So, I think there's — that's not always true, sometimes the big company squashes the smaller one, and in fact maybe that's more often true — but there's definitely a handful that make it out. So, I mean it feels good, but it doesn't feel good because that came at the expense of someone else, you know.
Rascoff: Right.
Butterfield: That feels good because we have thousands — tens of thousands of customers tweeting stuff, like, every day, posting to Facebook, telling their friends, insisting at their new employer that they evaluate Slack 'cause they used it at their old employer because they really like it.
Rascoff: I get the sense that the culture is not a competitor-focused culture, it's more of a persona-focused culture, customer-focused.
Butterfield: Yeah.
Rascoff: Employees come here every day trying to do the right thing by your users, and sort of whatever happens in the competitive landscape happens. Is that fair to say?
Butterfield: Yeah. No one will ever get fired because they were too good to a customer.
Rascoff: Right.
Butterfield: Including "good" in the sense of lost revenue opportunities or deferred revenue for us. We really believe in the long run — and I want to be doing this for the next 20 or 30 years, and, you know, it'd be great if the company existed for a couple hundred thousand years, couple hundred million years, who knows. In the long run, the measure of our success will be how much value we created for our customers. 'Cause you can always be the exploiter, you know, you can always be extracting more value than you can create but not for long. That just doesn't work for the universe for very long.
Customers are not gonna consistently choose Slack every year, every year, no matter what happens in the marketplace, no matter what other products arise, what other systems, if we're just trying to suck more money out of them and not make it actually something that's worth their while. I mean, the ideal case is for every dollar they spend with us they're getting back $10 or $100 or who knows in value. So yeah, we're definitely not focused on what competitors are doing, we're aware — we actually have a saying inside, "Competitor aware, customer obsessed."
Rascoff: I like that.
Butterfield: Yeah.
Rascoff: So, my first start-up, Hotwire, was very competitor focused. We were really focused on Priceline, and Zillow, my next start-up, is not so competitor focused. We're really consumer focused and persona focused. And it's a much more inspiring place to work when you're persona focused and not competitor focused. It's a little bit — I don't know, it's a little bit hollow, almost, to be overly competitor focused.
Butterfield: Yeah. I think it's easier for us to take that position than many other companies. If you're one of, I don't even know, let's say 1,200 restaurants in SoHo, in New York.
Rascoff: Right.
Butterfield: People have a lot of choice, and they're also not gonna go to your restaurant every time. And for Hotwire and most other travel sites, it's like it's a purchase-by-purchase decision, and people might have three tabs open —
Rascoff: It's much more zero-sum, yeah.
Butterfield: Yeah, and they're looking all over the place. Whereas — and certainly people can evaluate all kinds of software that they might use in the enterprise, but the commitment to actually make a purchase or invest is, like, something that happens over the course of months, you know.
Rascoff: Right.
Butterfield: And it's a much bigger just in terms of, like, literally the calories, like the glucose burned in their frontal cortex of the human beings who are doing this — is, like, a million times greater 'cause you have to shift the behavior of, you know, depending on the size of the company, dozens of people, hundreds of people, thousands of people, against habits they had formed over, like, the last decade or two.
Rascoff: So today, Slack is incredibly successful, of course, riding high from this recent announcement, but that's just a proof point. You know, so we don't need to dwell on it. It wasn't always that way. So, Slack rose from another company that was not as successful, so can you describe the founding story and sort of the early days of how Slack got started?
Butterfield: Sure. Here is the fastest possible version. Back in 2002, in, like, the really dark days — post-9/11, post-WorldCom and Enron, post-dot-com crash, NASDAQ down 80 percent, S&P 500 down 65 percent — we started a web-based massively multiplayer game company, which was not very well-timed. That ended up turning into Flickr through other means. Flickr got bought by Yahoo. A group of us went to go work for Yahoo.
Nine years — or sorry, seven years — later, 2009, we decided to try it again. We started another web-based massively multiplayer game company, which also failed. After about three and a half years, we had 45 people working on it and a pretty eclectic group because there's, like, some really serious, hardcore back-end engineering challenges, but there's also writers and artists and animators and musicians, and there is, of course, a business operations team and customer support.
And over the course of those three and a half years, we had started using a pretty ancient Internet technology called Internet Relay Chat, or IRC, which predates the web by a couple of years. And over the course of that three and a half years, just, like, one at a time and a pretty jury-rigged, hacky fashion, fixed the things that we thought were really annoying, like the kind of — the most irritating problems and challenges we had around internal communication or, conversely, the opportunities for improvements that seemed most obvious.
And then over the course of these years, we had this system for internal communications where it was a real virtuous circle; the more people paid attention to it, the more information we would route into it.
Rascoff: What did you call it internally?
Butterfield: It didn't even have a name. I think this is one of the reasons it had such incredible product market fit is there was, like, no ego involved in this. There was no speculation about what a user might want or like. This was just, like, how can we spend the minimum number of minutes to fix or improve this and then go back to what we were supposed to be doing and —
Rascoff: And it was just used for employees, the 45 employees that were working on this game that was not finding traction in the marketplace.
Butterfield: Yeah. Like, I don't even know if you — or if I did an interview at that time and someone said, like, "How do you all work?" I probably would have mentioned it, but it wouldn't have seemed very significant. At the end of the process, though, when we decided to shut down the game, we realized, "Hey, we would never work without something like this again, and probably other people would like it."
So, we had this blueprint which we executed against, and as soon as we put it in the hands — I mean not as soon as, 'cause the first couple customers are almost impossible to get. We had to beg our friends to please try it, please try it. 'Cause one of the challenges for Slack and things like it is you can't unilaterally decide — I mean, you maybe can 'cause you're the CEO — but one can't typically unilaterally decide that they're gonna use Slack to communicate with their team; everyone has to agree. Whereas somebody like, say, Dropbox — I've been paying for Dropbox for seven years or something like that. I'm a very, very happy customer — I didn't want to have to back anything up. I have multiple computers, seemed like a great solution. I just did it, but you can't do that with Slack, right? You need to get at least two people —
Rascoff: Right, you need buy-in from the rest of your —
Butterfield: Yeah, yeah.
Rascoff: Right.
Butterfield: And that needs to happen not, like, sequentially over the course of a year but more or less around the same time, and it's disruptive 'cause it's a change to how you communicate internally. So, I don't want to underplay that as a challenge. But once we did get groups using it, we found they just kept on using it, and the usage inside those companies grew, and people were very happy. And the same thing happened for them as happened for us: the more information you routed into it the more attention people paid, and the more attention people paid the more information you added into it, until, like, finally there was one kind of focal point for where work happens across the whole organization.
Rascoff: So, when you pivoted this gaming start-up to an office collaboration technology start-up, were there some people that either said, "Hey, I'm not in on that next mission," or people that weren't a good fit for what you needed?
Butterfield: Oh no, I mean — the actual shutdown — I'm glossing over the trauma.
Rascoff: OK.
Butterfield: It's pretty brutal. I mean, there was 45 people, we laid off 37 of them.
Rascoff: OK.
Butterfield: And, you know, for entrepreneurs in the audience who have been doing it for a while I'm sure they'll recognize the ups and downs. But I mean, first of all, it's humiliating personally 'cause, you know, I put a lot of my own credibility on the line, and I talked to press and investors and saying we're gonna do this and that, and then it doesn't work. And that feels bad for me individually. But much worse is the fact that I convinced most of these people to come work at the company and to give up some other opportunity that they had.
Rascoff: Right.
Butterfield: In some cases, to move to a different city. I mean there was a moment when I was announcing it internally where I kinda was just looking around the room while I was talking. First of all, I started crying almost immediately, before I got the first sentence out, but then I, like, locked eyes with one guy who, just a couple months ago had moved from a different city, away from his in-laws who were helping take care of his at that point, I think 18-month-old daughter and buy a house in this new city. And then I was telling him, "Sorry, you don't have a job anymore."
So, happy ending on that one because we hired him back about six or nine months later and he was a very early Slack employee and happy. But yeah, I mean, we don't have a big need for musicians at Slack or animators or level designers or a lot of the disciplines. So, that was, like, a — it was a pretty dark time for a while and took us a few months to — because we had money left, we were able to do it in a relatively elegant way, so a couple months to kinda clean it up.
Rascoff: Right.
Butterfield: So, offer our customers their money back, or we could donate it to a charity on their behalf, or we could keep it, to put a lot of effort into making sure that people got other jobs. We built, like, this whole website with everyone's resume and portfolio, and we did some interview coaching and wrote reference letters and got everyone else a job.
Rascoff: This was in Vancouver mostly.
Butterfield: This was, yeah, Vancouver and San Francisco, but Vancouver was the larger office at that time, and then — so, that's the end of 2012, beginning of 2013, and we start making Slack middle of 2013. We had started using it ourselves and we tried to get some friends to use it. August of 2013, we did private beta, which we called a "preview release" 'cause we didn't want people to think it was flaky. February of 2014, so four and a half years ago, we officially launched it and started charging and stuff like that. So, it was really fast, like 14 months.
Rascoff: Right.
Butterfield: And by the time we launched it, there was about 15,000 daily active users, and the teams were really sticking and there was just — like I said, this incredible product market fit out of the gate, which, to be honest, I think has propelled us to where we are today, four and a half years later.
Rascoff: I mean, managing through adversity for a leader but also for the whole company frequently makes the company all that much stronger and better. Probably somewhere in the Slack DNA, and definitely in your management DNA, are lessons learned from that period.
Butterfield: Yeah.
Rascoff: As the company has scaled to today — to 1,000 employees, eight offices — what are some lessons that you've learned as a leader through that growth period? How have you changed as a leader and as a manager? You know, what are some things that other listeners can learn from having managed through that growth?
Butterfield: It's more like what hasn't changed? I mean, I have been making software for about 25 years, like professionally, and I'm 45 now, and I'm good at product design, good at software development. I'm probably not gonna get any better at this point, not because I'm so great at it but just because, like, now I'm relatively old, and I've been doing it for so long that if I was gonna get better it would have happened in the last 25 years. And I'm sure I have other significant skills as well, but I feel like that was the strength in my career that got me to where I am, and now that's largely irrelevant. How good — I mean, I'm sure —
Rascoff: Because you have a team that's doing the —
Butterfield: Yeah, 'cause there's 1,200 employees.
Rascoff: Right.
Butterfield: And I'm not gonna make any — you know, like, I could make 10 basis points and, like, one-tenth of a percent worth of the significant decisions on the product development side, and hopefully I make a contribution on strategy, but my job is just completely different, and it took me a long time to figure it out. And I'm sure I wouldn't have said this to you at the time, but if you asked me two years ago what my job was, I would have thought inside my head, very secretly, only to myself, that my job is to be smarter than everyone else and to make all of the really important decisions.
And I didn't mean that, like, coming from an egotistical place, I just felt the pressure of, like, I need to be able to approve anything that's happening. I need to be able to, like — when there was an irreversible, very significant decision for the company, I had to be the one to make it, which, you know, I think actually is still a little bit true today. But when there was irreversible-but-unimportant decisions or reversible-but-important decisions, I didn't need to be the one making those.
So, it took me a long time to figure out what the job actually was, and to me there's three components. So, one, set the strategy and vision for the company, which sounds very lofty, but it isn't super time consuming. We had a great vision out of the gate. We had a great strategy out of the gate. Like, we haven't changed our pricing. In fact, we have set the — the pricing was proposed before we even started developing Slack, and we haven't changed it, and maybe there's better pricing, but it must have been pretty close 'cause it's working.
And the kind of — the positioning we put ourselves in, which is we want to build up to the edges of other software but not necessarily compete with them. We don't want to make document-editing tools, we're not gonna make calendaring tools, we're not gonna make, like, a bug or issue tracker, but we want to make your experience at each of those tools which you already use better because you use Slack.
The second thing is kind of a basket of governance, administrative, supervisory duties, and we have a great GC, we have a great CFO, so that actually doesn't take that much of my time either.
Which leaves a third bucket, which should be almost all of my time, which is ensuring that the performance of the organization, as a whole, is as high as possible. And I didn't think about that as my job, and because I didn't I also didn't delegate that. So, I think we were in a position a year ago, and I think we're still working out of this, where most of the executive team was making most of the decisions, you know. We would spend time, collectively, looking at spreadsheets where each row was a thing that someone was working on and saying, "Is this thing higher or lower priority than that thing? Is it the right team working on it?" And that actually would be fine at 100 or 200 people — it doesn't work at the scale that we're at now, and it's certainly not gonna work at the scale that we're gonna be at at a year and a half or two years from now.
Rascoff: So, setting the vision, but most importantly up-leveling the organization. A lot of that is around motivation, communication, employee comms.
Butterfield: Yeah.
Rascoff: So, the culture at Slack is — it seems very similar to ours. I mean, you have this phrase, "Work hard and go home." What does that mean, and how would you describe the culture here?
Butterfield: So, yesterday I did a new hire welcomes — I do, like, every two weeks — it's like the batch of people who started, and I tell them about that. I don't really actually know if we have it up at our new office, but we will at some point — we definitely had it up at our old office. And I say we had this thing up on the wall that says, "Work hard, go home." Pause, beat, beat. Everyone understood the "go home" part, and everyone laughs.
The work hard part — the point of the whole thing was we want to be able to hire all kinds of people.
Rascoff: Yes.
Butterfield: And some people got kids, and they can't stay till 8 p.m. or 9 p.m. or 10 p.m. Some people have other stuff. They're active volunteers in their community. Their church is important to them. They have hobbies that are significant. And if we can be disciplined, professional focused while we're at the office and really take the best advantage of those, I don't know, four to maybe six hours of really creative, kind of focused intelligent work, then we could all just go home earlier and do other things and rest up and kind of be prepared to do this for years and years — as opposed to play foosball for 45 minutes in the middle and then have a two-hour lunch and spend a lot of time talking about TV shows or going to karaoke that night or whatever it is. That was really important to us.
It took me awhile, until really recently, to think, "You know, we have mission and vision, strategy — we have values," but the thing that became most significant for me in thinking about what kind of culture we wanted to build were these four attributes that someone else mentioned to me, a guy named Suresh Khanna, who last I heard was the CRO at AdRoll, a retargeting company. And I was going for a walk with him once, and he mentioned just in an offhand way that he looks to hire people who are smart, humble, hard-working and collaborative. And for some reason that combination, that phrase really stuck with me.
So, like, a year or maybe two years later, I'm not even — I guess probably two years later, I realized, "Wow, that's, like, a really magical combination." And it's not that those are four important attributes and hopefully you have at least one of them as a strength but those in combination. So, you have probably worked with people who are smart and hard-working but neither humble nor collaborative, and there's certainly an archetype that comes to mind when I say that. Conversely, people who are collaborative and humble but neither smart nor hard-working — another different archetype that comes to mind.
Rascoff: Right.
Butterfield: And that's the thing that we want to cultivate. So, smart in the sense of being not high IQ, although that's a bonus if you have it, but oriented towards learning.
Rascoff: Growth mindset.
Butterfield: Yeah, and realizing that your intelligence and creativity are relatively precious things, and if you're going to be spending mental energy on something it shouldn't be something that is routine, that could be made into a checklist, that is kind of — like, there's no point trying to remember that stuff. Computers are relative to humans, perfect at remembering things. And humans are relative to computers; basically, we don't remember anything. Like, we don't — literally nothing. I don't know who I am, where I am, why we're in this room, like, just no memory. Computers can do arithmetic 100 trillion times faster than human beings — and by the way, with perfect accuracy — whereas no matter how good you are at doing math in your head, you're gonna get things wrong once in a while. So, I mean, those are kind of obvious ones. But how quickly can you improve the way that you work, and how steadily can you improve the efficacies? That's smart.
Humble is pretty obvious. Hard-working is pretty obvious. Although I have to point out that humility is kind of a fundamental one in the sense that being smart like that — understanding when you make a mistake and figuring out how to improve it — requires an element of humility. But the one that I think is gonna be least well understood is collaborative 'cause it's a pretty open word. It has a lot of connotations. It's kind of — it's difficult to know what someone means when they say that this person is collaborative, and here we mean something really specific.
Rascoff: That's very hard to evaluate in an interview as well.
Butterfield: Yeah, yeah, it is. So here, we don't mean like meek or submissive or deferential. We don't mean like you have a tendency to go along with what other people want, which I think is what comes to mind when people say "collaborative," at least sometimes. It's kinda the opposite.
But the difference between the best and the worst performing teams, I think, is much, much wider. Like 100 times wider than the difference between the best and the worst performing individuals. So, as long as you're hiring people who are basically competent, you're not hiring, like, completely incompetent people or, like, a bunch of thieves or something like that. You're gonna have better and worse employees, and better typically means not so much they have more talent at fulfilling the tasks — like their role-specific function, like they're better at Excel than the other people in finance — but that they elevate the people around them.
Rascoff: Right.
Butterfield: That they're an important contributor. They're kind of glue for the team. They drive more clarity and alignment. They give good feedback, and they're receptive to feedback and a bunch of other stuff. You think about, like, people that you've had to fire over the course of your career, or people you know of got fired — people do get fired for incompetence sometimes. The overwhelming majority is they didn't work well with other people.
Rascoff: Right, personal issues, yep.
Butterfield: Yeah.
Rascoff: In their relationships.
Butterfield: So, going back, the collaborative sense here is the opposite of those meek, deferential, submissive — it's leadership from everywhere. It's that you take individual responsibility for the health and performance of this team. So, when there are problems you help clear them up. When there is, like, low trust you help drive up trust. When there is a lack of accountability, when there's a lack of clarity around goals or objectives, you take responsibility for driving those up, regardless of who you are. So, I don't even mean just, like, the manager — I mean everyone.
And if there's a real, deep commitment across the organization to improve the performance of the team, everyone as an individual is better off, 'cause would you rather work on a high performing team or a low performing team? And obviously the whole company is much more successful as well.
Rascoff: I feel like I am a much better CEO today in my mid-40s than I was 15 or 20 years ago, because I agree with everything you just said, and I think it's super important, and when I was in my mid-20s I did not.
Butterfield: Yeah.
Rascoff: I didn't understand any of that.
Butterfield: Yeah. Well, I'm — good news, I'm mid-40s as well and would say exactly the same thing. Yeah, 'cause there's a real tendency to believe that it is, like, the heroic contributions of one genius software engineer or, like, one amazing marketer or something like that, and obviously individual contribution matters a lot, but —
Rascoff: Well, you know, it's nice. I mean, your product also speaks to this, right? Your product is about team collaboration, so it's obviously embedded in the culture of the DNA. As is sort of, like, you know, LinkedIn takes really seriously all these issues because the product is about that — it's about working well with others and collaboration and kind of being your best self at work, and Slack likewise has, you know, the product is that vision. But that's your philosophy background coming through, huh?
Butterfield: Yeah, it definitely is. There's actually one more kind of higher level thing that's going on, and that's over the last 30 years the tools for people to get their individual work done have improved dramatically. So, you imagine, like, how a recruiter gets stuff done in 2018 with LinkedIn, with an applicant-tracking system, you know, with tools to check their — well, resume scoring but also job description, language checkers and all this kind of stuff. Compared to walking into an office building and, like, with a pad of paper and writing down the names of all the companies and then going back to your desk and start making phone calls. Or a salesperson who has a CRM and has marketing automation tools and has lead scoring and has LinkedIn sales navigator, software engineer, you just go through the whole list.
Rascoff: And so, because they have more software to help them be more effective at work, what? Collaboration is more important?
Butterfield: Yeah. I think collaboration becomes the limiting factor.
Rascoff: Why? Oh, I see.
Butterfield: So, you think about it from your perspective, as CEO, if you could hire a magic consultant who would come in and through, like, GTD, time management, life hacks, whatever, would make everyone 10 percent more effective at the completion of their individual tasks, which is a significant component of their work, obviously. But people spend at the low end 30 percent of their time and at the high end 100 percent of their time on communication.
So, if you could have that 10 percent improvement in individual worker productivity, or the same magic consultant would drive a 10 percent increase in shared consciousness, like, knowledge of what people across the organization are doing, or 10 percent better understanding of goals, 10 percent more alignment. I mean, those things are harder to measure perhaps, but obviously more significant 'cause more incremental improvements in individual worker productivity are probably not gonna result in as much of a net change because nothing has happened over the last 50 years, with one exception: to improve the way that we communicate and the way we collaborate and the way that we share knowledge and the way that we get to that point where the team is working really well, and that's email.
And mail was a very, very significant step compared to, you know, mimeograph machines and taking paper and rolling it up into a little tube and sticking it into a cubby or interoffice mail or any of those kinds of things. But I think there is a second really significant change that we're part of — and by the way, if this was the industrial revolution, it's like 1870 —
Rascoff: And that change is improving communications in the office.
Butterfield: Yeah.
Rascoff: Email is — you think email is pretty outdated and not interactive, but messaging communication has —
Butterfield: It's a layer of communication that will be around for tens of thousands of years, probably. Like, it'll outlive most of us. And I mean this in a complimentary way, as the lowest common denominator form of communication.
Rascoff: Right.
Butterfield: Like, you can more or less guarantee that every other human being has an email address. But for internal communication, I think it's a pretty terrible choice, and the Outlook window for most people at most companies is that window they have into the workflows across the organization. It's, like, how budgets get approved, how job offers get made, how contracts go back and forth between legal teams, how decisions are communicated and memorialized. Like, it's just — it's almost everything. Your awareness of what's going on happens through that email window, and email is an individual-first mode of communication.
Rascoff: Stewart, thank you so much for the discussion, I really appreciate it. Congratulations on all Slack's success, and I am a happy user, and I look forward to continuing to be for many decades to come.
Butterfield: Yeah, thank you so much.


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Let's make this fast, short n sweet. My love for music came at a very young age when my mom introduced me to the Kiss "Destroyer" album. I am a product of the 80's so of course my all-time favorite bands are Motley Crue and Motley Crue. I love discovering new bands, live concerts and taking pictures of mayhem that happens on stage.
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April 4, 2018
Dr. Bryce Reeve
Dr. Kevin Weinfurt
Dr. Hayden Bosworth
Dr. Asheley Skinner
The Duke Population Health Sciences Summer Institute will take place June 4–6, 2018, at the Washington Duke Inn in Durham. This event is for early- to mid-career researchers and professionals working in health care and health services research.
Learn key research methods from leading experts in three days
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Dr. Bryce Reeve
Directory, Center for Health Measurement
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Least Expensive Home In Little Holmby Receives 2nd Price Reduction
Posted by Scott McIntosh Labels: 90024, fixer, Little Holmby, north of wilshire, Warner School District, Westwood Agent, westwood homes for sale, Westwood Real Estate, Westwood Realtor
871 Warner Ave LA CA 90024 received a price reduction this week of 2.8% or $40,000, down to $1,389,000. Listed 82 days ago for $1,495,000, this is the 2nd price reduction of the current listing term. This charming little traditional home is the least expensive home in Little Holmby and could be a great opportunity to get into this highly coveted neighborhood at an entry level price. According to the MLS, the home is a 3 bedroom / 2 bath, 2,050 sf of living space on a 6,403 sf lot.
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Least Expensive Home In Little Holmby Receives 2nd Price Reduction
Scott McIntosh
90024|fixer|Little Holmby|north of wilshire|Warner School District|Westwood Agent|westwood homes for sale|Westwood Real Estate|Westwood Realtor|
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Jordan & Jacy eloped on St Patrick's day on the wild & rugged Causeway Coast in Northern Ireland. The weather was typically Irish, we had sun, rain, extreme winds and hail at different points through the day, and it was amazing! They had their intimate ceremony beneath the ruins of an ancient castle, surrounded by huge cliffs. For portraits we explored some of the stunning scenery the North Antrim coastline has to offer and then they met up with their family to end the night in a quaint Irish pub with pints of Guiness, which is the only way to end a St Patricks day elopement!
To make this one even better we had a sunrise session the following morning at the Dark Hedges, which was made famous by Game of Thrones. It really is an incredible place to shoot and creates such unique images. We then headed to another GOT site to shoot in some secluded caves.
Northern Ireland Elopements
Northern Ireland elopements have it all, from the stunning scenery to the dramatic weather plus all that history. I love shooting elopements and getting to wander through these amazing locations with my adventurous couples. I love helping couples have the most amazing elopement days & the best ever experience! If you'd like to know a few tips on how you can get the best elopement photographs ever, click HERE to check out my 7 top tips.
If you want to keep up with my latest adventures, make sure to follow me on Instagram. You can check out my feed HERE.
Are you thinking of a Northern Ireland elopement? If you are I'd love to hear from you, click HERE to get in touch.
This adventure elopement was shot with 2 Sony A7iii's and the Zeiss 35mm f1.4 lens and the Zeiss 50mm f1.4. If you're a photographer who is interested in learning more about anything photography business related you can check out my education info HERE. I offer 1-2-1 mentoring sessions both in person & online plus I run workshops for small group.
Videographer – Nigel Ivy Wedding Films
Flowers – Floralearth
Celebrant – Sam Hanna


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How to Hire an HOA Management Company
From collecting dues and managing the group's finances, to enforcing HOA policies, handling maintenance issues, resolving conflicts, and dealing with legal matters, homeowner's association boards have many crucial responsibilities. When volunteer hours run short, or the complexity of the work exceeds the available skill set of those willing to do it, hiring an HOA management company is often the best solution.
Here are a few tips that may help when it comes to hiring an HOA management company.
- Availability: Like it or not, property management is a 24/7 undertaking. The company you're looking at should have plans in place for handling any emergencies that arise outside of standard office hours.
- Credentials: Given the complex nature of many of the tasks performed by HOA managers, you may want to consider candidates who have attained certification through Community Associations Institute, which offers specific training for association managers—or you may want to at least require candidates to have general property management certification.
- Communication and conflict resolution skills: When evaluating a potential HOA manager's work experience, pay special attention to communication skills and conflict resolution ability. While interviewing, ask each candidate for concrete examples of each. Also be sure to touch on these points when checking references.
- Vendor network: One major asset that a professional association management company can bring to the table is an established team of vendors across a wide variety of functions. Be sure to ask your prospective HOA managers who their team of go-to service professionals include, and how long they've worked with each company or individual. You might also ask them to price out a project or two, then compare the bids of each of your candidates.
- Contract duration: Once you've identified the right HOA management company for you, make sure the terms of the contract are acceptable. Typically these types of contracts run for a year, and allow for termination with 30 to 90 days' notice. If a company insists on a longer contract, or does not include a termination clause, you may want to move to the next candidate on your list.


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A knife and a 'pricker' (a fork before it forked) comes with sheath
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Tuesday, May 01, 2007
Could MI5 have stopped 7/7?
Bizarrely the ammonium nitrate was purchased from an agricultural merchants only a few miles away from me, in an unremarkable transaction. The Merchant concerned has since received much ribbing.
Well, MI5 clearly stopped a major terrorist threat. Could they have prevented 7/7?
Two of the July 7th bombers turned up on the radar of MI5 during the surveillance operation, Mohammad Sidique Khan and Shehzad Tanweer. They did some surveillance on them, but decided that they were only involved in credit card fraud. This meant that of the 50 people who were on the edge of the investigation, 15 were followed up closely but these two ended up being in the "desirable" category.
Obviously hindsight being what it is that was an error. What concerns me though is that this information was not passed to any other agency for any sort of follow up, either before or after the main arrests.
It also concerns me that some of the victims of July 7th claim they were told that as soon as the police had identified Mohammad Sidique Khan and fed his name into their computers bells lit up, yet when this came before the intelligence committee of the House of Commons MI5 apparently said they did not know who he was or the connection until after the July the 7th bombings.
This does give rise to the serious need for a proper independent inquiry. Not because someone needs some blame pinned on them, but because we do need to learn lessons and think about follow ups.
There are other questions as well. For example why did we let the preachers of hate stay here and do what they did? Why were we not monitoring them very closely?
One last point of course is that the main reason why MI5 did not follow up every connection is lack of resource. Resource is never infinite. However after September the 11th, you would have thought that MI5's budget could and should have been massively increased.
The BBC has this.
4 comments:
- James Higham said...
Obviously hindsight being what it is that was an error. What concerns me though is that this information was not passed to any other agency for any sort of follow up, either before or after the main arrests.
I believe this was no error as, if you put it together with the failure to follow up in the US, the Israeli foreknowledge and a host of other little "factlets", let alone the view of 90% of respondents to the poll on my site - Blair knew. Ipso facto, security knew.
- 1:51 pm, May 01, 2007
- Benedict White said...
James. I share your concerns. I could understand not passing on the information before the arrests if operational reasons dictated that, but once the arrest was made, then there was no excuse.
- 6:30 pm, May 01, 2007
- Aberdeen-Patriot said...
Yes they could have stopped the bombings if this country wakes up to the real threat of Islam and removes the politically correct handcuffs our security services have to wear.
If they had arrested them with just 90% evidence their would have been the usual outcry from the soft liberals, and human right brigade. Britain needs to toughen up.
A good portion of the blame for these deaths must lay at the door of the politically correct, because they make it easy for the bombers.
God we need the BNP
- 12:33 am, May 02, 2007
- Benedict White said...
Aberdeen Group Organiser, Arrested who with 90% of the evidence?
The Crawley bomb plotters? Well they didn't get to bomb anywhere, and arresting them too early would have led to more aquitals.
The July 7th bombers? There was no evidence at that time that they were involved in bombing. The problem was they were not investigated and their details not passed on to other agenices.
Whilst I am at it, is this arrest first, worry about evidence later approach apply to Muslims only, or to everyone? If Muslims only, what do you do with ones who convert to another religion?
- 10:34 am, May 02, 2007


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I've been called on more than a few times by family and friends when their computers died. My first question is always "Do you have any backups?" although I usually know what the answer is going to be, "No". A few years ago I would have been a little sympathetic. Backups weren't as known, external drives weren't as cheap and cloud storage hadn't proliferated as they have now. So now when the answer is no I feel no sympathy at all. Unless you have a Delorean that can take you back in time. There are just too many options available for someone to have an excuse not to do it.
One thing I also keep hearing now from Mac users is "I think I have that iCloud thingy". Although iCloud is cloud storage the size of the free account is not large enough to backup a computer. It also doesn't work automatically on the Mac to backup every data file so that is not an excuse either. Which is why I'm going to write about setting up a basic backup stategy on a Mac. There are other third party backup solutions which have more features but at the very least having something is better than no backup at all. First, the things you will need:
- an outlook.com/hotmail account
- an external hard drive
- a Mac
An outlook.com/hotmail account is free and along with it comes 15GBs of OneDrive cloud storage for free. External drives are cheap now, a user can easily get a 1Terabyte(TB) drive for around $100. Here are some links for external drives ranging from 1-2 Terabytes but keep in mind I'm in Canada. So these links are for Canadian retailers 1TB, 1.5TB and 2TB.
Connect the external drive to your Mac. Immediately you should be asked by OS X if the hard drive should be used for Time Machine backups. The system will then format the drive and turn on Time Machine. Time Machine will automatically backup the computer hourly. Time Machine also enables the user to not only restore the computer but also restore files that were deleted "acidentally". Although Time Machine runs automatically the user can also initiate a backup manually. Click on the Time Machine icon in the menu bar and choose the Back Up Now option (2). You can also see in the drop down list when the last successful backup was completed (1), Enter Time Machine (3) to restore any file from any point in time that the machine was backed up or open the Time Machine preferences (4).
If for some reason there is no prompt when the drive is plugged in. Here are the steps to get it up and going. Open System Preferences and click Time Machine(next to Accessibility).
This opens the Time Machine preferences. At the very bottom check the option "Show Time Machine in menu bar". The option is un-checked by default. Once checked the icon will be in the menu bar and provide the user with options. We talked about those options earlier.
Now click on "Add or Remove Backup Disk" like shown in the screenshot below. A window will open showing all the external drives found. Click on the drive to be used for Time Machine.
The drive to be used should be empty because the preparation process for Time Machine will erase any contents on the drive. The user will be prompted before the drive is prepared.
Once the drive is prepared Time Machine will be enabled and begin backing up the computer hourly.
The next step is to setup cloud storage to create an online backup of data files(documents, pictures, spreadsheets, etc). My choice is to use Microsoft's OneDrive because it offers 15GBs of online storage for free accounts. OneDrive is provided to all users with an outlook.com or hotmail account. Once the outlook.com account has been setup download the OneDrive app. Run the app to go through the setup. After setup the user can then drag all their data into the OneDrive folder which syncs(creates copies) to their OneDrive cloud storage. This creates a third copy of the data and three ways for the user to retrieve their data. The original file, the file backed up in Time Machine and the file copied to the cloud.
Cloud Storage Extra Information
The files in the OneDrive folder are synced with the cloud copy. So deleting the file from the OneDrive folder will result in the copy also being deleted from the cloud. There are two uses for cloud storage. One is to have files available from any device that can connect to the internet and connect to the cloud storage. The other is to use cloud storage as a backup for the files.
If a user wants to backup files on OneDrive there are two ways it can be done. The user could create a folder called "Original" for example and save the original file there. Then create a second copy that is edited. So in the event that the file gets accidentally deleted the original will still exist. The drawback is that the Original will not be updated with any edits that were done. Another option is for the user to remove the sync once the files have been copied to the cloud storage. Once the sync is removed files removed from the computer will not affect files in the OneDrive cloud. The only problem with removing the sync is that new edits to the file will not be synchronized to the copy in the cloud. This is one of the reasons that a user should have more than one backup method.
Easiest Solution: Install OneDrive and put all the data files in the OneDrive folder to be syncronized to the cloud. Use normally.
Best Solution: Install OneDrive, create a folder for the original files ie. "Original". Then create a second copy that is edited. When finished working with the file save a copy in the "Original" folder. This way the file in the Original folder will remain up to date but is not the edited copy. This solution requires more work but will have the most benefit in terms of protecting the file(s).


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Have vendors moved with the Blue Mountains sale market or are they still expecting to secure a buyer at last years prices? It's a tough market out there, we are feeling the effects of the Banking Royal Commission, lending is tight with borrowers having to jump more hoops than they were… Read more »
Category: Podcasts
Price Your Property Correctly At The Beginning Of The Sales Campaign
It is critical in the current market to price your home correctly at the very beginning of the marketing campaign. If potential buyers perceive your property to be overpriced they will not even come and have a look at it. The highest priced agent isn't necessarily the best agent for the job, choose… Read more »
Exchange Versus Settlement Karen Explains the Terminology
Buying and selling can be very confusing, what do I do first, who do I speak to about the various steps? When does it become a legally binding contract? Karen and Katherine discuss some of the steps involved in the process of selling and buying. Whats the difference between buying… Read more »
Jump into 2018 with Karen from Umi realestate
Karen Lister from Umi realestate discusses what the market is doing at the moment, how you use your agents' expertise to present your home for maximum impact and in turn achieve the price you want. The time spent prior to listing your home is a time that is best used… Read more »
Umi Real Estate Believes That Big Is Not Always Better When Choosing An Agent
In this edition we discuss the idea that some vendors believe they will get more exposure from a larger agency. Karen Lister explains the structure on Realestate.com.au and Domain and how all agencys are on a level playing field. Karen believes that so much depends on the simple things such as agents… Read more »
Chad Gilson Talking Everything Bathurst and Umi Real Estate
Chad is our Bathurst and Central West area specialist. In this episode, Chad discusses some of the differences and emerging trends in the market out west. Chad brings a youthful approach to Umi real estate and plenty of experience for someone so young. He spent a large part of his… Read more »
Median House Prices In The Upper Blue Mountains
Median house prices have changed significantly in the last 12 months. The Blue Mountains is witnessing big growth in all areas. We look at the median house prices in the upper mountains and how the price gap between suburbs is narrowing. Wentworth Falls now has a higher median house price than… Read more »
We Have An Offer
We've spent the last few weeks discussing the process of listing your home for sale. This week we look at what happens when a potential purchaser puts in an offer. What should you do as a vendor to make the process as stress free whilst also securing the best price… Read more »
Prepare Your Home For Sale and List To Sell with Umi
Where do I start if I want to prepare my home and put my house on the market. You need to be mentally ready to go to market. I find that some people aren't quite ready to sell and therefore almost prohibit the sale. It can be such an emotional… Read more »
How Do I Choose The Right Agent For Me?
In this program we discuss the process of choosing the best agent for you to sell your home. Even if you have an existing relationship with an agent we suggest you chat to 2 or 3 agents. It's always smart to see what others have to offer. There can be… Read more »


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Manatee County, Florida, is one of 25 U.S. communities that will receive technical assistance from the Environmental Protection Agency through the Building Blocks for Sustainable Communities program.
Manatee County was selected from 76 applicants. The EPA will provide one- and two-day workshops from both EPA staff and national subject matter experts on efforts to improve air quality and water quality and promote economic development.
The assistance tools offered this year include Green and Complete Streets, which will allow the county to create long-term stormwater plans that reduce flooding, feature green space and encourage redevelopment while also ensuring stormwater runoff does not reach Sarasota Bay. The other four assistance tools offered this year are Equitable Development, Planning for Infill Development, Sustainable Strategies for Small Cities and Rural Areas and Flood Resilience for Riverine and Coastal Communities.
"Through our Building Blocks program, local leaders can guide their communities towards a healthier, more vibrant future," EPA Administrator Gina McCarthy said. "Communities shouldn't have to choose between protecting the environment and creating economic opportunity."
The Building Blocks for Sustainable Communities program is 5 years old this year and has served 130 communities in 41 states since its inception.


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Free days at the Uffizi Gallery Florence
I was just thinking about Florence and decided to take a little look at the official website. when i came across an article about Free days at the Uffizi Gallery Florence. They are opening free to the public for 12 days throughout the year, so i thought i would share the article and dates with you here……
The Uffizi Galleries present the 2019 calendar with free entry for all its visitors.
12 openings in total that will take place in the Galleries' different locations – Uffizi, Pitti and The Boboli Gardens- strongly related to the history and tradition of Florence and Tuscany and each of them followed by special events and shows.
The openings are divided into three categories: the one's that involve the whole complex -Uffizi, Pitti and The Boboli Gardens- the one's that will be valid just for Uffizi and lastly those that will only be available for Palazzo Pitti and The Boboli Gardens.
The first big opening (regarding the three structures) will be March 24, Florentine's new years eve and also the day before Francesco I de' Medici was born in 1541. The second one will take place on June 23 during Saint Johns's eve, Saint Patron of the city. On October 11 and 31,there will be another two opportunities to enjoy Uffizi, Pitti and The Boboli Gardens for free, in which they will dedicate the day to Vittoria Della Rovere and Anna Maria Luisa -The Electress of the Palatinate-, both important women in Florence's history.
The Uffizi Galleries will be free on May 26, commemorating the Georgofili bomb which destroyed a wing of the Gallery on May 27, 1993.
August 11, celebrating the anniversary of the fire tragedy that on the 12th of August in 1762 destroyed part of the Gallery and many of the artworks, and lastly, November 6, celebrating Leopoldo de' Medici's birthday -born in 1617- who actively contributed to the growth of the Gallery.
Palazzo Pitti and The Boboli Gardens will offer free admission to visitors on March 17, in commemoration of the Italian Unification and Palazzo Pitti's role from 1865 to 1871, when Florence was Italy's capital. On August 4, it will be free during notte dei Ponti (night of the bridges, a memory of World War 2) and on August 27, when Cosimo I became the first Grand Duke of Tuscany.
Lastly, during the Festa della Toscana on November 30.
This article i found at http://www.firenzeturismo.it


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For the filling:
- 1 kg minced mutton or Beef, with fat included
- 3 ½ teaspoons salt
- 1 Onion, chopped
- 2 cloves garlic, crushed
- water to mix
Mix the filling ingredients together into a firm paste.
For the dough:
Mix the dough ingredients together and knead into a dough. Divide into smaller pieces and roll these into cylinders about 3 cm in diameter. Cut the cylinders into 4 cm lengths. To assemble: Take one length of dough and Squash it into a circle. Roll it out until it is 8 to 10 cm wide. Roll more at the edges than in the middle, so the dough is slightly thinner around the edges. Put 2 ½ dessertspoons of meat mixture onto one side of your circle, leaving a space around the edge. Fold the other side over, pinching the edge flat. Leave one corner open and squeeze out the air, then seal the corner. Fold the corner over and pinch again, then work around the edge folding and pinching into a twist pattern. Repeat the process with the rest of the filling and dough pieces. To cook: Using 2 litres cooking oil, heat the oil in a wok (make sure the oil comes no higher than 5 cm below the top). Fry three or four pasties at a time for two minutes each side, until they are brown and the meat is cooked. Eat with tomato ketchup or soy sauce.


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Coastwood Homes Ltd is a 15 time award winning Contractor of the Year for Lockwood Group.
With guidance from our team of dedicated staff, we build stunning beach front and waterways homes, through to farm workers cottages and everything in between for our clients.
Having a combined total of over 94 years experience with the Lockwood product and building homes, we look forward to working with you throughout the design process to the completion of your home – ready for you to move in and enjoy. No matter where your site is, or what you would like in your new Lockwood home, chances are we have designed or built something similar before.
We have built on remote islands and thrive on challenging sites. Our reputation for meeting and exceeding client expectations while we deliver quality Lockwood homes on time and on budget is borne testament through our client feedback surveys, these are consistently rated excellent.
Please call in and view our show home village and meet our friendly team in Kopu, Thames.
Scroll down for more info on our featured client homes and our show homes links.
Israel Rangitaawa - Director & Architectural Designer
Israel has been involved with the Lockwood product since 1998. In 2007 he made the move to Coastwood Homes. A competent regulated and Licenced Architectural Designer, Israel is committed to design excellence and the delivery of first class solutions which combine innovation, imagination and best practice.
Katie McDonald - General Manager
Katie joined the Coastwood Homes team in 2001, working on the costings. This background has helped Katie to have a well rounded knowledge which is a great help when working through new home options. From the first meeting to the last, Katie will professionally manage your new home build to the highest standards. Katie has won several Client Service Excellence awards for extraordinary care and attention to detail, after feedback derived from client surveys.
Megan Russek - Kitchen and Bathroom Design
Megan joined us from the kitchen and bathroom department of PlaceMakers, and has a keen eye for design and is on hand to offer advice is all areas of kitchen and bathroom design, making the building process just that little bit easier!
Vaughan & Joanne Crang – December 2017:
"Coastwood Homes were fantastic to deal with. Ours was probably not the most straight forward of homes but nothing was ever a problem – communication was top notch & we ended up with a home better than we could have imagined. We recommend Lockwood Homes & Coastwood Homes to anyone wanting to build. We'd do it all again in a heartbeat just to work with the fabulous team of Glenn, Katie, Izzy, Griff & Brook again. Only problem is it'll be a long long time before we consider moving!"
David Lee & Nadienne Hutson – October 2017:
"Glenn & Katie could have not done more to ensure the project went smoothly. Communication was clear, concise & timely. Everything was completed as promised & we are very happy with our new home. A big thank you to everyone at Coastwood Homes!"
The Lockwood Team, A very big thank you to you all. We are very happy with our completed building. Also thank you for the beautiful flowers, wine, photos etc. I would specially like to say a big thank you to you Katie for being so helpful in making the decisions so easy for me. You are a GREAT TEAM. I would recommend you all to anyone. I know as a family we will get a lot of pleasure for many years out of your new building. Thank you again and all the best to you all. – Peg Purdie
Dear Mr La Grouw, We would like to express our sincere thanks for the lovely gift of two luxury Dressing gowns that you sent us on the completion of the re-siting of our new Lockwood Show Home previously sited at Kopu, Thames. They were (and are) the icing on the cake following on from our home purchase. We also owe our thanks to Coastwood Homes who are a very professional, friendly and helpful team (but especially Katie McDonald) who bent over backwards to meet our requests and delivered the house in the agreed time to Matarangi on the Coromandel. We love our new holiday home and the process was made incredibly smooth and easy (at least for us) by the great team at Coastwood Homes, Thames. My parents bought and assembled one of the early Lockwood Homes at Riversdale Beach on the Wairarapa Coast in 1958 that my brother now owns, and we have many happy memories of holidays spent there so it is an added satisfaction that we are able to enjoy the next generation of a Lockwood home. – Chris and Brian Duffy