text:
|Publication number
|Publication type
|Application number
|Publication date
|Jan 10, 2012
|Filing date
|Nov 21, 2005
|Priority date
|Nov 21, 2005
|Fee status
|Also published as
|Publication number
|Kevin Marinus Boogert, Stephen R. Carter
|Original Assignee
|Novell, Inc.
|Export Citation
|BiBTeX, EndNote, RefMan
|Patent Citations (33), Non-Patent Citations (2), Referenced by (8), Classifications (13), Legal Events (7)
|External Links: USPTO, USPTO Assignment, Espacenet
The invention relates generally to networking and more particularly to secure synchronization and sharing of secrets within a networked environment.
As users access more and more services remotely over the Internet, they have also accumulated a variety of disparate passwords for accessing those services. In some cases, the users attempt to manage these passwords themselves, which becomes difficult to achieve because frequently a service will have its own requirements with respect to the format of its passwords and with respect to password policies. For example, one service may require that a password have at least one numeric character and an uppercased alphabetic character. Conversely, some others may require a punctuation character. Still further, some services may require that passwords be re-established or reset after a predefined elapsed period of time. Thus, the format and policies will often vary from service to service. As a result, a user can quickly become overwhelmed with managing passwords for services that the user interacts with.
To make management easier, some users may attempt to keep a single password for all services. Thus, when one service's policy requires a change, the user manually changes the password with all the other remaining services. This approach also has some security risks, since if the password is compromised, the password can be used with all other services associated with the user. Moreover, intruders will often assume users have the same password because of the management challenges associated with maintaining passwords. Thus, if a password is compromised it is entirely likely that the other services of the users are also going to be compromised.
Some directory services or password services have somewhat alleviated the problem by permitting users to store their various passwords in a central repository. Users access the central repository with a different key or password that identifies them to the directory service and from there the users are either supplied their encrypted passwords for decryption or the directory service supplies selective passwords to desired services on behalf of the users. In some cases, the directory service will not even be capable of decrypting the encrypted passwords. This is convenient for the users and is generally a secure approach. Additionally, with an approach such as this a user is not tempted to have a single password for all the various services of the user, since management can be facilitated through the password service.
However, there is still a significant amount of manual effort that is required of a user to maintain his/her list of passwords, because when changes are needed for a particular password the user must request the password from the directory service, decrypt it, and then submit it to the service and make the change when a policy of the service dictates that the password must be changed after an expiring period. The newly established password must then be encrypted and updated to the central repository of the password service.
Thus, although users may not have to manually keep track of all their various passwords if they deploy an automated service, the users still have to manually manage the re-establishing of these passwords as policies are enforced with the various services to which the passwords relate.
In various embodiments, techniques are provided for securely synchronizing and sharing secrets. A key is received from a first principal for purposes of accessing a secret store of a second principle. The key is validated and if validated, access is granted the first principal for purposes of gaining access to the secret store of the second principal.
A "resource" includes a user, service, system, device, directory, data store, user, groups of users, combinations of these things, etc. A "principal" is a specific type of resource, such as an automated service or user that acquires an identity. A designation as to what is a resource and what is a principal can change depending upon the context of any given network transaction. Thus, if one resource attempts to access another resource, the actor of the transaction may be viewed as a principal.
An "agent" may be viewed as a true persona of principal. That is, an agent is a primary identity for a principal, such that the agent is permitted to manage the other identities that may be associated with principal and create new identities for the agent. Any particular assumed identity for an agent is dependent upon contexts and perhaps directions of the agent.
An "identity" is something that is formulated from a one or more identifiers and secrets that provide a statement of roles and/or permissions that the identity has in relation to resources. An "identifier" is information, which may be private and permits an identity to be formed, and some portions of an identifier may be public information, such as a user identifier, name, etc. Some examples of identifiers include social security number (SSN), user identifier and password pair, account number, retina scan, fingerprint, face scan, etc. As more and more identifiers are accumulated, a confidence in a particular identity grows stronger and stronger.
An "identity manager" is a service that manages secrets on behalf of a principal. The identity manager may itself be viewed as a principal in any given network transaction. The identity manager may interact with a directory service or another service to manage the secrets of the principal in one or more repositories. The secrets may be keys, passwords, or other identifiers used by the principal to interact with services over a network.
In an embodiment, some identifier information for an agent may be acquired from an identity service. Examples of some identity services may be found in U.S. Ser. No. 10/765,523, entitled "Techniques for Dynamically Establishing and Managing Authentication and Trust Relationships," filed Jan. 27, 2004; U.S. Ser. No. 10/767,884, entitled "Techniques for Establishing and Managing a Distributed Credential Store," filed Jan. 29, 2004; and U.S. Ser. No. 10/770,677, entitled "Techniques for Dynamically Establishing and Managing Trust Relationships," filed on Feb. 3, 2004. The disclosures of which are incorporated by reference herein.
Various embodiments of this invention can be implemented in existing network architectures. For example, in some embodiments, the techniques presented herein are implemented in whole or in part in the Novell� network and proxy server products, identity management services, and/or directory services, distributed by Novell�, Inc., of Provo, Utah.
Of course, the embodiments of the invention can be implemented in a variety of architectural platforms, operating and server systems, or services. Any particular architectural layout or implementation presented herein is provided for purposes of illustration and comprehension only and is not intended to limit aspects of the invention.
The identity management service facilitates the synchronization and sharing of secrets associated with principals. These secrets or identifiers (e.g., passwords, keys, certificates, etc.) are maintained in one or more secret and secure stores. In an embodiment, the secrets are encrypted within the secret store. The secrets are used by a principal to access network services.
Initially, at 110, the identity management service receives a key from a first principal. The key is associated with gaining access to a secret store of a second principal. Access may be achieved by using the access key as a decryption key to decrypt the secret store and it may also be used to re-encrypt the secret store. That is, the secret store's access is controlled by the identity management service in a secure environment and access is permitted if a proper key is supplied to acquire access. Conventionally, it is only the second principal that possesses the access key. In fact, the key may not even be stored by the identity management service. Thus, even a super-user or administrator will not be able to acquire the key and access the secret store of the second principal.
In some cases, the key may be obtained as metadata that has been associated with the first principal. Here, the key of the second principal was stored with the identity manager service or an identity service by the second principal and, optionally encrypted with a public key of the first principal; this protects the key and allows the first principal to obtain it from metadata using the first principal's private key to decrypt. So, the second principal may provide the key to the first principal by altering existing or associating new metadata with the first principal and that metadata includes the key of the second principal.
According to an embodiment, at 111, the identity management service may first authenticate the first principal that supplied the key before consideration of the key is addressed. So, a requesting first principal will undergo an authentication procedure during which the identity management service satisfies itself via identifiers supplied by the first principal that the first principal is an authorized user of the identity management service and that the first principal is who it purports to be. If authentication is not achieved, then, at 112, access to the secret store is denied and in fact access to the identity management service is denied.
At 120, the identity management service validates the key supplied by the first principal. The key, if valid, corresponds to a particular secret store being managed by the identity management service. That secret store belongs to a second principal. If the key is not capable of being validated, then processing ceases, at 112, and access to the secret store is denied.
However, if, at 120, the identity management service is able to validate the key as a valid key associated with the second principal's secret store, then, at 130, the first principal is granted access to the second principal's secret store. In some cases, the key may also be used by the first principal to decrypt the second principal's secret store. That is, the key may have been used to encrypt the secret store or may be used as an access key via the identity management service. In still other embodiments, an identity service may use the key as a credential to enable access control to the secret store via the identity management service.
A variety of policies may be enforced by the identity management service against access to the secret store in response to the identity of the first principal. These policies may restrict access to certain entries within the secret store, may limit operations that may be performed, may drive an amount of time that the first principal may access the secret store, and the like. Policies may be established by the second principal and/or by administrators. Also, the policies may be applied globally against all secret stores being managed by the identity management service and/or may be applied locally against a specific secret store, against certain entries within a specific secret store, or even against certain predefined groupings of entries within a specific secret store. In some cases, the policies may be acquired in response to a contract that defines the relationship between the first principal and the second principal.
In an embodiment, at 140, the first principal may change an entry or secret within the secret store of the second principal during access to the secret store. In some cases, the first principal may use the previously acquired access key to encrypt the secret store after the change. In response to such an action, the identity management service may update the secret store. Notifications may also be sent to the second principal when updates have occurred.
In some cases, at 141, the second principal's secret store may be partitioned into multiple complete or partial replicated copies. Each partition may be used by different principals or services, which the second principal has authorized. Moreover, each partition may have its own predefined access policies and its own individual access key.
Accordingly, if one or more partitions of the secret store exist, then, at 141, the identity management service can synchronize and propagate a modification made in the secret store by the first principal to each of the partitions. This will keep the various partitions in synchronization with one another and with the secret store (master version). The partitions may each have their own independent access key, which actually serves as a decryption key for decrypting a particular partition that was encrypted with the access key previously.
In an embodiment, at 142, one technique that would permit the identity management service to access affected partitions that require synchronization may be acquiring delegation keys or different access keys from the secret store, where each delegation key provides access to a particular one of the partitions. Each delegation key is a key that is used to encrypt or decrypt a particular partition to which it is associated.
This may be useful when the identity management service does not have direct control over the partitions and where the partitions are controlled by either another processing instance of the identity management service or by another service altogether. The secret store may include entries that identify a partition and a delegation key to use for purposes of accessing that partition. So, the identity management service detects a partition affected by a change made to the secret store by the first principal, accesses the secret store to acquire a delegation key, and uses the delegation key to contact another service that controls the partition in question and propagates the change in that partition. In some cases, the identity management service uses the initial access key to decrypt the secret store which then permits the delegation key to be acquired from the secret store for a particular partition. The identity management service uses the delegation key to decrypt and re-encrypt the particular partition to which the delegation key is associated.
In a similar manner, a service controlling a partition may have a delegation key within that partition that permits access back to the secret store, such that changes in the partition can be synchronized back to the master secret store. In this scenario, if other partitions exist, then the identity management service may acquire their delegation keys from the master secret store and further propagate the changes to the other partitions in a manner described above. Thus, changes to secrets can be synchronized with other copies or subset copies of the master secret store and vice versa through the use of delegation keys housed within the secret store and/or the partitions.
According to an embodiment, at 150, when the first principal accesses the secret store of the second principal, the identity management service may provide encrypted secrets included within the secret store to the first principal. The first principal through prior arrangements (acquisition of the access key that permits the first principal to decrypt the secret store) with the second principal and can then decrypt and use the secrets to access services on behalf of the second principal. As was mentioned above, in some instances, the second principal may actually modify existing metadata associated with the first principal or generate new metadata associated with the first principal, the metadata accessible to the first principal through the identity manager service or through an identity service. Moreover, the metadata includes the access key; and in some cases that access key was encrypted by the second principal using a public key of the first principal.
As an example of this consider a financial service of the second principal. The financial service may require that the second principal access its account via a password. Now suppose that the password expires every thirty days and must be reset or suppose a new password policy is being implemented by the financial service where a valid password now has to include a punctuation character. A first principal may be an administrator or automated service of the second principal that identifies this situation and wants to change the password on behalf of the second principal. To do this, the first principal gets proper authorization from the second principal by acquiring the access key to the secret store. Acquisition of the access key can be obtained in a variety of manners, such as directly from the second principal; indirectly from the second principal as metadata associated with the first principal; or from an identity service providing access to the first principal to acquire the access key of the second principal. The access key is used to contact the identity management service and to access the secret store where the second principal's old and now invalid financial service's password exists. That access key may then be used to decrypt the encrypted financial service's password. Accordingly, the first principal acquires the old password from the secret store and uses it to interact with the financial service to re-set the password and then the first principal updates the changed and new password back to the secret store and may re-encrypt the new password using the access key.
In this scenario, the second principal may not even have to be aware that a password was changed for the financial service or that it needed to be changed, and the next time the second principal goes to access the financial service the new password will be acquired from the secret store by the second principal and it will work properly with the financial services. It is readily appreciated that such a scenario provides automated password management for the second principal in manners that have not been possible before. In fact, the new password may be a randomly generated string that conforms to a password policy, resulting in a password that thwarts may of the password guessing schemes used by hackers.
In yet another embodiment, at 160, the identity management service may log each action of the first principal with respect to accessing the secret store of the second principal. The log information may be used for audit tracking or reporting purposes. In this manner, the second principal may periodically audit activities occurring with its secret store and/or may receive periodic reports detailing activities of the first principal. The second principal may use this to add more restrictive policies or more generous and expansive policies that affect the access rights of the first principal to the secret store.
The administrative identity service may be viewed as the processing associated with the first principal that was discussed above with the description of the method 100 depicted in
The administrative identity service is in a trusted and secure relationship with the principal for whom the administrative identity service processes identity management services. In order for the administrative identity service to gain access to a secret store of the principal. The administrative identity service first acquires an access key to the secret store and then uses that access key to contact an identity manager that controls the secret store. The identity manager may not even retain the access key, so the access key must first be shared by the principal with the administrative identity service. A variety of techniques may be used to achieve this sharing.
Correspondingly, at 210, the administrative identity service acquires an encrypted access key to a secret store for a given principal from that principal. At 220, the administrative identity service decrypts that encrypted access key.
According to an embodiment, at 221, the encrypted access key may be decrypted by using a public-private key pair technique. That is, the administrative identity service uses its private key and a public key of the given principal to decrypt the encrypted access key. In an embodiment, at 222, the public key of the principal may be acquired from an identity service. The identity service is a trusted third party of both the administrative identity service and the principal, and policy or contracts may permit the identity service to distribute the public key of the principal to the administrative identity service upon request. Examples of identity services that can perform such services were described and incorporated by reference herein and above.
It should be noted that other types of encryption or secure mechanisms to distribute and share the access key between the administrative identity service and the principal may be used. For example, the access key may be stored within the identity service and the administrative identity service may directly acquire it from the identity service in a different encrypted format or in an unencrypted format. In fact, any secure mechanism for distributing and sharing the access key can be used with other embodiments of the invention and are intended to fall within the scope described herein.
Once the administrative identity service has a decrypted version of the access key to the principal's secret store, the administrative identity service can, at 230, present the access key to an identity manager that controls access to the secret store on behalf of the principal. In some cases, at 240, prior to presenting the access key, the administrative identity service may independently authenticate itself to the identity manager. An example identity manager service was presented above with the description of the method 100 of
Once access is given to the secret store of the principal, the administrative identity service may perform a variety of actions. Again, some of these actions may be restricted based on policy. For example, at 250, the administrative identity service may change a secret in the secret store on behalf of the principal. Additionally, the administrative identity service may acquire a delegation key from the secret store for use with a partition of the secret store when that partitioned is separately governed by either the delegation key and/or by a different identity manager or different service.
In some cases, at 270, the administrative identity service may acquire a secret from the secret store for use with another service of the principal. An example of such as situation was described above with the description of
Changes made by the administrative identity service may also cause the identity manager to synchronize other secret stores or partitions associated with the secret store. Such a situation was described in detail above with the description of
In an embodiment, the administrative identity service may not actually make a change to a secret in the secret store of the principal; rather, the administrative identity service may propose a change to a secret via an annotation on that secret within the secret store. This annotation may be presented to the principal when the principal access the secret store via the identity manager. If the principal accepts the change then the change may be enforced or updated, if the principal rejects the change then the change is not made to the corresponding secret to which the change relates.
For example, suppose an enterprise password format is changed or a new facility is added. The administrative identity service may annotate the secret store or partition of the secret store with a new password for the principal to use and the principal may manually accept this when the principal next interacts with the secret store. The annotation may itself be stored in a partition that the principal has delegated for the administrative identity service to use, once the principal accepts the annotation change, the identity manager can synchronize the change back to the master secret store of the principal. In this manner, some changes by policy may require manual verification by the principal and until manual verification occurs the changes may remain in partitions that are not yet synchronized with the master secret store.
The secret store synchronization and sharing system 300 includes an identity service 301 and an identity manager 302. The identity service 301 and the identity manager 302 interact with principals 320 and secret stores 310 of those principals 320. Each of the components of the secret store synchronization and sharing system 300 will now be discussed in turn.
The identity service 301 acts as trusted third party that administers authentication mechanisms, identities, and identifier information on behalf of the identity manager 302 and the principals 320 that interact with the identity manager 302. Some example identity services 301 were described and incorporated by reference above.
One feature of the identity service 301 is to provide a public or common key associated with one principal 320 to another principal 320. The public key may be used distributed for purposes of permitting a particular principal 320, such as an administrative identity service described with the method 200 of
Another use for the identity service 301 may be to actually supply the access key to the secret store 310 of a first principal 320 to a second principal 320. Policies and/or contracts established with the identity service 301 drive what types of keys and information is supplied between the principals 320 via the identity service 301.
Additionally, in some embodiments, the entries within the secret store 310 which represent secrets of a particular principal 320 may be encrypted with the public key of the particular principal and a private key of the identity manager 302. Thus, when an authorized different principal 320 seeks a particular secret from the secret store 310, the identity manager 302 may decrypt the secret and re-encrypt it with the public key of the requesting principal's public key. The requesting principal 320 then acquires the public key of the identity manager 302 from the identity service 301 to decrypt the secret.
In fact a variety of encryption schemes and dual schemes may be used to encrypt the entries within the secret store 310 and to facilitate communication of common keys between the parties. The identity service 301 provides a mechanism to securely communicate these common keys between the parties. The common keys may be used to decrypt an access key to acquire access to the secret store 310 and/or may be used to decrypt secrets housed as entries within the secret store 310.
The identity manager 302 controls access to the secret store 310 on behalf of principals 320. A principal 320 may be the owner of a particular secret store 310 for some transactions with the identity manager 302 and may be an agent authorized to access a different secret store 310 of another different principal 320 for other different transactions with the identity manager 302.
The identity manager 302 grants access to a particular secret store 310 if a presenting principal 320 possess a proper access key to gain access to that particular secret store 310. Once access is granted, then the types of operations and access rights of any given principal 320 to the secret store 310 may be monitored by the identity manager via defined policies and the activities of the principal 320 may be logged for purposes of subsequent auditing and/or reporting.
In an embodiment, the identity manager 302 may partition a given secret store 310 into one or more subsets or replicated copies on behalf of a given principal 320. The given principal 320 may then establish separate delegated access keys for each different partition of the secret store 310. The delegated access keys are then communicated to other principals 320 that the given principal 320 wants to give access to. Each partition may also have its own set of policies defining access rights and/or defining the types of logging that is to occur with a given partition.
In embodiments that include partitions of the secret store 310, the identity manager 302 may keep the partitions in synchronization with one another and with the master version of the secret store 310. In some cases, some partitions may be temporarily and intentionally out of synchronization with the master secret store 310 until the owning principal 320 of that secret store 310 accepts an annotated and proposed change which is included within a given partition and placed there by an authorized different principal 320.
Thus, the identity manager 302 may present suggested or proposed modifications to a number of secrets within the secret store 310 to a principal 320 for acceptance or non acceptance. If acceptance occurs, the partition can be synchronized with the master secret store 301, if acceptance is not obtained then synchronization will not be done and in fact the proposed modification may be backed out of the partition to which it relates.
During an example interaction, a first principal 320 is given an encrypted access key for use with a secret store 310 of a second principal 320. The first principal interacts with the identity service 301 to acquire the public or common key of the second principal 320 and uses the public key of the second principal 320 and a private key of the first principal 320 to decrypt the access key. The access key is then presented to the identity manager 302 and validated. The first principal 320 then has access to the secret store 310 or a particular partition of the secret store 310 if the access key was associated with a particular partition and not the secret store 310 as a whole. Next, policy dictates changes and synchronization activities of both the first principal 320 and the identity manager 302.
The secret store synchronization and sharing system 400 represents an alternative implementation to the secret store synchronization and sharing system 300 of
The secret store synchronization and sharing system 400 includes an identity manager 401 and a first principal 402. The identity manager 401 and the first principal 402 interact with one another for purposes of managing secrets on behalf of a different and second principal; these secrets are housed in a secret store 410.
The identity manager 401 controls and synchronizing access to the secret store 410. Access is granted to a first principal 402 that possess a valid access key. The secret store 410 may be logically segmented into one or more partitions. Each partition may include its own unique access key. In some embodiments, the master version of the secret store 410 includes an identification of the other partitions, if any, and includes a delegation or unique access key for each of any such partitions. This permits the identity manager 401 to access the partitions even if they are not within the control of the identity manager 401 and to synchronize changes when it is appropriate to do so.
When a first principal 402 acquires a valid access key to either the entire master version of the secret store 410 or to a particular partition, and presents that key to the identity manager 401, access is granted to the secret store 410 or the partition. Access activities may be governed by policies managed by the identity manager 401. Moreover, if changes are made, then the identity manager 401 detects the change and may based on policy synchronize the change to other partitions associated with the secret store 410 by acquiring the appropriate delegation keys for each partition that requires synchronization. In some cases, synchronization does not occur until the second principal that owns the secret store 410 authorizes or commits to its proposed change.
In an embodiment, the first principal 402 can acquire the access key from the second principal in an encrypted format, where the encrypted key is encrypted with a public key of the second principal. The encrypted access key is decrypted using a private key of the first principal 402 and the public key of the second principal. The public key may be acquired from an identity service as described above.
The second principal permits encrypted versions of its secrets to be managed by the identity manager 401. Different partitions or the entire secret store 410 that includes the secrets may be delegated to a first principal 402 that acts as an agent on behalf of the second principal. The agent permits automated management of the second principal's secrets. This improves management and provides security for the secrets of the second principal.
The above description is illustrative, and not restrictive. Many other embodiments will be apparent to those of skill in the art upon reviewing the above description. The scope of embodiments should therefore be determined with reference to the appended claims, along with the full scope of equivalents to which such claims are entitled.
The Abstract is provided to comply with 37 C.F.R. �1.72(b) and will allow the reader to quickly ascertain the nature and gist of the technical disclosure. It is submitted with the understanding that it will not be used to interpret or limit the scope or meaning of the claims.
In the foregoing description of the embodiments, various features are grouped together in a single embodiment for the purpose of streamlining the disclosure. This method of disclosure is not to be interpreted as reflecting that the claimed embodiments have more features than are expressly recited in each claim. Rather, as the following claims reflect, inventive subject matter lies in less than all features of a single disclosed embodiment. Thus the following claims are hereby incorporated into the Description of the Embodiments, with each claim standing on its own as a separate exemplary embodiment.
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|U.S. Classification
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|Nov 21, 2005
Owner name: NOVELL, INC., UTAH
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Conor Carroll is officially attending SDCC on Saturday, July 20 -- he will also be in the Summit booth handing out autographs to lucky Launchies attending the convention.
Seriously, we are thrilled about how this is turning out. Looks like everyone is showing up on the west coast to celebrate and promote this awesome story. It's going to be an epic weekend.
Can't wait to share it with you guys. :)

subset: commoncrawl


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Udyr Build Guide by
Not Updated For Current Season
This guide has not yet been updated for the current season. Please keep this in mind while reading. You can see the most recently updated guides on the browse guides page.
Thank You!
Your votes and comments encourage our guide authors to continue
creating helpful guides for the League of Legends community.
Solo Que Udyr
Udyr Build
Starting items
first 2 recalls
ganking items first
transitioning to late game (Carry mode)
Transitioning to late game (Tank mode)
Transition to late game (Snowball mode) (aggressiv
Standard Teamfight Build
Ability Sequence
Not Updated For Current Season
The masteries shown here are not yet updated for the current season, the guide author needs to set up the new masteries. As such, they will be different than the masteries you see in-game.
9 armor yellows is pretty standard for most jungles so i feel like that really shouldn't need an explanation.
9 attack damage marks This is personal preference I like it for the pressure it gives when I gank with red buff.
9 Scaling magic resist These actually helps me out a lot going from mid-to-late game again this is preference you can also go Flat magic resist but magic resist is necessary since you are in the frontline of the team in team fights most of the time you'll need to be able to force enemy cool downs and survive it
Pros / Cons
Great off-tank build
Great sustain throughout the game
Doesn't fall as hard as tankdyr in the late game
Still a great tank late game
Can snowball very well when fed
Great jungler pressure
Cost effective
Damage Still falls a little into the late game :'[


text:
peek at the upcoming Xbox 360 dashboard update back when the Kinect beta began, but the video after the break represents one of the most detailed looks we've seen so far. Apart from some aesthetic tweaks -- dig that swirly new boot sequence -- the interface remains unchanged for the most part. There are a few additions, notably the Kinect setup area in the system options with settings for the sensor, microphone, voice recognition and something called "Kinect tuner." The new dashboard is also rocking some new sound effects and, good news for theme hoarders, it supports current NXE themes.
The video also shows off the new Avatar editor, which has seen significant visual overhaul, featuring new menus that seem designed to accept Kinect hand gestures. The background music has also been altered and is now -- dare we say it -- a little more Kondo-esque.


text:
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Rooms, services Hotel Restaurant Zum Goldenen Löwen Offenbach am Main is offering ten tastefully furnished rooms to those seeking accommodation in Offenbach. The hotel is offering you freshly prepared fine local meals in its restaurant every day. Parking possibility is available nearby for guests arriving by car. Wireless Internet connection (WiFi) is available at the hotel, enabling portable devices and smartphones to go online. You can find the exact list of services provided by Hotel Restaurant Zum Goldenen Löwen Offenbach am Main (including those for extra fees) and the exact equipment of the rooms on the information sheet below.
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Created in 2011 by Los Angeles based fashion designer & industry consultant Sawako Yamauchi. Miki Miette is a fun, comfy collection that is perfect from crib to school to cafe, capturing perfectly the California lifestyle. Produced in sizes infant to 6, it is an ideal collection for babies and toddlers because of the buttery soft fabrics that wash like a dream, practical cuts, and mix match options. Miki Miette offers a unique alternative in trendy baby clothes- soft and functional, with a hip style so even little ones can be in fashion!
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BLESSED JOHN PAUL II, a poet, actor, and playwright, had a great appreciation for human artistry. In his 1999 Letter to Artists, he wrote: "The more conscious they are of their 'gift,' [artists] are led all the more to see themselves and the whole of creation with eyes able to contemplate and give thanks, and to raise to God a hymn of praise. This is the only way for them to come to a full understanding of themselves, their vocation, and their mission" (#1).
For Catholic visual artist and Franciscan associate Jo Myers-Walker, the late pope's explanation of the difficult life of an artist has helped her understand the sorrows and joys of the only way of life she has ever known.
"When I was in the fifth grade," Jo says, "my mother let me paint my bedroom, but little did we know that such a thing, fairly boring for most young girls, would forever change my life." Paint opened for her the door to a world most of us only dream of, a life grounded in pursuing visual art.
"I began by painting trees that went around the room on two of the walls. I put flowers and vines along the floorboards. I felt I needed to have beauty around me. My parents realized right away that there was something inside me that needed to be expressed. I guess that was when I began to think of myself as an artist."
Many years later, art and Franciscan spirituality are central for Jo. "For me, painting those walls was the beginning of finding beauty and a sense of peace," Jo explains from her studio in Gilbert, Iowa, a town with fewer than 2,000 residents.
Using a great variety of media, she conducts classes there. From watercolor painting to woodworking, from "slumping" (molding plastic or clay) to bookmaking, from creating delicious meals to painting with food—yes, with food—Jo's creative passions ignited as soon as she picked up that paintbrush many years ago.
"I loved to climb trees," Jo remembers, "and I climbed them to get above the chaos. Because I needed to reflect, I could look at the world closely from up there. Artists are observers. They see the detail in everything. You can't help it."
Happy to Be Alive
After completing high school, Jo attended Iowa State University in Ames, taking classes in textiles and clothing. When her parents worried that she wouldn't be able to support herself, she switched to art education after her first year.
Once Jo graduated, she began teaching in Iowa colleges, holding art shows in private homes, and exhibiting her work at art shows across the Midwest.
Despite the low income generated by these means, whatever Jo created always expressed the same theme: a carefree joy at the sheer happiness of being alive.
Only through the lens of an artistic eye could Jo reflect back to viewers the happiness she saw on nearby faces. The ones that decorated her paintings and the sides of her van many times reflected people she knew: the loving smiles on the faces of dancers as they embraced were her own parents; the plastic, slumped groups of laughing women were friends; her children were captured in paint—leaping, playful, and happy.
Her commissioned work soon began appearing in schools and offices throughout central Iowa. A commission from her parish, St. Thomas Aquinas Student Center at Iowa State University, led Jo's faith and art to become richer and more integral to her life.
When the parish's religious-art committee commissioned her to create a 30- by 16-foot clay sculpture for a renovated space, Jo felt overwhelmed.
"They asked me to do a story wall, to create stories from the Bible," Jo recalls. "I had no idea what I was going to do, but since I was a parishioner, I wanted to do something great. I began to work the clay, pushing it between my fingers, molding a face or a hand when suddenly, I could feel the people come alive between my fingers. I felt I knew them. Later on, as I climbed the 30-foot ladder to place each person on the wall, I began to feel as if Christ himself was holding me up."
The story wall's iconic images of biblical women and men immediately speak to viewers. When Jesus is sharing at the Last Supper, one head is turned away. There are two prodigal sons—one fleeing and the other being hugged. Jesus guides children while sprinkling them with the waters of life; Jesus washes the feet of his apostles. Each three-dimensional figure was speaking, teaching Jo steadily as she molded the faces, legs, torsos, and hands.
"The experience showed me that God is in all beauty. I just had to leave it all, my fears and expectations, in God's hands."
Tranforming a Bank
"Beauty is the visible form of the good, just as the good is the metaphysical condition of beauty" (Letter to Artists, #3).
Using all the money she had, Jo purchased an old bank in Gilbert, Iowa. Recalling a trip she had taken to France, she named it "The Left Bank Studio."
"This had been a place of growth," she says, looking out the front window. "Just think of all the lives that were helped by walking through that door." She quickly set about making the 110-year-old brick bank a place of joy again.
She splashed color everywhere: painting brightly colored murals on the walls, train tracks and roadways on the floors. She stripped and refinished the heavy oak wall behind which tellers once handed out and received money. Jo polished the brass bars on the tellers' windows and used their locked drawers to hold knives, forks, spoons, and dishes.
Living simply had been her life, and Jo quickly became known for relentlessly recycling all kinds of things that people considered useless. "I just told them: 'Bring it to me, I'll find a use for it somewhere!'" Jo laughs.
One person brought a ramp that made the studio's back door handicap accessible; another hauled in old, wooden doors from a demolished house. Jo began collecting baby grand pianos, painting them in bright colors, using them to sit on, to eat on, and as part of painting classes. Seated on high stools, her students bend over their creations.
Jo used one bank vault to store groceries and a second as her makeshift office. After someone dropped off a bundle of wood, she got out her electric saw and made an easel/bed: an easel by day and, once she flipped it out, a bed. From old cupboards she made herself clothes closets, and she bought a TV—used, of course. Sawhorses and boards became workspaces for her increasing number of students. In a spirit of hospitality, she began cooking for just about everyone.
Because her trip to France renewed in her a desire to create with watercolor, Jo started teaching classes about using negative space to tell stories. At first, her students were confused.
"I had my students focus on looking into the mystery," she explains. "You can paint a chair, yes, but when you place the color and water together on the paper, other things happen as well. I wanted them to look behind the chair and into the spaces that might be hiding something special. What shapes do you see developing there?"
It was a clear leap of faith for most students. "I had no idea what I was doing or what I was looking at," says Anne Recker, "but I needed to begin cultivating that eye to see. I knew it would help me sooner or later with the other goals I had. It helped to open me up."
Jo was thrilled when her students caught on. "Using negative space is a technique that helps the artist get more artistic expression," she explains, "and that expression is a spiritual one. It tends to sneak up on them. There's a story in there, and they just need permission to look for it."
Art and Illness
"Every genuine artistic intuition goes beyond what the senses perceive and, reaching beneath reality's surface, strives to interpret its hidden mystery" (Letter to Artists, #6).
When Jo's mother suffered a debilitating stroke that left her almost speechless, Jo brought art supplies to her bedside and encouraged her to paint as a way of expressing her thoughts and fears. Her mother was soon diagnosed with terminal lung cancer.
"I could see Mom was depressed; her hearing was less, but her eyesight was OK. She wasn't able to hold her knitting needles. She didn't speak, but I could understand her, and so I came often because I needed to observe and learn her new language."
Recalling her mother's artistic side, Jo thought painting might help. She brought several small containers of watercolor paints, brushes, and good-quality paper. Jo made an easel for her, using a piece of cardboard and clothespins to hold the paper. Jo helped guide her mother's first efforts.
"I began to do a wet-on-wet technique, placing water on the paper, then applying paint and allowing it to mix together. I said to her: 'See, Mom. There's a lake.' All of a sudden, she says to me, 'Gimme that brush!'"
The hospice team watched Jo paint with her mother every day. They noticed that their patient showed a measure of peace, at times a little joy, and a great deal of self-expression. When they asked Jo if she would be willing to help others paint, how could she refuse?
"I thought it was a great idea," she laughs. "Those minutes are so precious; bringing art to them encourages families to create something together that they would cherish forever. You can see beauty in the room."
It wasn't long before the hospice team began referring families to Jo's studio, and in time her studio/bank became a center for hospitality. She began giving patients a quick lesson in watercolor before turning it all over to them, encouraging them to look for and use negative space in their own work.
"Jo acts as a conduit for me between the physical structures of our bodies and their weaknesses, between what's internal and yet to be cultivated," says one of her students.
Soon the families of terminally ill people also started coming to her studio, frequently describing it as their oasis. Once people looked around at the colorful characters and brightly painted scenes decorating the walls, they returned because they experienced Jo as a good listener and a nurturing person while navigating through very serious medical issues.
Making a Franciscan Connection
At this point, Jo decided to become a Franciscan associate and contacted the Sisters of St. Francis in Dubuque, Iowa, starting a three-year period of formation. Over 20 years earlier, she had heard a talk by a member of this community.
"I needed something to help ground me in all of this," she confesses, "and all they said when I first went there was, 'The Spirit moves, Jo. Just let the Spirit move.' I had no idea what I was doing, but I studied the lives of St. Francis and St. Clare and took classes. Their period of inquiry is two years, and they were all very gentle and understanding. There was no pushing, but everyone was so joyful. It was good for me to hear that life is one continuing journey, which you never really complete. That meant a lot to me at that point in my life."
As more people began to visit Jo's studio/bank, she felt the Spirit moving through her and with her in this new art outreach, using negative spaces to tell stories that heal.
"So many times," Jo says, "all people want to know is that they will be remembered and that they mattered to their families. I paint with them, and the three or four paintings they complete tell me and their families stories important to them. One painting presented a couple soon to be united and dashing off together, going somewhere else. Another painting showed a woman seeing her deceased husband, waiting for her to cross over.
"And when their families receive these paintings," Jo explains, "they often proudly display them at the person's funeral. It's a keepsake as well as a moment spent together with their loved ones. And that to me is a God thing of beauty."
The God/Beauty Connection
Smiling, Jo adds: "It took me years to understand what a 'God thing' art really is. Things that are beautiful are of God. One farmer told me about the wheat he grew and the land where he raised it. He could still smell it years after he had retired. That wheat field was a work of his art. It is the artist who notices the details and remembers them for years. This forms the inner significance of our lives."
When Jo completed her Franciscan training, she decided that her artistic work with the dying and her studio in general were her life's mission. Maintaining her simple lifestyle and living in an earth-friendly way, she recently opened a small restaurant in the front of her studio. At the Write Brain Café, a gathering place for writers and others, she provides tomato bisque soup and grilled cheese sandwiches for people undergoing chemotherapy. Over time, Jo has discovered that such comfort food provides less stomach upset.
For the people passing through her front door, bringing with them a wide variety of needs, Jo provides nourishment for everyone, from the ad salesman to the newly diagnosed cancer patient.
Jo smiles and says, "People come through my door many times not knowing what they want. Most say they can't paint, that they're not an artist. All I do is listen and send them along with a little cup of paint. It's the paint, the water, the paper, or the clay that allows a
person's spirituality to come forth.
"And it is art that can help us deepen the relationship between ourselves and the world, especially at the end of our lives. Art is the medium where we do the work of God with our smiles and with our hands. And you can bet that, in every artistic action called forth, God is there."


text:
From Thomas Jefferson to James Madison, 12 August 1808
Monticello Aug. 12. 08.
Dear Sir
Your's of the 10th. came to hand yesterday & I return you Foronda's, Tufts, Soderstrom's & Turreau's letters. I think it is become necessary to let Turreau understand explicitly that the vessels we permit foreign ministers to send away are merely transports for the conveyance of such of their subjects as were here at the time of the embargo, that the numbers must be proportioned to the vessels as is usual with transports, and that all who meant to go away must be presumed to have gone before now, at any rate that none will be accomodated after the present vessel. we never can allow one belligerent to buy & fit out vessels here to be manned with his own people & probably act against the other.—you did not return my answer to Sullivan. but fortunately I have recieved another letter which will enable me to give the matter an easier turn, & let it down more softly. should the conference announced in mr Pinckney's letter of June 5. settle friendship between England & us, & Bonaparte continue at war with Spain, a moment may occur favorable, without compromitting us with either France or England for seizing our own from the Rio Bravo to Perdido as of right, & the residue of Florida as a reprisal for spoliations. I have thought it proper to suggest this possibility to Genl. Dearborne & mr Smith & to recommend an eye to it in their rendezvousing & stationing the new Southern recruits & gunboats, so that we may strike in a moment when Congress says so.—I have appointed Genl. Steele, successor to Shee.—Mr. & Mrs. Barlow & Mrs. Blagden will be here about the 25th. may we hope to see mrs Madison & yourself then, or when? I shall go to Bedford about the 10th. of September. I salute you with constant affection & respect.
Th: Jefferson
DLC: Papers of James Madison, Rives Collection.


text:
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text:
Hamilton (Ontario, CANADA) SELLER MANAGED Downsizing Online Auction - East Avenue South
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10" x 8 1/2". In beautiful gold frame with triple matting.
Both in excellent condition, 3 x 4 1/2" and 4 1/2 x 5". These stand up with easel backs.
Mark Raynes Roberts (England, 1961- ) paper weight in etched crystal 4" diameter.
6 x 9 1/2", signed and dated in bottom left corner.
2 piece Dobrule cigar mold, fitted with hangers for wall display. 22" x 4 1/2" x 3" see pics for details.
11" in height and 3 1/2" in diameter. Some oxidation to chrome finish see pics for details. Interesting relic.
Everything you see here.
1987 signed Kramer sculpture in steel. 10 1/2" in height dated 1987.
Original watercolor signed may 1956, George Watson. 10 x 8".
All the solid brass horse brasses as seen here including wood and tin tool box.
10" copper cookware pans ranging in diameter from 5 1/2 - 10 inches. All with brass handles, see pics for details. 8" diameter Tournus France cooking pot as well.
Vintage 1970s chrome base 10 inch globe with starlit black oceans, some wear to chrome - see pics for details.
Ex Libris, 289 pages, illustrated with amazing bird plates, see pics for details.
Pair of antique brass boot door stops, 5" in height. Cast iron boot match holder with Japan finish 5" in height.
Five old trinket boxes, all in excellent condition see pics for details.
Everything you see here.
Everything you see here. Four NOS packets of Reckitt's Square Blue dye and old pop and beer bottles, chocolate tin, black cat flat 50 etc.
Mixed lot everything you see here.
Everything you see here.
Seals, paperweights etc everything you see here.
Fun vintage sign lot, "no dumping" 24" x 14", "please keep off the grass" 16" x 8", and "danger keep off" 12" x 6".
Really nicely patinated wall hanging theatrical masks. 6 x 5".
Everything you see here all in excellent condition.
Mixed lot everything you see here.
4" in height, missing glass chimney and sold as is.
Mother hippo is 8 1/2" in length and calf is 4 1/2" in length, some wear in spots and mother has a chipped tooth. see pics for details.
Lot of country and other mixed rock.
9 1/2 x 8". Unsigned.
Depression glass mixing bowls and a pair of candle wick glass salad servers all in excellent condition.
Everything you see here.
Everything you see here. Tackle box full of fishing gear as found, Shakespeare reel, lures, line etc. two old scales and a 209M Penn Reel in excellent condition in original box.
Including Reed and Barton squirrel nut tray. Everything you see here, see pics for details.
20" x 30".
Mixed lot everything you see here.
12 1/2" x 3". 7 x 3".
Everything you see here.
10 x 7 x 2 1/2" wind up movement overwound, includes key porcelain ceramic art deco face.
Everything you see here as shown.
8 1/2" x 7". 7" diameter.
Antique bronze gong, antique brass bowl and two antique cast brass bowls.
Unused postcard, "The ill-fated S.S. Titanic foundered April 15, 1912". see pics for condition, comes in protective sleeve.
First Day covers from Canada, US and a few international covers, also an interesting election mail in ballot from the 1920's. everything you see here.
All the laser disc movies here all in sleeves and hardly used in excellent condition.
Hammered chrome cocktail shaker set with ice bucket, lithographed bar tray included.
All four pieces in excellent condition, see pics for details.
22" in height and in excellent working condition.
16 x 12", beautiful Victorian lithography on this interesting chart of life, some ware to print from when it was originally unrolled, see pics for details. In frame with matting.
Three original Chinese watercolor scroll paintings, everything you see here.
9" ceramic La Creuset oven dish, two antique juice reamers and Ullman Aluminum egg beater.
20" x 16", unsigned impressionist farm scene by Toronto artist Joe Morgan.
9" in height in excellent condition see pics for details.
All three pieces as shown including insulator. (Small hairline on rim of Weller vase). Weller vase in 9 1/2".
All in boxes, see pics for details everything you see here. Parker, Quill, Merangue etc.
Everything you see here, heavy lot bin included.
24" x 9" each, winter and summer scenes, some wear - see pics for details.
Everything you see here all in excellent condition.
12" in height with a 4" diameter and 5" base. Excellent condition, see pics for details.
5 pieces all in excellent condition, four inch ashtrays and one four and a half inch plate.
Everything you see here.
Everything you see here including tray.
Irvings Life of Washington Illustrated by Washington Irving 352 pages. The Captain: A Magazine for Boys and "Old Boys" 671 pages. Collected Papers of the Mayo Clinic XIII 1921, 1318 pages.
All four framed and signed yet I can't read signature, you be the judge. 15 x 13", 12 x 8 1/2", 14 1/2 x 8" and 15 x 8".
Mixed lot everything you see here.
5 1/2" x 6" x 1".
Everything you see here.
Coburns Manual by F.D. Coburn 58 pages. Farm Legends by Will Carleton, 131 pages. Illustrated and in excellent condition.
Lithographed cardboard sign from France, 14 1/4 x 5 1/2". Some ware to finish see pics for details.
All in excellent condition, everything you see here.
Seven antique Dresden antique porcelain place card setting holders. There is some chips to the flowers, typical of this ware. Also included is a single old Japanese place card holder.
20 1/4 x 12", another well executed illustration by Toronto artist Joe Morgan, however it is unsigned.
Both have loose covers that are fully illustrated with interesting content. See pics for details.
Mixed lot everything you see here.
Box lot, everything you see here with nice selection.
Vintage 1940s - 1950's McCall magazines and 14" x 14" x 8" wicker magazine rack.
Royal Doulton chiltern demitasse, antique Victoria scenic cup and saucer, blue and white vase and a porcelain trivet.
7 pieces, one: 5" height and three that are four 1/4" in height and three that are 3 3 1/4" in height.
Old meat platters, bowl, etc. Everything you see here.
Mixed lot of country etc.
11 1/2" diameter with plaster on wood water gilt frames. Two of three have edge ware, see pics for details.
Framed 7 1/4" x 9 1/2". Signed yet I cannot read signature, you be the judge.
14 1/2 x 18 1/2". Signed yet I cannot make out signature, you be the judge.
Mostly classical all in excellent condition.
Mostly classical all in excellent condition.
Everything you see here.
Mostly classical all in excellent condition.
Mostly classical LP's all in excellent condition.
Mostly classical LP's all in excellent condition.
Mostly classical LP's all in excellent condition.
Mostly classical LP's all in excellent condition.


text:
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Photo Booth & Photography in Kansas City
Copyright ACE's Snap Shots, LLC 2017. All rights reserved.


text:
Mission Village Auto Care
Review for Mission Village Auto Care
Paul B. on 01/28/2013
Paul said that Eric and Marvin take care of him and he is returning soon for more work. He mentioned that they are reasonable and experts.
Vehicle: BMW 328i
Category: Service
Service Date: 01/03/2013
Review Created: 01/28/2013
This review was collected via phone interview by Customer Research Inc.


text: Promoting gender equality In Andrea Kramer's office are photos of loved ones and her quote made out of wood that a friend gave her. —Photo by Natalie Battaglia February 2012 Print friendly page By Christine Kraly Empowering women starts at home for Andrea Kramer. Kramer, a partner at McDermott Will & Emery, instills in her 21-year-old daughter Cynthia Harris many of the same career lessons she has shared with the legal community for years. Her daughter may plan to go into the medical field, not law, but 56-year-old Kramer said that does not matter: Gender inequality exists in multiple professions. "As women, we have to prove ourselves, we have to dance. We have to do it better, we have to do it faster," said Kramer, head of McDermott's financial products, trading and derivatives group. "We have to find ways to distinguish ourselves so we're going to be selected." Kramer has earned attention and praise for speaking out about how industries can address gender stereotypes in the workplace. She advocates for gender equality through published articles and speeches and counsels other professional women, including through the Women's Leadership & Mentoring Alliance (WLMA), a group she helped establish in 2005. "I believe that women can help themselves and I think that men have a lot to learn as well about what they can do to do a better job of understanding the communication differences," she said. "And if men would be required to understand those differences instead of just me preaching to the women about what they need to do, I believe that could go a long way." Colleagues call the Chicago native selfless of her time and advice. Accolades on Kramer's LinkedIn profile read like a review of some great movie that reviewers urge people to see: "Brilliant," a "Renaissance woman," "5 out of 5 stars!" "Andie is truly a thought leader and innovator on the issues of gender equality," said Jeffrey Stone, co-chair of McDermott and head of the firm's management committee. "She has performed an extremely valuable role in identifying (equality issues), not only for our law firm, but for our profession." By Kramer's own admission, she never expected to encounter the kind of discrimination she now works to expose and attempts to eradicate. Her instincts lead her through the oft-frustrating world of office politics and to a goal of inspiring women and businesses to stamp out discrimination. A startling awakening After graduating from Northwestern University School of Law in 1978, Kramer faced the fortunate predicament of multiple good job opportunities. Eager to seek a career in tax law, two offers seemed most promising: one at a large, prominent firm with a prestigious tax department; the other, at a smaller startup with no tax practice. "I was torn because obviously the opportunities would be very different," she said. Excited by the challenge of establishing a tax division, Kramer joined the smaller Coffield, Ungaretti, Harris & Slavin (now Ungaretti & Harris). She dove into voracious tax and financial markets research, taking a particular liking to the world of derivatives. She began building her own department. "I got an enormous amount of responsibility," she said. "And they couldn't care what you looked like, what your genetic makeup was, what your chromosomes were. "The only thing that mattered was whether you were a good lawyer." She carved out a professional path within the tax and financial industries and built a slate of clients. Eventually, the time came when Kramer needed a larger platform: a national firm, with New York and Washington, D.C., offices, where her clients could better address their Wall Street and regulatory needs. She joined McDermott as a partner in 1993 and began experiencing something she did not face during the first 14 years of her professional life. "I didn't know anything about office politics," she said. "I was floored. "I knew there would be a lot of changes in going to a large firm. What I had not expected was that I would see gender discrimination." For example, she noticed she wouldn't be offered some of the same project opportunities as the firm's male partners. No longer did she feel as if her sex were irrelevant to her legal career. "Twenty years ago when I joined McDermott, it was not just at McDermott," she said. "It was at every large firm that I was dealing with on a daily basis." Empowered as a partner with her own list of clients, Kramer began speaking out about how differently she saw the firm's men and women being treated. Doing something like that, she said, can be an easier task for someone walking into a firm as an established lawyer with a full Rolodex. "That gave me an opportunity to sort of raise issues and make changes and suggest changes in a way that you can't, or you're not comfortable with, if you're the new kid on the block," she said. Even then, she said, "It took a while to get my voice heard. But it did not take a long time for small changes to be made and you start with small changes." She helped start the firm's racial/ethnic and gender diversity committees in the 1990s (the committees today are joined as one) and administered a professional development survey to the firm's lawyers. Kramer found particularly interesting the survey responses that revealed people who received a mentor felt much more resilient to office politics than those who did not. That finding prompted the firm to create in 2004 McDermott University, a departmental training program. The program establishes yearly goals for new firm attorneys, evening out expectations from the start. McDermott University had two purposes that Kramer focused on from the diversity side: mentoring and the requirements to advance from one level of practice to the next. She said this meant all second-year litigators and all fourth-year corporate lawyers needed to complete certain responsibilities. With diverse lawyers, she said, having these requirements spelled out made it impossible for a diverse lawyer to be given only the work of a junior lawyer and then held back from promotion, she said. No attorney would be set up to fail or lose on promotion opportunities as long as they followed and met the university's annual benchmarks. "McDermott's very forward-thinking," Kramer said of the program's buy-in. "I think it's really a great place." But it does not look and feel like the McDermott of 20 years ago, she said. Kramer began urging women starting out to seek collegial support. And she started mentoring other female lawyers, in her firm and beyond, and those in other professional services. "You need a mentor," she said. "You need a system that's not going to allow you to flounder. You also need to have somebody you trust. It doesn't have to be at your firm, it doesn't have to be a lawyer." Creating a path The work Kramer began handling in the area of gender diversity grew and grew. Her calendar began filling with white paper deadlines and conference speaking engagements and colleagues from within McDermott and beyond started taking notice of her quest. In Andrea Kramer's office are photos of loved ones and her quote made out of wood that a friend gave her. Photos by Natalie Battaglia. "I've been inspired as I've watched her," said Carolyn Gleason, an international litigator in McDermott's Washington, D.C., office. Though they worked in different offices, Gleason came to know Kramer at firm meetings and through Kramer's equality work. Gleason said she plans to follow Kramer's footsteps and structure a kind of advocate program for young female lawyers in the firm's D.C. office. "As I look at our young women coming in, it's occurred to me I need to do more of what Andie does," Gleason said. Unlike Kramer's impetus, Gleason is not responding to any particular discrimination problem in her office. Rather, Gleason said, she wants to help foster a "sense of solid community" among new attorneys. "We want to support them, want to help teach and help market one another across groups and champion them," Gleason said. Facing her own busy workdays, Gleason commended Kramer for volunteering countless hours to help guide others' careers smoothly. "In order for this to work, it takes time, spending time," Gleason said, adding that Kramer talks to dozens of women, of all ages, every month about their workplace worries. "She has an esprit de corps, a 'one for all and all for one' personality that makes her a joy to work with," she said. "She believes in the health of the team; it tends to be infectious." Plenty of women catch Kramer's zest for respect beyond McDermott's walls. Wendy Manning met Kramer a few years ago through WLMA. The group helps mentor women and train them to be leaders throughout their careers. Manning, who now handles communications and marketing for Boeing in Chicago, attended a WLMA event hoping to meet senior-level women who might help her through a tough time in her career. Around that time, she got laid off and sought help in landing something new that might offer her advancement opportunities. "Andie's steadfast commitment to how women talk about themselves in performance evaluations has been particularly helpful for me," Manning said. Employee self-evaluations became a kind of breeding ground for what Kramer said became her gender equality "crusade." About 10 years ago, while serving on McDermott's compensation committee, Kramer regularly reviewed hundreds of colleagues' self-evaluations. She learned that women and men talked about their work and accomplishments in dramatically different ways. "Then it became clear to me that women were hurting themselves (through reviews)," Kramer said. She began recognizing distinctions in tone and language. She started blindly guessing whether each evaluation came from a man or woman, establishing a pattern of underlying gender differences. "(It) left me with no doubt that the advancement of professional women was being negatively affected by largely subconscious gender stereotypes and the communication differences that play into them," Kramer wrote for the Women's Bar Association of Illinois. In 2007, Kramer authored an article published in the Women Lawyers Journal titled "Bragging Rights: Self-Evaluation Dos and Don'ts," in which she said women should approach their evaluations with the same exacting effort that they put into their client projects. "Women who deliver first-rate, fabulous work products don't get the credit and the acknowledgment on their work product because they have been discounted; that the work that they do, by the time the work gets back to whoever's reading it, it doesn't matter what they say," Kramer said. When asked if women realize how their evaluations can actually be a detriment to their careers, Kramer said, "No, not a clue." Manning considered herself one of those women. "I never felt I was particularly good or thoughtful about those evaluations," she said. When she later faced evaluation time with a supervisor, she recalled Kramer's tips. Among them was truly claiming her work as her own, specifically using "I" when describing how a project was undertaken. "I don't think I've ever really sort of stepped back and said 'I,'" Manning said. Detailing her project work, Manning fought the urge to say "team." But taking Kramer's advice, she said she felt better prepared for conversations with her boss and the way she promoted her own successes. Taking ownership paid off, and Manning advanced in her position. "(Kramer's) just helping women to be women, and to acknowledge that the caring that you have, or the relationship-building you do in your work has value," Manning said. Giving of her time Kramer is "extraordinarily generous" with her time, Gleason said. "I cannot imagine her turning away a request." Gleason recalled a recent dinner of several female lawyers that Kramer couldn't attend. What inspires Andrea Kramer? Who mentored you early in your career? The four partners of what was Coffield, Ungaretti, Harris & Slavin: Mike Coffield, Rich Ungaretti, Steve Slavin and Alton Harris (her husband). What music do you listen to for inspiration? Bob James, Earl Klugh and Eva Cassidy. Name a person who inspires you. My husband, Alton Harris, and my daughter, Cynthia Harris. What's the biggest change to the legal community? (She answered this as relevant to her practice, her expertise): Financial industry regulation has really turned the industry upside down. For so many of my clients, they've been immobilized, not knowing what to do. Some have been proceeding cautiously, trying to put themselves in compliance with the new laws. What's the biggest challenge in your day-to-day job? We have so many commitments to meet. Every day is a new challenge. Instead of simply sending polite regrets, Kramer sent each of the diners, about a dozen, personalized, hand-written notes in her stead. "I have no doubt she writes truckloads of these letters," Gleason said. All of this stems, Gleason and Manning said, from a genuine desire to advise when possible and to help when needed. Manning lauded Kramer's "researcher's mind" and her stamina. "She's also an incredible hard worker, which I value, and she's not victimized about it," she said. Her perseverance also earned Kramer accolades from professional organizations. The Women's Bar Association gave Kramer a 2011 "Women with Vision" award, saying she "has been a remarkable and influential voice in support of professional women, gender equality and at-risk populations that include women, children and elders." Kramer belongs to several professional groups, including the National Association of Women Lawyers and the International Bar Association. She maintains a healthy philanthropic life throughout the city with groups that provide women with various social services. She serves as chairwoman of the Chicago Foundation for Women and was a founding board member of the Women's Treatment Center, a rehabilitation facility for alcohol and substance abuse. But she handles these passion projects on top of a hectic legal schedule. She recently testified before the U.S. Senate Finance Committee on tax treatment of financial products. Stone of McDermott said her getting asked to testify is "a reflection of her technical prowess" as "one of the leading experts on the taxation of financial products." "She is enormously dedicated to her clients," he said. "She works incredibly long hours, she gets to know and understand their businesses, their personnel challenges. She takes on a counselor and consigliere role." With such a heavy load, there's little time allowed to stress. But when it comes, Kramer craftily exorcises it. "I made this," she said recently, gesturing to the string of large, black and white beads dangling from her neck. The beads came from Africa, purchased during a visit last year to attend work training. And though it may look pretty, she said she doesn't typically make necklaces. She prefers making napkin rings and gives them as gifts. The multitasker often crafts them while watching TV with her family. Gleason received some as a gift and her 6-year-old daughter immediately coveted them. Kramer e-mailed the girl, saying, " 'I will make you 16 rings for your next feast,' " Gleason said. "That's a powerful message to a young girl," Gleason said of the attention Kramer showed the child. Napkin rings or not, part of Kramer's goal involves sending powerful messages to girls. Instilling confidence in girls early in life remains a key to helping them address potential gender equality tensions later in the workplace, Kramer said. That's why she and others with the Chicago Foundation for Women focus on providing technology and science resources for girls. Those kinds of educational opportunities are going to be a vital way for young women to pursue economic security, Kramer said. Because of her work, it's not surprising that Kramer lists her daughter, Cynthia, as a daily inspiration in her legal and equality work. Kramer cites her other chief inspiration as her husband and fellow attorney Alton Harris. Cynthia said she's always been conscious of stereotypical gender roles and does her best to avoid them. "I think that that's been something that I've been aware of because of how much she's talked about how held back women in her law firm and other law firms (have been)," Cynthia said. Cynthia cautioned that she and her mother do not always agree on the career advice she doles out. Cynthia finds that the advice actually acknowledges there are more gender differences out there even today. But she praised her mother's approachability to younger professionals. "She really has cultivated that over the years, this practiced ease," Cynthia said. It's important, she said, especially when you're pointing out the ways in which your behavior may actually be hurting you. There's something about Cynthia's chosen path in medicine that touches on the analogy about the acorn and the oak. She studies in a science program designed to broaden a doctor's exposure to the world and humanity. Through research data and surveys, her mother has taken a scientific approach to better understand human relationships. Kramer hesitated little when asked how Cynthia might fare in the "real world" of sometimes confused gender communications. With a confident laugh, Kramer said, "She's very equipped."


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An Australian national and pioneer of heli-skiing in the Indian Himalayas for the past 20 years has been ordered to leave India within two weeks for violating visa rules by the Himachal Pradesh police on Tuesday.
Roderick Mackenzie is based in the popular tourist resort town of Manali and has a business visa valid upto October 2014.
"He has a business visa and works for the Himalayan Heli Adventures (HHA), but he failed to prove his position in this company and submission of required papers related to his business," said Abhishek Dular, superintendent of police Kullu district.
"According to the MD of the company, Mackenzie is working as a consultant on honourary basis though he has a business visa," Dular said.
On verification, the foreigner was found violating visa rules as he was found working as a consultant and not doing business. Hence, he has been issued a notice from SP Kullu to leave India within 14 days of receiving the notice, failing which he shall be liable for action under foreigners Act 1946.
Mackenzie is also a well known photographer and mountaineer. He scaled the Mount Everest in 1989 and has been living mostly in India since the past twenty years.
HHA claims to be the only company in Asia (outside Japan) to conduct the highly thrilling helicoper skiing adventure sport. Majority of the heli-skiers here are foreigners.


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Thoracic & Vascular Surgery
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505 NE 87th AveVancouver, WA 98664
Suite 301, Building B
Suite 301, Building B