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35 terms
individual cells in the nervous system that receive, integrate and transmit information.
soma (cell body)
contains the nucleus and chemical machinery common to most cells. The bulbous end of a neuron.
terminal buttons
clump at the end of the axon that secretes chemicals called neurotransmitters
action potential
brief change in the neuron's charge that travels along the axon. They are all the same size; it is their rate of firing that changes.
the neurotransmitter between neurons and volutnary muscles. only one at muscular junction
widely distributed inhibitory transmitter that also helps regulate sleep, anxiety, and arousal
part of the hindbrain that organizes sensory info, but mainly guides movement, motor skills, balance
Network of nerurons. houses the dopamine system, integrates sensory info, alertness, arousal, eye coordination.
part of the forebrain through which the sensory information (not smell) pass through to reach the cerebral cortex
part of the forebrain responsible for meeting reguating basic bodily needs. Homeostasis and pituitary gland.


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Glenn Bailey, a registered sanitarian for Abilene, said the city begins mosquito trapping each May since the West Nile virus first reached West Texas several years ago.
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- Housecall for Health: Staying Safe and HealthyPosted 10 hours ago
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Coffee Linked To 50% Lower Risk Of Suicide
from alan.com
Maybe you're too hyper to kill yourself, But, seriously:
According to a new study by the Harvard School of Public Health, subjects who drank two to four cups of coffee daily were 50 percent less likely to commit suicide. This was observed in comparison to those who drink decaffeinated, very little, or no coffee.
Researchers examined data from three U.S. studies evaluating coffee and overall caffeine intake every four years. This included 43,599 men enrolled in the Health Professionals Follow-Up Study (1988-2008), 73,820 women in the Nurses' Health Study (1992-2008) and 91,005 women in the Nurses' Health Study II (1993-2007). The subjects shared information about their caffeine intake via questionnaires, and the studies involved 277 cases of suicide.
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Videos » Mental health » Depression » Types of Depression » Situational Depression
Situational Depression
Situational Depression
Coping with change can be hard, and for some people, the stress and despair of managing change can be debilitating. Adjustment disorder, also called situational depression, is clinical short-term depression directly related to life changes.
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Once your business is formed, you will need to get all of the required Federal, State and local government licenses, zoning information and tax identification numbers for your business.
Business Licenses:
If your business is in Charlotte and most of its surrounding areas,, you can call 704-336-6315 for a business license. For a business license in Matthews call 704-847-4411) and for Pineville call 704-889-2291.
For State business licenses you can check with the North Carolina Department of Commerce which operates the Business Service Center. It can be reached at 919-715-2864 or toll free at 800-228-8443 to assist you in determining what state licenses are required for the business activities of your company.
If your business products or services change, you may need to have additional licenses.
Depending on the type of business and its location you may also need to confirm that your business is permitted by the local zoning for its location. The Mecklenburg County Zoning office phone number is 704-336-3569.
Tax Identification Numbers:
You will need to acquire a Federal Tax Identification Number and will need a tax identification number for the State of North Carolinaif you hire employees or sell products causing the company to owe sales taxes.
Your attorney may assist you with some of all f this if you hire them to do so.


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it's Sunday.
no fancy pants for us today.
it's been such a hard week. last Sunday was the worst day of my life, so far. and every day after has been a struggle. my beautiful boy is doing better in some respects, but still really just struggling.
the only plus side to all of this was that my dad was here.
he extended his plane ticket twice to stay and help me.
i got to spend Thanksgiving with him, and i am so glad i did. usually it's just me and Connor by ourselves, so it was nice to have my dad here to keep us company.
my dad is amazing.
i've said it many times before and i'll say it again....he's the best man i know.
he left yesterday and i miss him so much.
we all do.
he was such a big help while he was here, and the greatest support to me always.
but it also broke my heart to see how heart broken he was to see Connor struggling.
i think it really was breaking his heart.
i don't think he realized how hard my sweet boy struggles, and these past two weeks have been the worst two of his life, i'm sure of it.
it's so gut-wrenching to watch this perfect little boy, this beautiful little being, suffer so immensely.
i just don't understand why sometimes.
why does he have to suffer so much, and why can't i help him???
it's been torture, the not being able to help him. these past few days he's been suffering all day long.
all day long.
it doesn't stop, and nothing seems to help.
i just love him so much.
i continue to hope and pray that things will start to improve.
something's got to give soon.
he's such a strong little boy.
i just want some peace for him.


text:
Montreal body linked to Mafia
Dec 9, 2012 / 7:16 am
Montreal police are linking the discovery of a man's body in the city to organized crime.
Police say the victim, a man in his 50s, is well known to them, but they are not revealing his identity.
Police say they received a tip and discovered the body inside a vehicle Saturday morning.
They say the man suffered serious injuries to his upper body, but won't disclose whether a firearm was used.
Investigators were on the scene well into Saturday afternoon.
Police say they have no suspects.
There have been a number of killings in Montreal in the past couple of years involving family members or associates of reputed Mafia boss Vito Rizzuto, including his father and his son.
Rizzuto, 66, served eight years in an American prison on racketeering charges and was immediately deported back to Canada upon his release in October.
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The Kidz Are Alright, Mate!
There was an Aussie Assault at the Troubadour earlier this week, and I got hit, hard! The night started smashingly with a literal rock star parking space: none other than Seal was sitting in a Ferrari convertible outside Dan Tana's, so my uber rock chick friend Laurel chatted up the silky-voiced Mr. Klum while he waited for a friend to pick up takeout for dinner. But really, Heidi, we only wanted his spot! Once inside the club, the bluesy punk duo The Mess Hall made me wanna get dirty with their raw, Iggy-meets-the Gun Club caterwauling (and good lord the singer was nice lookin'). With The Flairz, though, it was love at first riff. This garage rock trio from Perth consists of Dion and John Mariani, 12-year-old cousins who both play guitar and bass and sing (Dion is pictured), and 13-year-old drummer Scarlett Stevens, whose dad Philip is the band's manager. The Flairz (with a z for "zing," said Scarlett) have been at it for the last two-and-a-half years, and were passing through L.A. on their way to SXSW, with most of their parents in tow and the full support of their teachers back in Oz. The trio has a 4-song EP called Rock and Roll Ain't Evil, and Scarlett has already guest-drummed for the likes of Jack Johnson. Thanks to parents with good taste, The Flairz have a list of influences that includes Led Zeppelin, Creedence, and of course, AC/DC, and they're also into current bands like Kings of Leon, the White Stripes, the Datsuns, and Wolfmother! Dion was totally jazzed to see the singer of Jet in the crowd, and he told me so with a big grin. The band's tunes - get a load of "Rockin' On" and "Black Fox" - are as basic as they come, but they're delivered with so much style and gusto that the power of the package is undeniable. It doesn't hurt that Scarlett looks like a young Kirsten Dunst in Minnie Mouse earrings, and Dion is about the most virile young four-foot-tall lad I've ever laid eyes on. I mean, come on. Look at these faces. Can you not love them? We missed the headliners, The Living End, instead rushing to the Fonda to catch Black Rebel Motorcycle Club's set. Underneath the cover of dry ice, some dork pushed his friend into me in a pathetic attempt at flirtation. "What is he, twelve?" I asked Laurel, but then I had to correct myself, because twelve-year-olds are way cooler than that.


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A wartime regiment deals with an epidemic turning fellow soldiers into bread people.
4.51 / 5.00 15,770 ViewsMinecraft: TNA Part 19
Upon examining their loot, our heroes find more than they expected...
4.44 / 5.00 10,438 ViewsIn response to the positive critical reception received on my Daft Punk music video I decided to make this.
And this is probably going to pass judgment.
Well, I'm not sure what to think of this.
I thought the style was kind of humorous, but it also felt like it lacked any real effort.
I'm not sure how long you spent on it, but if you're trying to make a homage or a parody (I'm not even sure which of those you were trying to accomplish), you should probably spent a little more time on it.
This kind of reminded me of ASDF movie, but not as funny.
There's nothing original about this, but if you want a quick laugh, I suppose this will do, however, this feels like a WIP, which I don't think this is worth putting in the portal.
If you would have either gone through the entire song, or done this part with some colour, I would have liked it more.
Also, the automatic loop is fairly annoying. I had to collapse the video so I could write this review, which shouldn't be necessary.
Overall, I think this could go somewhere, but it needs a lot of work. Right now it looks like it was made for practice.
Good luck. I do hope to see an improved version of this in the future.


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A sad cap-off to the least Brooklyn-related major event to ever actually take place in Brooklyn (and heavily publicize itself as such): the New York Times reports today that not only did none of the famous people at last weekend's Video Music Awards seem to want anything to do with the borough (hence that so few of them were in attendance to begin with), but as soon as the actual awards were over, they all actually "fled back to Manhattan" for the after parties. Fled!
If we're looking to add insult to injury, the paper of record also managed to score an interview with former Jersey Shore cast-member Ron Ron at the Finale nightclub on the Bowery, who called the event at the Barclays Center "like L.A. in the East Coast," adding, "It was great to be back on our territory." Yeeowch.
But, I guess there could be worse insults. As silly and expensive as a lot of Brooklyn nightlife has gotten, if your goal for the night is really to cram yourself into 1OAK next to Robin Thicke, or, like Jay Z and Beyonce, get into the middle of a J. Cole versus P. Diddy fight at the Dream Hotel, there really isn't an especially compelling Brooklyn equivalent. One might argue that's a significant part of its appeal. But, regardless, Brooklyn got snubbed, and the New York Times doesn't care who knows it. Best to just forget the whole weekend ever happened.
Follow Virginia K. Smith on Twitter @vskmith.
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Genre/Form: | Rules Sources |
Additional Physical Format: | Online version: Benedict, Saint, Abbot of Monte Cassino. Rule of Saint Benedict. New York, Cooper Square Publishers, 1966 (OCoLC)756446561 |
Document Type: | Book |
All Authors / Contributors: |
Benedict, Saint Abbot of Monte Cassino.; Francis Aidan Gasquet |
OCLC Number: | 172504 |
Description: | xxviii, 130 p. port. 17 cm. |
Series Title: | The Medieval library |
Other Titles: | Regula. |
Responsibility: | Translated with an introd. by Cardinal Gasquet. |
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The purpose of this paper is to consider the value of a solid state hybrid drive (SSHD) for enterprise applications. An SSHD is a hybrid storage device that combines a traditional magnetic disk drive and complementary solid state storage to achieve a blend of high capacity and high performance for hot (frequently read) data.
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Therefore, brothers and sisters, you must be patient as you wait for the coming of the Lord.
Courageous patience
7 Therefore, brothers and sisters, you must be patient as you wait for the coming of the Lord. Consider the farmer who waits patiently for the coming of rain in the fall and spring, looking forward to the precious fruit of the earth. 8 You also must wait patiently, strengthening your resolve, because the coming of the Lord is near. 9 Don't complain about each other, brothers and sisters, so that you won't be judged. Look! The judge is standing at the door!
10 Brothers and sisters, take the prophets who spoke in the name of the Lord as an example of patient resolve and steadfastness.
Dissident Daughters maps the global struggle for women's rites by drawing together narratives of women from all over the world who create and celebrate women-identified liturgies. In drawing these narratives and liturgies together, the book highlights how women worldwide have claimed new ways of being church.
With its focus on narratives, its attention to contextual and material realities, and its collection of women-identified liturgies in global context, Dissident Daughters claims prominence within the growing literature on women's ways of worship. This book not only introduces liturgical texts, but focuses on the communities that create and celebrate these liturgies. Dissident Daughters gives voice to the women activists in these communities who show how their communities came into being; how social, cultural, and political realities shaped them and their liturgies; and how they envision their lives in and as communities of faith. In drawing the different narratives together, Dissident Daughters displays the expanse of the worldwide expression of women's rites, and how each is shaped by distinctly different contexts of struggle and hope


text:
While speaking at a recent event in Atlanta one of the attendees raised a great question. He asked, "What if you realize that you have indeed overpromised on what you can deliver?"
The best advice when something goes wrong is to communicate early and honestly with your client. When you make a mistake, take ownership and communicate honestly. In fact, if handled properly, you might end up in a better place than you imagined.
Here are common scenarios where you may need to recover after overpromising to a client. The most important thing to remember is that the sooner you can reset expectations, the better.
You have a solution that requires two months to deliver. During a sales meeting your customer asks "If you can deliver us a solution in a month, we'll sign a contract with you today." Your colleague (who just might be your boss) says "Absolutely." In fact, once you were able to deliver a solution within a month. But, you know it is likely to take two months for this client's solution.
In this scenario, you might say to the client, "I want to ensure that we are all on the same page. I know we've delivered within a month in the past. Other projects have taken closer to two months. I'd hate for any delays to impact your organization. I'd like to know we all have the same expectation of two months, knowing we'll do whatever we can to shorten the schedule. Would that be OK?"
Unless you are delivering the ball for Times Square on New Year's Eve, a short delay is often not a deal killer, as long as you manage expectations up front. One of the 2014 Sales Trends I predicted ties to honesty, so you may as well start early.
Perhaps you set the correct deadline and expectations. However, your solution depends on the work of others. Perhaps you depend on regulatory bodies, strategic partners, or suppliers. An attorney might be adversely impacted by dastardly acts of the opposing counsel. A home renovation company might be on track until the flooring supplier misses their delivery schedule.
In each of these situations, the most natural thing to do is throw the other party under the bus. I was at a restaurant recently where the food was delayed. The waiter said "The kitchen has no clue what they are doing. It's not my fault." Having heard that statement, I was not exactly inclined to dine there in the future. If you throw your own team under the bus with the hopes of making yourself not look foolish, it just doesn't work.
In this scenario, you might say to the client, "We felt we had planned for potential delays, but I guess we did not allow enough time. We are doing everything in our power to get the issue resolved, and as soon as we know with certainty the revised schedule, we'll communicate with you. If we uncover other alternatives, we'll present any credible options to you for consideration."
When you overpromise, you run the risk of putting your entire business relationship at risk. The worst outcome would be ultimately not meeting the client's expectation of time or deliverables. The 2nd worst outcome would be that the client realizes it is unlikely (or impossible) for you to deliver. Just to be clear, neither outcome is a good one. It helps if you proactively work to prevent overpromising in the sales process.
In my book Upside-Down Selling, I discuss a principle called "pre-selling objections." Pre-selling objections is when you are up-front with the client about issues that almost always arise towards the end of the sales process. Doing this allows you to bring up and address the issues on your terms. This method can help you get around situations where you get caught off guard and accidentally (or intentionally) overpromise.
When you do make a mistake, remember to communicate early and honestly. Take ownership and communicate honestly with your client. Your candid conversation will go a long way toward making the client feel comfortable. When you make a mistake and masterfully resolve the issue, you often can end up in a better position than if you had executed without anything bad happening. This is not to suggest that you should intentionally mess up. Rather, when something goes wrong, don't run away. In fact, if handled properly, you might end up in a better place than you imagined.
When have you been the recipient of an exceptional recovery? When did someone overpromise, and then make it worse by not taking ownership of the solution?
]]>Will companies be hiring more salespeople in 2014? What will companies do to stand out from the competition? Will CRM systems expand or contract? How will the economy impact business growth? These are some common questions I hear as I address audiences around the world. Here are my predictions for the ideas and trends that will shape sales and business development in 2014.
Buyers can now get just about all of the information about your company, products, and services from your website. However, what they do not have is the trends, best practices, or creative applications that determine whether or not there is a fit for the customer's situation. Buyers will continue to value the subject matter experts.
If you want to know whether or not you rise to this standard already, ask yourself if your ideal clients would value the meeting from your team enough that they would pay for the session. If so, then you might already be there. If not, then you have a goal for 2014.
Last year, people said, "content is king." In 2014, content will continue to be the core to building value and getting heard above the noise. Buyers (and Google) value the best educators, as Marcus Sheridan of TheSalesLion.com says. It used to be that companies feared sharing their best stuff on their websites. As more initial investigations for solutions move to search engines, your ability to stand out from the crowd comes down to whether or not you are addressing the most important questions for your ideal customer. If you are stuck with your head in the sand, you might just get run over.
The shift from vertical to geographic focus tends to work in cycles. With the advancement in video-based communication and collaborative technologies, geography becomes slightly less of a big deal. However, the increased value placed on subject matter expertise will shift the table in a big way in 2014 toward vertical markets.
Over the past five years, there was a trend of buyers beating up on weaker suppliers. While the short-term goal of the buyer was a reduction in costs, the unintended consequence was the destruction of many suppliers and companies who either lacked a competitive advantage, or failed to identify their lack of negotiation and sales prowess before it was too late. Ultimately, buyers lost a portion of their supply chain. The more sophisticated buyers will seek sellers with whom they can work collaboratively to obtain the greatest value. Buyers realize that the cheapest price has little meaning if the vendor cannot deliver as needed.
Collaborative selling will reward results and outcomes, but will continue to punish those selling commodities.
Buyers have discovered that paying by the hour creates a disincentive for innovation and efficiency. The longer it takes the vendor, the more they earn. However, for the client, the faster they get a solution, the better. The hourly-vendor who delivers the most efficiently makes the least money. In 2014, the top performing professional services organizations will start shifting as much as 30% of their billing to project-based, or outcome-based pricing (with assumptions to protect themselves). Buyers want results, and they'll pay for it. However, the savvy customer rarely wants to sign a blank check for hours of time without a defined outcome.
Most economists say that the economy will continue to bump along in 2014. Innovative companies with a great story will start putting their capital reserves to work to build their own economy. The economy grows when businesses grow. And, those with creativity and value will get tired of waiting for the so-called "economy" and will build their own environment to thrive. This will drive accelerated growth in the latter half of 2014 to carry into a strong 2015.
Recognize that there is a need for subject matter experts. Be on the lookout for businesses cross-training their subject matter experts on how to manage a sales process. Those who do hire sales professionals or sales managers will rely more on specialized recruiters to ensure their next hire is the right one. Hiring people who were just looking for work has burned many companies. Often, the hiring companies discovered that those people were out of work for a reason. There are great ways to find a gem without using a recruiter, but recruiters are still the best way to attract superstars from other companies.
Years ago, companies realized they needed something beyond a spreadsheet (or napkin) to keep track of their business pursuits. Customer Relationship Management (CRM) solutions emerged to maintain knowledge, automate forecasting, and improve communication. However, over time, the CRM solutions have taken on a life of their own. The data entry requirements had become so overbearing that few organizations enforced compliance (mostly because the only people who filled out all of the fields were the worst performing reps). Look for a shift in 2014 for companies to identify the top eight (or three) pieces of information they need to understand if a deal is legitimate or not. They will ask reps to maintain fewer pieces of information, but will require compliance.
It used to be that if a company was trying to reach $5 million in revenue, it would often look for a pipeline of $8 to $10 million. Today, companies often set a three to five-time multiplier. So, for $5 million, they pursue $15 million to $25 million in opportunities. Sharp organizations have started tracking the cost associated with pursuing unlikely deals. Instead of chasing everything, companies will define specific criteria for what makes a good pursuit, and which ones should be dead on arrival. The definition maintains focus, and preserves resources for the proper pursuit of the opportunities that deserve the company's attention. Look for companies to qualify based on the relative impact and importance to the customer of solving the issue, rather than the desire of the company to sell something.
With so much hype and old-school tactics, buyers will reward sellers who identify their own limitations. Claiming you are an expert at everything will be hard to believe when the buyer can search to discover the truth. Humility and candor will be sought after skills in 2014.
What trend do you think should make the list for 2014? Share in the comments section or via Twitter @GrowMyRevenue #SalesTrends
2014 is a year for your business to step from the sidelines and thrive. Stay informed and ahead of the trends impacting your industry to ensure you are a leader in your space. I plan to monitor these trends closely in 2014 and will share discoveries of these trends in my upcoming articles. You can sign up to receive my weekly article at GrowMyRevenue.com or Twitter @GrowMyRevenue
I was waiting for a flight at the airport last week and overheard a group of business executives speaking about the projects that their firm undertakes and how their team is compensated. "Jim keeps bringing in deals that are $30,000, but our target project is over $400,000. It costs us $30,000 in labor just to manage those little projects." Each business defines "small" or "large" differently. In their case, it seems like they are "winning" projects that they may not want to win.
As an outside observer, it sounds like their business is not setup to effectively handle projects they would consider small in comparison to their ideally-sized projects. Sadly, few businesses exhibit the discipline to define when they should walk away from business. Many companies have a wish list of what makes for a great opportunity. It is equally important to create a list of conditions that make something a bad pursuit. Here are a few of the most overlooked conditions that might indicate a good reason for you to walk away.
In the book Same Side Selling, we identify a series of "adversarial traps" that put the buyer and seller on opposite sides of the table where the relationship is anything but collaborative. Think about times when you were in an adversarial situation with a potential customer. What percentage of the time do they end up being your ideal customer in the long run? When the customer sees you as their adversary instead of their partner, recognize that each moment the adversarial feeling persists, you are further away from a good outcome.
If you decide to walk away, you do not need to be rude. You might say something like, "In our most successful projects, we work side-by-side with our customer. We get the sense that we may have done something to make this situation adversarial, and we'd hate to start something on the wrong foot. So, I think we need to respectfully decline to participate. I hope we can figure out a way to work in true partnership in the future."
When you receive a Request for Proposal out of nowhere and the buyer does not allow you to have any discussions with their team, what percentage of the time to do you end up winning? In most cases, executives tell me they win below 10% of those opportunities. Comparatively, when they get to a deal early, they tell me they win more than 50%.
In movies, before someone gets executed, they give them a cigarette, a blindfold, and ask for a last request. If the other party puts you in a situation where you feel like you are blindfolded, a pack of cigarettes might not be far away. Flying blind does not allow you to work in your best interest, or in the best interest of your client. Invest the time you would have wasted on those unlikely deals in getting to other projects early. Unless you are a bottle of wine, you should not agree to be left in the dark.
Let's say you have a conversation with the potential client, and they appear interested in your product or service. You ask them what they are hoping to accomplish, and how they will measure the success going forward. If they cannot or will not answer the question, that should raise a red flag. At some point, someone in the approval process will ask "Why do we need this? What do we hope to accomplish?" If your contact cannot answer your question, they may not be able to answer it during the approval process, either. The absence of a good answer is an indicator of a project that will stall.
Work with your contact to ensure that you can agree on whether this is a good use of your time, or if you should walk away. You can say something like, "I fear that unless you and I can determine the critical need and desired outcome, we might invest time together and fail to get it approved. Since we don't have a good business case, should we just wait until there is a greater need?" At that point, they'll either make their case for continuing, or agree the timing is not right.
For the team I overheard in the airport, perhaps there is a reason the one team member keeps selling small deals instead of focusing on their ideal targets. Regardless of the rationale, the best approach is to have a set of criteria to allow team members to evaluate whether or not an opportunity is worth pursuing. We developed the TRUE Fit spreadsheet tool to allow you to set objective criteria and rate each item to provide a visual map of the "fit" for an opportunity. Send me a note on Facebook or a Tweet on Twitter @GrowMyRevenue and we'll send you the TRUE Fit spreadsheet tool with no strings attached.
When has "winning the wrong deal" backfired on you? Do you think that there is "good business" and "bad business," or is all revenue good?
]]>You can easily get caught in the trap of worrying about your competitors. You might spend hours in meetings to develop a strategy to address "the enemy." Instead, what if you spent that time thinking about how your customers might benefit from your collaboration with those you consider, at some level, the competition? I'm not suggesting collusion, price fixing, or devious alliances. My recommendation is to consider where you add value to your customers through cooperation with potential competition. Let's call it coopetition.
Kristina Bouweiri is the CEO of Northern Virgnia's Reston Limousine. In 2001, their business was not growing as she would have liked. Kristina had an idea that required coopetition. Reston Limousine had buses sitting idle over the weekends when not working on government projects. Kristina teamed with local wineries, other transportation companies, as well as catering and hotel vendors to produce a thriving wine-tour business. This innovative approach now drives millions of dollars each year for a variety of local businesses while delivering a great customer experience.
You know your areas of strength. Do you sometimes stray a little beyond your strongest areas? Are there others who can do that piece better than you? Let's say your clients would rate your best capabilities from 0-10 at a 9. But, when you stray beyond your sweet spot, you start performing tasks at a 6. Buyers tend to average down when evaluating vendor capabilities. You are often measured by your weakest link in the chain. You are better to partner with a potential competitor than to engage in areas that are not your strength.
To define your coopetition consider what pieces of your client's overall solution come before or after your piece of the pie. For example, in my business many organizations come to me seeking advice on their sales messaging and strategy. Sometimes addressing sales is only a piece of the overall solution my client needs to accomplish their business goals. Before applying sales messaging and strategy, my client needs a visible brand with engaging content that will attract their ideal prospects. Then, after applying sales strategy and successfully converting prospects to customers, my client is well served to have a customer experience that turns clients into raving fans who become a great source of repeat and referral business. While I can certainly cover topics related to content marketing and customer experience, they are not my strongest area of expertise. I know other industry leading speakers/authors who specialize in those areas.
In my case, I recognize that Marcus Sheridan offers tremendous expertise on inbound content marketing, and Joey Coleman works with legendary companies on developing their brand and customer experience. Even though each of us is a professional speaker, we came together to provide more value than any one of us could deliver on our own. Though some could consider us competitors, most will appreciate getting multiple perspectives. In order to effectively have coopetition, you need to establish some ground rules.
We launched The Remarkable Growth Experience less than a week ago. The event combines the three of us into a two day experience in January. We sold 1/3 of the capacity in the first four days. We expect the event to sell out. Most importantly, we all look forward to learning from each other. Combining with those who might be considered competition requires a leap of faith. It requires confidence, but doing so will open opportunities and add value for everyone involved.
Where have you teamed with a potential competitor for coopetition?
]]>When you are not hitting your growth objectives for your business, it is easy to panic. When members of your sales organization do not seem to have enough good opportunities on their plate, it is easy to think about asking them to drive more activity. It might seem like expanding your focus and casting a wide net is a good approach. In fact, doing just the opposite is the smart way to produce results and increase sales. Let me explain.
When you take photographs, if you make it so that everything is in focus, nothing stands out. Some of the best photographers use a narrow field of focus. A narrow field of focus makes the primary subject crystal clear and everything else blends into the background. This technique requires more skill, but the result is worth it because you end up with a higher quality photo.
The same holds true for how you identify proper sales targets. Let's say your prospects rate your message from 0-10. What number would your message need to register on their rating scale in order to get them to raise their hand and seek your help? For most organizations, "8" is the turning point. If your current message is too broad, it might reach a broad audience. However, it only hits each person at a 3 or 4… not an 8 or higher. What that means is that your message falls on deaf ears.
Identifying and then reaching the right audience requires three steps.
In a recent article, I shared the concept of starting with an elevator rant and then getting to your Same Side Selling Elevator Pitch. The abridged version is that you need to define a problem that your customer would see at an 8 or higher in terms of severity that you are great at solving. Your message then candidly illustrates that you are there to see if they have that need, and recognize that your great solution is only great for the right situation.
Attracting clients who have an interest or need for problems you solve is easier today than it was years ago. If your door squeaked when you opened it, you would probably search for "How to stop a squeaking door." You have been trained to search for the problem and the Internet will deliver the answer.
Search engine optimization companies come in two flavors: One group works hard to create the illusion of valuable content about a given topic. The second groups works to engage your team to actually create valuable content. Here's a hint: It costs less and is more effective to actually create great content instead of creating the illusion of great content.
For one idea on how to attract new clients, be sure to read Trent Dyrsmid's article on how to leverage content marketing as part of a comprehensive growth strategy. How Content Marketing Has Forever Changed How to Attract Clients and How You Can Take Advantage of This Shift
I had the honor of addressing a group of medical device pioneers at Johns Hopkins University recently. One of the inventors said "The problem is that there are no investors who care about devices." A couple of days later, I was speaking with a venture capitalist in the medical device arena and he commented "I can't find any new technology worthy of an investment." Ironically, the only gap is that the two parties had not yet found each other (yes – I made the introduction).
If you create great content describing the problem you are uniquely positioned to solve, then those facing the problem that need a solution will be beating a path to your door (or website).
What problem is your ideal client facing? Why are you the best on the planet to solve that issue?
]]>Last week, I shared how to use an elevator rant to form the foundation for your elevator pitch. I challenged you to think about what your ideal client would complain about – knowing that you are the best person or company on the planet to solve that issue. But, if someone asked you what you do, you could not simply quote the elevator rant. So, how do you go from the elevator rant to a solid elevator pitch?
First, recognize that everything I share with you is integrity-based. What I mean is that there is no deception, trickery, or Jedi mind trick involved. The goal is to share the truth to get to the truth in buying and selling situations. Let's start with a foundation for your elevator pitch.
Of all the people you meet as potential clients, what percentage of them are such a good fit that you are likely to do business with them? When I ask this question to successful CEOs' the number is usually less than 5%. I have yet to meet a business that feels they are the best fit for more than half of the people they meet. Though you may hope for better odds. The reality is that for most businesses, less than 10% of the people you meet would be a good fit and likely to do business with you such that money changes hands.
In our upcoming book, Same Side Selling, my co-author Jack Quarles and I share a concept called the Same Side Selling Elevator Pitch. The pitch starts with the elevator rant as the foundation. It then uses a formula with these three elements: Entice, Disarm, and Discover.
(1) Entice: Entice the customer by identifying something you have that might be of interest
(2) Disarm: Make it clear that you are not there to sell them, but merely see if there is a fit
(3) Discover: Trigger a discovery phase where you learn about them (instead of a meeting talking about your stuff).
Let's say your client's elevator rant is "We are sick and tired of our IT systems going down and losing hundreds of billable hours per year because of it." The Same Side Selling Elevator Pitch might be:
[Entice] We work with clients who are frustrated that their IT systems go down which costs them hundreds of billable hours. They tell us they can't afford to continue facing that problem. For the right clients, we find we can help them rely on their systems to always be available whether they are in the office, or working remotely. [Disarm] We find we can have a dramatic impact on less than half of the organizations we meet with about this issue. But, if addressing those problems is important to you, [Discover] we'd be happy to speak with you to learn more about your situation to see if we can help.
I shared this concept in a recent podcast interview with Tom Cooper from Brighthill Group. In case you missed the interview, you can listen to it here: "Dump your elevator pitch. What you need is a great "Elevator Rant!".
The goal of Same Side Selling pitch is to put yourself and the buyer on the same side of the table. Using this approach, you are trying to determine if you have a fit to solve an important issue. You are not just trying to sell something.
Share your Same Side Selling Elevator Pitch in the comments. We'll be sure to offer feedback to each comment (no matter how many there are). You can also sign up for a free preview chapter of Same Side Selling at SameSideSelling.com. The preview chapter releases mid-November.
]]>Does Your Elevator Pitch rise to the top, or sink to the Basement? At a recent networking event, the host asked each person to give a brief elevator pitch about their business. As I listened to each person's pitch, it reminded me of the movie Groundhog Day with Bill Murray. I'm pretty sure that the people were taking turns, but at some point it seemed like people were just repeating what the previous person had said. Each attendee only described what they did. The best Elevator Pitch shouldn't explain what you do, here's why and how to fix it.
Some elevator pitches are destined for the basement…. On a freight elevator. Here are examples of what I call a basement elevator pitch. One person said she was a partner with a full-service law firm. Another said he was with a cutting-edge accounting firm (really?). The third person said, "We sell cloud services." I'm pretty sure that means that they provide cloud-based information technology services. I say that only because I'm not familiar with any "service" that clouds in the sky might require.
Let's say your car makes a clicking sound when you turn the corner on the way home. When you get home and open a browser on your computing device of choice, what do you type? My guess is that you don't type "Innovative, licensed auto service center with three locations." Most of us would type "clicking noise while turning" and probably include the make and model of the car for precision.
Essentially, we type a description of the problem we are having, not the solution. So, if your elevator pitch talks about WHAT you do instead of WHY people might need what you do, then your message is likely falling on deaf ears.
A great Elevator Pitch starts with an Elevator Rant. To help explain the Elevator Rant, imagine this scenario. You are on an elevator to the 40th floor when the doors open on the second floor and two people from your ideal client get on. It turns out they start complaining about something you or your company are the best resource to solve their problem. What do their complaints sound like? I used to call this "The problems you solve." My good friend, Bob London of London Ink, coined a term Elevator Rant – which is now my favorite term.
The elevator rant for a client of an IT Cloud Services Firm might sound like "We are sick of not being able to access our systems reliably from outside the office, and we spend a fortune maintaining systems that were supposed to save us money." The first part on an elevator pitch based on this concept would be "Our clients come to us when…" and then insert the rant.
This is the first part of a two-part article on the elevator pitch. Take the first step and identify the elevator rant that your clients might come to you for a solution. Start with "I'm sick and tired of…" Starting that way will help to define areas where they are likely to spend money on a solution. The goal is to describe a problem you solve that the ideal client would feel resonates with their rant
I had the pleasure of being interviewed by Tom Cooper of Brighthill Group recently to discuss challenges for professional services firms when it comes to sales and business development. You can listen to the podcast here: "Dump your elevator pitch. What you need is a great "Elevator Rant!". Tom did a great job of drawing out some concepts that we cover in detail in my next book, Same Side Selling, launching launch in early 2013.
Share your rant-based elevator pitch in the comments. I'll give feedback on each one submitted, and others will get a sense of where you add value.
How do you come up with pricing for your services? I graduated from one of the top 25 economic institutions in the world. I recall lectures about how to generate pricing models based on costs. The topics were challenging, thought-provoking, and in retrospect, a complete waste of time. The fact is that if you can quantify your value, your internal cost just doesn't matter. Here is a better strategy to establish a pricing model that is based on the value you're delivering to the client.
I was speaking with a talented woman who is starting a consulting business after spending years working in corporate America. I asked how she came up with her fee structure. She explained that she took the amount she was being paid in her former job, added the costs of insurance (turns out it was much higher than anticipated – so much for Obamacare), and then divided those costs by the number of hours available each month. She also added a little buffer and that is how she came up with her consulting fee. I encouraged her to reconsider that cost based pricing method and instead assess the value she anticipated delivering to clients.
Given her expertise, we agreed that for the right client, she could expand their business by 10-30% annually. For a company currently doing $10 million per year, that would equate to $1 million to $3 million. Let's say her client was confident she could deliver those results. How much would that be worth to them? Answering that question provides a better way to establish her consulting fee. Does her insurance cost even enter into the calculation? Of course not.
Our economy is based largely on the concept of a fee per hour worked. If you work in a factory, or are a first-responder, then hourly wages might make sense. Part of the value of a firefighter is knowing they are there "in case" something happens. However, for most professions, the value you deliver has an inverse-correlation to the number of hours you spend. Simply put, the faster you can successfully deliver results, the more you are worth to the client.
For example, let's say you are an entrepreneur and another company threatens a lawsuit against your business. You need to hire a lawyer and here are the options you found:
Lawyer A says they can help you for $250 per hour.
Lawyer B says they can help you for $450 per hour.
Lawyer C says they can help you for $600 per hour.
Who would you pick? How many hours of their time would you like?
The answer is NONE. In fact, you don't want to buy hours. You just want the issue to go away.
In the same scenario, let's say that Lawyer C (the one with the most expensive hourly rate) says "I've reviewed the matter, and unless one of these two unlikely scenarios comes up in the first two days, I'll solve the whole matter for $5,000. If those other situations comes up, I'll know quickly, and we can jointly decide how to proceed." The other lawyers still give you an hourly rate. Perhaps Lawyer A has lower overhead than the others. Who cares? The Lawyer's hourly rate and their cost structure do not matter to you. You don't care how many hours they spend, you just want a solution to your problem.
The most successful companies know the value they deliver to their clients matters the most. They price their services based on value, not the underlying cost structure. They are rewarded for innovation and creativity. They don't have an incentive to add more people to a project, unless it would improve efficiency or results.
In sharp contrast, the federal government and other organizations often award contracts on a cost-plus basis. This means that the contractor might earn 11% more than their total cost per hour worked. In this model, the contractor has a disincentive to be efficient or innovative. The more hours they spend doing the project, the more money they make. Why would you want to encourage that type of behavior?
Whatever you do, please avoid this vortex of evil at all costs. If you are already billing for hours, get creative to deliver value and results, not hours and bodies.
Post a comment to share your horror stories of cost-based pricing.
]]>I spent this past week with a group of outstanding Maverick1000 CEOs focused on learning, enjoying, and giving back. The anticipated highlight of the agenda was meeting with Tony Hsieh, Zappos's CEO, and touring the Zappos headquarters. Tony was very gracious and personally showed us their Las Vegas Downtown Project (DTP). DTP invested $350 million to transform downtown Las Vegas into the most community-focused large city in the world. The transformation is simply amazing!
But, I was truly inspired by what we experienced the next day during a visit to Opportunity Village (OV), a nonprofit that serves people in Southern Nevada with intellectual disabilities. OV's success in helping others is motivating, enlightening, and teaches many valuable business lessons.
Most non-profits like OV depend entirely on outside and government funding. When funding shrinks, most nonprofits might just complain about their lack of funding. Instead of complaining when funding decreased, OV took ownership of the situation and became innovative. They knew they had to flip their traditional model on its head if they wanted to serve more OVIPs (the name they give to participants in the OV program).
OV implemented new programs to provide vocational training, art, and culinary training. These programs became so successful; helping OV generate new revenue and expand the number of participates. For example, OV now sells 40,000 cookies each week to local hospitality businesses for their staff lunches. Additionally, there are now 80 OVIPs in the art program creating hand painted silk scarves and original artwork. Buyers around the world are purchasing these handcrafted items. When someone buys artwork, the OVIP earns money, and so does the organization.
Without OV, the state of Nevada would be on the hook for an additional $22 million each year in social services. Instead, OV provides 80% of its own funding. Imagine making a donation knowing that for each dollar you contribute, the organization delivers $1.80 in benefit to those they serve. That's truly remarkable!
Any business can learn from OV's success. Instead of feeling sorry for constrained budgets, OV used innovation to grow and better serve their customers (in this case the OVIPs).
The OV population takes pride in earning enough to pay taxes. How are they compensated? The more they produce, the more they earn. They are organized into teams, and each team celebrates when they reach a milestone.
During our OV tour, we experienced a room filled with individuals who contribute to society, achieve independence, and have a sense of pride in each item they produce.
It's better to empower your employees to succeed based on what they produce instead of measuring how much time they spend. Empowering employees might just give them a sense of pride and purpose that delivers more than you imagined they could.
What was originally thought of as a place to care for those with disabilities now offers a thriving business services group that provides janitorial services, assembles event packets, prepares and delivers lunches, and produces gift boxes for local businesses as well as government agencies. Recently, a national retailer conducted a pilot program with OV's gourmet popcorn. The retailer just placed an order to offer the popcorn in every store. OV has had so much success that they need to scale the operation to meet demand. They went from an organization providing therapy services to a business that succeeds on its own merits in areas that might appear foreign to its mission.
How you can get creative to expand your business into new areas that might go beyond your original plan?
Opportunity Village faced challenges just like many other businesses. Instead of feeling like a victim, they decided to innovate. They built a program that provides long-term value to its citizens and the surrounding community, allows them to deliver more than 100 cents on the dollar for each generous donation, and rewards OVIPs with independence, purpose, and tremendous self-esteem.
The next time you feel your business challenges are too tough to overcome, visit Opportunity Village. You'll be in awe of what they can produce with a workforce with intellectual disabilities. If a few hours there doesn't inspire you to consider what you can accomplish with your team, check your pulse… you just might be dead.
What does OV's story inspire you to do?
]]>I recently received a sales call from an individual saying he "wanted to setup time to meet with me about his firm." The caller's introduction was vague and gave me no information into what services his firm provided. It turns out the caller was an investment advisor. I explained to the caller that my current financial advisor is a close friend and someone whom I trust with my life. Therefore, a meeting would not be a good use of our time. He responded, "I see you have a big network. Even if you don't have a need, maybe you could refer me to some of your contacts." Even if one of my personal contacts did need a financial advisor, does this guy think I would refer them to a complete stranger? Not so much.
The problem with the caller's approach is that his goal was to get a meeting. Someone told him "If you want to grow your business, it's all a numbers game. Make as many phone calls and get as many meetings as possible. The more people you contact, the more business you'll get." Good theory, but it just doesn't work that way anymore. You need a better way to quickly evaluate opportunities and determine which ones are worth the pursuit.
In my book, Upside Down Selling, I share a case study of Excella Consulting who doubled their growth rate in the first year. What makes their story interesting is that they accelerated growth while pursuing dramatically fewer opportunities. And another client recently told me that they are on track to double their quarterly revenue, while offering fewer than half of the sales demos they gave the prior quarter. In fairness, simply doing less is not enough to get results. You need a way to objectively review your opportunities and take emotion out of the evaluation. When evaluating potential opportunities businesses often focus on demographic data. The most popular criteria include how many employees, how much revenue, or how many locations. While that data gives you some insight, here is a better approach. First, determine if the client has an issue worth solving. Once you determine the problem is worth solving, then focus on whether or not they are a TRUE fit.
I created a spreadsheet tool to identify whether or not an opportunity is a TRUE fit. It breaks opportunities into four categories:
T-erms: The Business terms
R-elationship: Are you on the inside or outside? Are they rooting for you? Are they confiding in you, or the preferred vendor they want to have help them?
U-pside: What is the potential to replicate, expand, reference, or create new business from this deal?
E-xpertise: How close does this project fit with your companies' greatest strengths and strategic objectives?
Though the TRUE spreadsheet tool has a predefined set of parameters, you can tailor it with each client to suit their needs. Simply evaluate your client for each item on a scale from 1-10, and then see graphically how the opportunity fits with their needs. I will happily share this valuable spreadsheet tool with you for free. To receive a copy of the spreadsheet, send me a direct message on Twitter @GrowMyRevenue with your email address asking for the TRUE fit tool. Follow the TRUE fit steps and you'll quickly appreciate why the goal is finding the right fit, not getting a meeting.
What criteria do you find to be most valuable in determining if an opportunity is the right fit for you?


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That's Al Neuharth, the retired CEO and USA Today founder.
Sunday, March 24, 2013
3 comments:
- Anonymous3/24/2013 6:20 PM
Hilarious. Al has a driver and a car that is paid for by Gannett. He also has household and administrative staff paid by Gannett.
ReplyDelete - Anonymous3/25/2013 9:09 AM
And I heard Gannett had to fire two pressman in Indy just to pay for it.
Jim says: "Proceed with caution; this is a free-for-all comment zone. I try to correct or clarify incorrect information. But I can't catch everything. Please keep your posts focused on Gannett and media-related subjects. Note that I occasionally review comments in advance, to reject inappropriate ones. And I ignore hostile posters, and recommend you do, too."
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Alex Minsky
Afghanistan veteran 24-year-old , Alex Minsky. Alex lost his leg when his truck rolled over an improvised explosive device. Alex journey back to life wasn't easy. He has overcome some difficult times and come out on top. Now rising model and most importantly an inspirational hero for countless people with disabilities who proves life can continue even after that in all it's beauty.
The Alnwick Poison Garden is pretty much what you'd think it is: a garden full of plants that can kill you (among many other things). Some of the plants are so dangerous that they have to be kept behind bars. [x]
A healthy relationship is one where two independent people just make a deal that they will help make the other person the best version of themselves.
-Unknown (via m-arieee)
-Unknown (via m-arieee)
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Learn how financial data can be used on its own or in concert with clinical data to generate useful management information.
This interactive course for new RAI educators/coordinators, leads and assessors focuses on documenting (coding) assessment findings using the RAI–Home Care (RAI-HC©).
Gain a better understanding of the classification rules and coding standards. Learn how to use the iCODE strategy as an approach to solve challenging cases at your facility.
This course provides users with an overview of CMDB eReports. It explores how to access and build reports, as well as how to interpret results on a number of relevant financial and statistical indicators and metrics at the functional centre and organization levels across Canada.
CIHI is hosting a breakfast session—CIHI Portal: Empowering Health Care Organizations Across Canada—on Tuesday, October 22, at the CAPHC 2013 Annual Conference.
For a description and to register, please visit CAPHC conference information.
Join us in Ottawa from October 7 to 10 for the 7th Canadian interRAI Conference. This forum brings together researchers, policy-makers and practitioners who use the interRAI instruments in various health care settings across Canada.
Experience a virtual classroom approach to learn key concepts about outcome scales and interRAI CAPs. Find out how these tools provide clinicians with a standardized approach for addressing important care issues.
Designed to build on elements introduced in the online modules in Part 1 and Data Quality and Training Others, this web conference reinforces key principles and prepares you for the certification testing required to become an NRS trainer.
Do you need a presenter for your local group, national organization or international delegation? Our Speaker's Bureau program connects senior CIHI staff with all kinds of audiences. Our experts cover a range of topics, sharing insight on our health care system and the health of Canadians.
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Johnny Mathis | Primary Artist, Vocals |
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Posted February 7, 2013
Heavenly is just what this CD is. I just recently attended my fifth JM concert, this one with the Buffalo Philharmonic Orchestra, and his voice is still so beautiful it's beyond words. Can't believe this beautiful man is 77 years of age. Still as handsome as ever and such a joy to listen to. Just love the selection of songs on this CD especially Stranger in Paradise which he performed in the last two concerts I've been to. GOD BLESS YOU MR. JOHNNY MATHIS
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Posted October 1, 2010
This is another beautiful collection of the sound of Johnny Mathis. He is indeed one of the most romantic vocalists in the world. It will make you smile from your heart. It may make you "Misty." It will spark a beautiful memory. I generally have one of my favorite cds in the car at all times and Heavenly is now my number one played driving music since I received it in the mail.
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Flash Memory Card Recommended Use | Photo & Video |
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Pure Skinn Laser Spa
Whether wielding a laser to abolish unwanted hair or smoothening façades with a facial, peel, or microdermabrasion, Daisy Waterman brings years of aesthetic experience to each of her services. Through each cosmetic feat, she helps her patrons achieve their own personal beauty goals, whether they wish to become smooth, hairless, or winged.
Pure Skinn Laser Spa isn't currently running any deals


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About Madden's on Gull Lake
Weddings are magic and as such are treated with the utmost care at Madden's on Gull Lake. Whether you have always dreamed of an intimate wedding on the beach or a formal, black-tie affair, Madden's can create the wedding of your dreams. From the moment your guests arrive at Madden's, winding through lush green golf courses and sparkling blue lakes, they'll know this wedding is going to be special.
With all of our wedding experience, we've learned a few things about what makes the entire wedding celebration a success, from the rehearsal to the honeymoon. Allow our professional team of event and wedding coordinators to take your hand and skillfully guide you through the preparations that will make your wedding unforgettable.
Madden's on Gull Lake offers a variety of beautiful indoor and outdoor locations for on-sight ceremonies. From an intimate gathering of 20 to a large ceremony for over 600, Madden's has the perfect setting for your special day. An event coordinator will be provided to ensure that all details go perfectly.
Thanks for visiting the vendor listing for Madden's on Gull Lake
Please let this vendor know that you found them on the WeddingWire Network.


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Mascara for Multiple Clients
Can someone please explain to me how you should use mascara in a hygienic way when you have more than one client at once? I understand about using the disposable mascara wands but if you put them in and out (more than once) of the mascara, won't the "germs" be around still for the next client? Am I making sense? Any help would be appreciated.
I do the same thing that Andrew does and when I am done I have a spray bottle with alcohol in it and I will spray the top part of the mascara and wait for it to dry before putting the lid back on. I am a germ freak so I always make sure to spray and clean everything when I am done
Dont yall find the disposables for mascara arent very good?!?!? i sure do...wish they would make them better. Do yall use disposable brushes with eyes too, or just disinfect between clients?
That's great! Thank you so much. I'm not a professional but I might be doing my cousin's wedding makeup and her bridesmaids and I wanted to find out all the do's and don'ts beforehand.
I use a separate disposable wand for each eye so there is no double dipping. Or if I have a bride- I purchase a small mascara and include it in her touch up kit.
You cannot sanitize a wand between clients, and you should never double-dip. As far as mascara wands being terrible - honestly if you work the wand correctly and are using a decent formula, it doesn't matter what wand you use. That said, if you are picky about wands, I'm giving away my dirty secret:
Bulk wands in different shapes and sizes:-)
Thanks guys - you know I realized I forgot to mention that for some of my "regular" clients and models, I just get them their own mascara and use that one:) High profile clients love this personal touch! Glad I could help with the link!
never dip your disposable wand in there...those disposable wands really add up too. To save money, buy a mascara fan brush. I scrape a glob of mascara onto a palette, then dip my fan brush into that. A good fan brush will run you about 15-20 bucks, but you can easily clean it in between clients and re-use
"Never" use a disposable wand? Fan brush is an option, but honestly impractical for many environments, fashion week included. Also, bulk wands from qosmetix are super inexpensive. A mascara fan is good to have and use if you like, but it definitely wouldn't be my first recommendation for jobs that are on a time crunch.
That said, I LOVE that someone still mentions things like this...it's nice to see that some people are old school like me lol.
Sorry, I meant never double dip your disp. wand in there, not never use one. I have 3 fan brushes in case I don't have a lot of time to clean in between..but even still, mine only take a second to clean. I'll never go back to wands
If you sanitize your client in the beginning of your makeup application (wipe down their face with a makeup remover wipe) you shouldn't have anything to worry about. Eyelashes are an extension of our body and if cleanse they are not a bacterial problem. Have your client keep their eyes closed and apply the mascara this way. You will also find this helps give their lashes a curl. It takes some practice but once you get used to it you will love it.
Wipe the wand and top of the tube on a sanitised wet tissue after each use/before dipping in the mascara again. Repeat for each client.
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Created in this Craftsy Course
The Perfect Fit Seamless Crazy Lace Cardigan
taught by Myra Wood
A top-down raglan bolero is the perfect first sweater. Myra shows how to fit as you go and add crazy lace, the easiest lace knitting ever!
Other projects made as part of this class:
See All Class Projects »Offer some kudos...
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Here are some details about my project: | |
Category | Knitting |
Type | Clothing |
Sizing | Women |
Style | Cute |
I love this, just a little sparkle. By the way, your stitches look PERFECT! What type of yarn did you use?


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Inside Llewyn Davis
"Inside Llewyn Davis" is the most satisfyingly diabolical cinematic structure that the Coens have ever contrived, and that's just one reason that I suspect it…
"Inside Llewyn Davis" is the most satisfyingly diabolical cinematic structure that the Coens have ever contrived, and that's just one reason that I suspect it…
This film charts the small humiliations a teen girls suffers as she navigates the world of sex, and how they start to accumulate.
"The Ballad of Narayama" is a Japanese film of great beauty and elegant artifice, telling a story of startling cruelty. What a space it opens…
Patrice Leconte's "Monsieur Hire" is a tragedy about loneliness and erotomania, told about two solitary people who have nothing else in common. It involves a…
Our thoughts and prayers are with the family of Nelson Mandela and with the people of South Africa.
An update from Steve James regarding his documentary about Roger, "Life Itself."
Our thoughts and prayers are with the family of Nelson Mandela and with the people of South Africa.
Gerardo Valero sees the potential for a good remake in "Escape from New York."
Gerardo Valero sees the potential for a good remake in "Escape from New York."
Pablo Villaça offers his perspective on "The Great Beauty."
"Inside Llewyn Davis" star Oscar Isaac talks about how he got here, the way an actor can use music to express what's not there in…
The National Board of Review selects "Her" as best picture; is Jennifer Lawrence the new Anne Hathaway?; Melissa Anderson considers Barbara Stanwyck; how to defend…
Roger Ebert has attended international film festivals and events for almost half a century, from the Kolkata International Film Festival to the Academy Awards. In addition to his coverage, our contributors report the latest from Cannes, Telluride, Toronto, Sundance and other movie showcases world-wide.
TORONTO--The enormity of the attack on the World Trade Center struck many artists dumb; what can be said, and how? Anne Nelson's play "The Guys," which was quickly produced in New York and has starred many actors, reduces the story to two people: one who remembers his fallen comrades, and one who wants to help him word his memories. Now it has been made into a film, which premieres on 9/11/02 at Toronto.
"The Guys" stars Anthony LaPaglia as a fire captain who will need to eulogize his friends at memorial services and worries about what to say. Sigourney Weaver is the professional writer who volunteers to help him. As a long day darkens into evening, Jim Simpson's film shows these two people in conversation about the captain's friends--their quirks, their strengths, their humanity. (Coincidentally, a stage version of "The Guys" just opened Tuesday night in Chicago at the Goodman Theatre; it's a co-production with the North Shore-based Northlight Theatre.)
At breakfast Tuesday in Toronto, Simpson said he studied Louis Malle's "My Dinner with Andre" for ideas about how to keep the conversation alive. His camera is subtle and his framing exact as the two people speak, and the film wisely avoids news footage, depending on words to make us see these men who went into the towers and never returned.
Weaver (who is married to Simpson) spoke about the slow process by which the writer sets the captain at ease, so that his first stilted words loosen into a flow of memories. And Nelson said the play was an idea that fell into her life: "I had done something like the writer in the story, and it occurred to me that this was a way to approach the loss we all felt."
There was sadness Monday night at the dinner before Mike Leigh's "All or Nothing," because Leigh and his actors, Timothy Spall and Leslie Manville, had worked with and loved the great actress Katrin Cartlidge. She died Saturday, at 41, suddenly, of septicemia resulting from pneumonia; she had been in hospital only two days. Cartlidge, an actress of power and grace, starred for Leigh in "Naked," "Career Girls" and "Topsy-Turvy," and took courageous chances in Lars von Trier's "Breaking the Waves" and Lodge Kerrigan's "Claire Dolan."
Leigh and his friends learned the news after arriving in Toronto; he quietly passed around a respectful obituary from the Guardian. What he said I will not quote, because it was personal and heartfelt.
Leigh's "All or Nothing" is a tender, wonderful film starring Spall as a minicab driver, married to a Safeway cashier; they have two pudgy children, one a lonely caretaker at an old folks' home, the other a profane and rude couch potato. We also meet friends and neighbors in a story that deals with the small dramas, hopes and fears of life in poverty.
Then a family crisis breaks the dreary pattern, and leads to a great scene between Spall and Manville, as his wife, which in terms of heartbreaking simplicity says as much as can be said about why it is worthwhile, or not, to slog on through a difficult life.
You may vaguely remember the controversy over Fortunate Son, J.N. Hatfield's 1999 biography of George W. Bush, which alleged that the future president had been arrested for cocaine possession, and that charges were dropped after the intervention of his father. The book was a cause celebre and a best seller for about a week; then it was revealed that Hatfield had served time for attempted murder, the book was pulped by its publisher, St. Martin's Press, and the charges were forgotten.
"Horns and Haloes," a documentary at the Toronto Film Festival, continues the story as a portrait of Hatfield, a loose cannon. Directed by Suki Hawley and Michael Galinsky, the film follows Hatfield as he finds another publisher--the Soft Skull Press, run by Sander Hicks, a 29-year-old guerrilla who operates out of basement offices in the New York building where he also serves as the janitor.
Hicks republishes the book, gets Hatfield on "60 Minutes" and takes him to the Book Expo in Chicago, but once again the author becomes his own worst enemy; a new introduction written for the Soft Skull edition inspires a lawsuit by a former associate who, he alleges, was involved with him in the murder scheme.
Hatfield's own story is tragic, as you will find if you see the movie. He was much criticized after the first edition for using anonymous sources for his story of George W. Bush's alleged cocaine use. So, at a Book Expo press conference, he names as a source none other than Karl Rove, then and now political adviser to the president. Can this be true? The movie raises substantial doubts about Hatfield's reliability. But he sure came up with a humdinger.
Justin Lin's "Better Luck Tomorrow," one of the best films in this year's festival, arrives in Toronto for a fall launch after its controversial Sundance premiere. It's a knowing, deeply cynical view of the success ethic among adolescent Asian Americans in an affluent California community, who begin by selling exam answers and gradually escalate into drugs and murder. The hero considers turning himself in, but "I couldn't let one mistake get in the way of everything I'd worked for."
After the Sundance screening, a member of the audience angrily asked Lin, "How could you make such a bleak, negative, amoral film? Don't you have a responsibility to paint a more positive and helpful portrait of your community?"
Lin replied that he had made the film he wanted to make, the way he had wanted to make it. He felt it depicted a reality among teenagers of any race. I usually don't speak during the Q&A sessions after screenings, but I couldn't restrain myself. I told the man I thought he was being condescending: "You would never make a comment like that to a white filmmaker." Lin's responsibility, I felt, was to make the best film he could. To limit minority filmmakers to "positive" stories is a form of racism.
No better documentary has been made in recent years than Steve James' "Hoop Dreams" (1994), about two inner-city Chicago kids who dream of the NBA and are recruited by a rich suburban Catholic high school. Filmed over the course of five years, it had the drama of fiction.
Now comes James' new documentary, "Stevie" (2003), which is playing at Toronto. This one doesn't have the neat, almost poetic ending of "Hoop Dreams," because sometimes life doesn't turn out that way. James tells the story about how when he was in college he was a Big Brother to an 11-year-old named Stevie Fielding.
When he graduated and left Stevie behind, James says, he felt there was unfinished business. More than a decade later, he went back to find him. One would like to hope, as James originally does, that a well-intentioned outsider can make a difference. But what he finds is a family so profoundly dysfunctional that it's likely Stevie never really had a chance. The movie is deeply sorrowful and impossible to forget.
Next Article: 9/11 shorts offer hit & miss views Previous Article: Eminem looks back with anger in new flick
The first in a monthly series of video essays about unloved films, Scout Tafoya's video essay is an appreciation of "...
Women are nicer than men. There are exceptions. Most people of both sexes are probably fairly nice, given the nat...
That a film as searing and necessary as "12 Years a Slave" is having trouble drawing large audiences is a testament t...
Gerardo Valero sees the potential for a good remake in "Escape from New York."


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Lucid Stead by Phillip K Smith III, Joshua Tree, California
Some of the world's most unusual modes of public transport.
This week London Underground, the oldest underground railway system in the world, celebrates its 150th anniversary. To acknowledge the momentous milestone, we scoured the globe for some of the weirdest and most wonderful public transport options around. From cruising the watery ways of Botswana's Okavango Delta in a dugout canoe, to the longest outdoor covered escalator in the world, this is our pick of the oddest public transport options around.
related stories on msn
It's a laughable folly. But dearly wrought from the people who live here. Especially all the shops and flats of the previously grand Leith Walk.
A **** idea made worse by fools.
Miles over budget and not the original design,which only made it on the strength of the Newhaven Spur , which would have been a useful route for a lot of the residents.
Lying again.
Any town that thinks trams are good,be aware that there is a lot of money involved . Thats when the vultures come.
Be Warned. Peace.
msn travel poll
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Since the opening of the Marmaray tunnel last month, it's easier than ever to travel both sides of the Bosphorus.
A massive 97% of the island nation was unaffected by Typhoon Haiyan, and tourism can provide much needed help for the country's recovery. Here is where to go right now.
Win a night's stay in a boutique hotel in Paris
Enjoy Christmas around the world with our top travel picks.
The best all-inclusive resorts, courtesy of TripAdvisor
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Alpine Guru gives us the lowdown on its best luxury chalets
Stay in a French chateau, a castle or a sea fortress with the new luxury lettings company Oliver's Travels
10 somewhat macabre tourist attractions around the world
Got some time to spare in between the Ashes Tests? Read on...
A hard day on the slopes deserves to be celebrated with a good night on the town!


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SAN FRANCISCO (MarketWatch) -- The Nasdaq Composite Index /quotes/zigman/12633936/realtime COMP +0.80% and Nasdaq 100 /quotes/zigman/12633930/realtime NDX +0.82% resumed activity Tuesday after being halted for nearly an hour after Nasdaq OMX Group Inc. /quotes/zigman/86035/delayed/quotes/nls/ndaq NDAQ -0.76% said it was investigating an index data feed issue. Both the Nasdaq Composite and 100 indexes stopped trading at 11:53 a.m. Eastern. In recent activity, the Nasdaq Composite was up 8.6 points, or 0.2%, to 3,948.72, and the Nasdaq 100 was up 10 points at 3,392.67.
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Nasdaq rises on restart; S&P 500 near record
Nasdaq: Latest halt due to 'human error'