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Archive for the 'Failure' Category
Do Institutionalized Management Practices Create Formidable Obstacles to Change?
Every organization must adapt to change whether they like it or not. Customers, competition and technology compel organizations to adjust. The success and speed of change is dependent upon several key factors that are closely associated with leadership.
However, institutionalized management practices and structures can create formidable obstacles to internal change and can prevent organizations from taking advantage of short windows of opportunity. These obstacles present a challenge to all managers.
In most organizations individuals are taught to manage not by leading but by controlling and directing. Within these organizational cultures, this style of management is often equated with leadership. This key fallacy often prevents organizations from effecting change and taking advantage of afforded opportunities.
Management is a precise set of processes that keeps a complicated system of people, resources and technology running smoothly and, hopefully, without problems. These processes include functions such as planning, budgeting, organizing and controlling. Yet management as leadership goes well beyond these activities to include the set of processes that initially creates an organization and allows it to adapt to a variety of changing circumstances.
It is important for managers to understand the difference between the two processes. Leadership is what defines the future for the organization, aligns people with a vision and motivates them to carry on despite the obstacles. Transforming an organization in the face of change requires a majority of leadership skills and a minority of controlling and directing skills. While management in the traditional sense was required to build and staff the large corporate organizations of the past, leadership is what is required to transform them in the face of change for the future.
The key factors of change within any organization are all leadership-based. In the past, management was essential to internally build and maintain large organizations and bureaucracies. While such management is still important, organizations faced with rapidly changing technologies, markets and competition must focus their efforts externally to effectively handle change and take advantage of the subsequent opportunities. This external focus is part of leadership.
The reasons behind this strategy are self-evident. Internally-focused managers and employees tend to be myopic in their thinking, which makes it difficult for them to identify the external forces presenting both threats and opportunities to the organization. Insular thinking is designed to protect internal bureaucracies and political power bases; thus, it denies the existence of the forces of change that are buffeting the organization.
Since they disregard the forces of change, these managers are highly resistant to alterations and build walls within the organization. These barriers are difficult for managers as leaders to overcome. Before they can emerge to challenge these internal barriers, they must understand how the key factors of leadership compare with the traditional management structure, and how the two vary in style and approach to change. While controlling and directing management can support leadership in the accomplishment of goals and objectives, most organizational cultures have traditional managers dictating what managers as leaders should and can do; this is the opposite of what should be happening. The following comparisons are where many of the directing/leading conflicts occur with traditional management imposing its principles and constraints upon leadership.
Planning and Budgeting vs. Establishing Direction
The role of management in the traditional sense is to establish detailed steps and schedules that direct the organization toward the accomplishment of its goals and objectives. Individuals and organizational resources are allotted according to need and assigned to specific tasks.
The role of management as leadership is to develop and define an organizational vision for the future. Managers initiate strategies to produce the necessary changes required to achieve their vision.
The conflict in traditional manager-run organizations is that they wish to have managers who lead work within the constraints of the established plans and budgets, which limits their ability to act and effect overall change. Rather, planning and budgeting should be used to support the manager's goals and vision to implement necessary organizational change. This presents a challenge for managers as leaders: they must effect internal change before they can achieve external change.
Organizing and Staffing vs. Aligning People
The conflict between organizing and staffing on the one hand, and aligning people on the other, is an argument of form over function. Many entrenched managers have institutionalized a number of management functions, which creates highly structured programs that help the organization to achieve its institutionalized goals and objectives. Employees and resources of the organization are controlled and directed through these goals related to policies, procedures, methods and systems.
While managers as leaders understand the validity of a management structure and a need for it to support a leader's vision, goals and objectives, they are primarily guided by the principles of aligning people to their vision. Managers who lead accomplish their goals by communicating direction, via words and deeds, to everyone whose cooperation is needed for the creation of teams and coalitions that understand the vision and accept its validity.
Once teams and coalitions are internally established, managers understand the need for the functions of organizing and staffing that support these efforts, but are not constrained by them.
Controlling and Problem Solving vs. Motivating and Inspiring
The use of control methods and techniques is management's way to monitor results and identify deviations from the plan. Problem solving techniques are instituted to use the organizational resources that resolve the problem.
The manager who leads will use these methods and techniques only after motivating and inspiring people to overcome the major internal and external barriers to change. A key difference is that controllers and directors use methods to implement solutions while leaders motivate people to change.
Predictability and Order vs. Change and Opportunity
The fundamental difference between controlling and leading management is in the final results.
Controlling management focuses on the short-term results that are expected by various stakeholders in the organization, such as meeting budgets and quotas and producing an adequate return on investment. Their focus is on predictability and order, which inhibits organizational adaptation and transformation to meet the forces of change.
Management as leadership aims to drive the organization through change vis-à-vis their vision. While this focus may alter the organization's short-term goals, it has the potential to produce extremely useful change by taking advantage of emerging opportunities and transforming the organization in a positive manner. The results of this endeavor can produce new products, services, approaches and methods that positively impact the organization in the long-term.
Excerpt: Facilitating Change: Pinpoint Leadership Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $ 17.95 USD
What Does Luck Have to Do With It?
Anticipating and Handling Employee Fears of Change
Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews' Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018
Copyright © 2014 Timothy F. Bednarz, All Rights Reserved
Eleven Factors That Affect the Team Environment
Systematic observation and thorough analysis of the team process as it relates to individual members is essential for understanding how teams must shape their dynamics in order to improve overall performance. The team observation and analysis process focuses managers on the various ways individual members interact with one another within the team environment.
Teams respond to issues differently. Responses can result in disruptive conduct such as personal dominance, obstinacy, controlling, outright fighting and a host of other negative behaviors.
Task and maintenance roles allow individual teams to deal with issues and influences in a more structured and productive manner. However, managers must observe how their individual teams interact before and after structures are put into place in order to determine the increase in their performance output and productivity.
The team observation and analyzing process includes the following factors and components:
Leaders need to understand that individuals who comprise the makeup of an individual team have differences in personalities and backgrounds and that these—along with gender and age differences—all affect the group dynamics within the team structure. Differences in functional backgrounds and commitment to collective goals also contribute to a level of cohesion or overall conflict within the team environment.
Organizational Context
Successful teams need organizational direction, information and resources. Problems can occur when organizational missions are unclear, tasks poorly defined, and teams not given sufficient autonomy. Problems also result when rewards are given to individual members and not collectively to recognize overall team results.
Influencers, Communication and Participation
It is important for leaders to identify the influencers and established subgroups and coalitions within individual team environments. There is a natural tendency for individuals within the team to form alliances to the exclusion of other members, and most team environments will experience their influence and control. Influencers and alliances impact team communication patterns as certain individual input is sought and heard over and above other sources of dialogue, ideas, comments and suggestions.
As within any healthy team environment there is a balance of all opinions and feedback, leaders must be aware of who has the most impact on the team's actions and decisions and take action to ensure those who have been ignored are heard.
Climate and Personal Behaviors
Leaders must observe individual team members for signs of anger, irritation, frustration, boredom, defensiveness and withdrawal. As within a healthy team environment, individual team members should be free to probe others with regard to their thoughts and feelings – such emotions are indicative of problems that must be addressed.
When reviewing the climate, it is essential for leaders to also determine whether conflict is suppressed or encouraged: solutions cannot be reached unless there is healthy debate and open conflict that allows individual teams to reach their optimal performance levels.
Minority Opinions
In most team environments there will be individual members who hold opinions and viewpoints that run counter to those of the majority. In a healthy team environment, these opinions are valued and sought out rather than suppressed and discouraged.
Leaders should monitor the power structure within their teams to determine whether leadership responsibilities are assumed by one person or shared by the entire membership. They should be watchful for power struggles and conflicts resulting from a lack of leadership within the team environment.
Task and Maintenance Functions
Healthy teams have task flow and maintenance roles that are fulfilled by all members. Leaders should determine whether specific roles and responsibilities are being fulfilled competently and accurately, and whether the individuals assigned to these roles and tasks take their responsibilities seriously.
Decision Making
Leaders should be well acquainted with the decision making processes used within their individual teams. Key decisions are generally made during the first meeting, which often then tend to shape and determine progress. These key initial decisions are often hard to reverse. Leaders should also guard against groupthink, where pressure is put on all team members to agree and conform to the actions of the entire team and little or no dissention is allowed.
Leaders should encourage useful, healthy and appropriate conflict over substantive issues, while taking time to improve personal relations among individual team members when negative emotional eruptions become apparent. Conflict is healthy only when personalities and personal issues are removed from the issue.
Emotional Issues
All individual team members come to the team setting with personal needs and issues that get played out within the environment, including:
- Personal identity within the team
- Goals and needs
- Power and control
- Intimacy
Leaders should monitor the atmosphere created by their individual teams. Within some teams, members may prefer a business-only approach, while in others a more social atmosphere might be prevalent. The atmosphere is also shaped by whether a single individual controls the team or leadership is shared collectively.
Excerpt: Building Team Roles & Direction: Pinpoint Leadership Skill Development Training Series (Majorium Business Press, Stevens Point, WI, 2011) $ 17.95 USDRelated:
How Personal Agendas Can Destroy a TeamThe Use of Teams Requires Self-Discipline
When Performance Lags, Look to the Team Culture
Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews' Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018
Copyright © 2014 Timothy F. Bednarz, All Rights Reserved
Handling Workplace Complaints, Concerns and Issues
Leaders in the workplace hear several complaints every day. Some are minor and easily resolved; others are more complex, requiring complicated solutions. Leaders should have a specific procedure or decision tree set up to guide them through the resolution process fairly and consistently.
Decision trees come in different varieties, some more suited to particular issues than others. One type can be quite logical, providing the leader with a rather intuitive model to follow for simple problems. Difficult problems, on the other hand, require more complex models that give leaders the more intricate guidance they require.
Unresolved complaints are symptomatic of underlying issues in the workplace. When left unsettled, these issues fester and ultimately surface as major problems that can impact productivity, efficiency and performance, as well as expose an organization to legal liabilities. Leaders must always strive to resolve a problem; otherwise, employees who continually complain about the same issue yet don't see action being taken likely have legal recourse. Even a seemingly minor issue can have potential legal ramifications that make the company liable for failing to address the complaint.
Effective leaders understand the importance of immediately addressing and resolving complaints. They know that lingering issues hinder the performance of their organizational unit by disrupting the harmony and balance required to maximize output. Additionally, the time invested in "nipping a problem in the bud" is well spent when compared with the time required to deal with a complaint that has exploded into a major problem. Good leaders furthermore understand that a quick and effective response to a complaint limits the company's legal liability.
Undoubtedly, leaders are well-versed in dealing with daily operational problems (e.g. production, quality, scheduling and efficiency) associated with the organizational unit's performance. And while it is possible these methods are effective at resolving related employee complaints, they are not the focus of this lesson. For present purposes, complaints will be limited to general workplace issues such as intimidation, harassment, bullying and other employee-related concerns.
When a complaint is initially brought to the leader's attention, he or she will most likely immediately classify it as a problem that is either major or minor. This tendency is natural, as quick classification leaves the leader with the necessary time and energy to identify and resolve the problem.
However, leaders must take care not to minimize a complaint. They need to recognize that it takes courage for an employee to voice a concern. In fact, before the complaint is made, quite often the issue has been going on for a sustained period, with the employee making many failed attempts at resolving it. Hence, it is important that the leader carefully consider the complaint's seriousness. Even if the individual tends to complain or whine about everything, each grievance should be examined on its own merits. If, after thoughtful consideration, the leader finds there isn't much to the complaint, then it may be dismissed. But a repeat pattern of similar complaints may require further action on the part of the leader. On the other hand, some employees rarely complain, and when they do the problem may be more serious than it initially appears.
Once the legitimacy of a complaint has been established, several steps must be taken. A decision tree, as outlined below, guides the leader to the ultimate solution.
Preliminary Investigation
A preliminary investigation identifies underlying causes, the individuals involved and impacted, and the extent of the problem. When the problems causing the complaint are rooted out early, potential solutions can also be identified right away. If this is the case, leaders can act quickly to resolve the problem and move on to more pressing issues. If not, leaders must move on to the next step.
If the problem is bigger or more advanced than originally thought, then leaders must begin to document its extent—that is, the activities of the individuals causing the problem, and the complaints and actions of the employees affected by the problem.
Effective leaders understand the importance of documenting the problem: the process helps develop objective facts necessary for a satisfactory resolution and protects the company if the termination of employees is required.
Interview All Participants
An initial investigation of a complaint and a documentation of the facts should include personal interviews with everyone involved in the issue. This gives all parties ample opportunity to express their viewpoints. Leaders must take care to stick with the facts and not be biased by previous experiences with anybody or let their personal feelings impact their decisions.
Pinpoint the Causes and Solution
After interviewing all participants and listening carefully to what they had to say, leaders should be able to pinpoint the underlying causes of the problem. Sometimes the issue to be dealt with is obvious; in which case, immediate action is advised.
In more serious cases, leaders may need to consult with their superiors or the human resources professionals in their company to determine further action or attain recommendations. When issues of legal liability are involved in the solution, leaders must seek counsel from others more familiar with the issues. Effective leaders understand the limits of their responsibilities and the importance of calling on others with more expertise. When in doubt, it is best to call human resources to get their view on possible courses of action.
Implement the Solution
Depending upon the seriousness of the problem and who is involved in crafting and implementing the solution, leaders must take action as soon as possible. Clearly, the solution can take many forms and have a variety of actions. As a result, leaders will often have to sit down with the people affected, either individually or together as a group.
In these sessions the problem will be plainly laid out, the findings and extent of the problem will be reported, and a discussion of the possible solutions initiated. In certain cases where the problem is very serious, solutions can be presented without options, leaving the people who are causing the problem with clear instructions to cease their behaviors or face specific consequences. In other cases, the parties will discuss and agree upon a solution.
Once again, leaders aren't doing this alone: they are guided by the seriousness of the problem, instructions from their superiors, and the legal liabilities and ramifications if the issue is not resolved. Each area offers unique guidance that, along with understanding the particular circumstances surrounding the problem, will help leaders identify the final resolution and the actions they need to take.
Monitor the Solution
After a solution has been implemented, leaders should actively monitor the solution and periodically interview the employees affected to assure their satisfaction with the outcome. The leader's central purpose here is to ensure that the problem is completely resolved. If unresolved, then further action must be taken. Consequences may need to be revisited and more drastic action may be called for.
Leaders must understand that every complaint and problem is unique. Dealing with workplace issues means working with complex human behaviors that often have no simple or straightforward solutions. While some solutions are mandated by company policies or management direction, others require the leader's persistent application of logic until the problem is completely solved.
Excerpt: Negative Employee Attitudes: Pinpoint Management Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $ 18.95 USD
Five Critical Steps to Maximize Performance
Performance Plans Create Results and Maximizes Performance
Objectives Allow Managers to Focus on Obtaining Results
Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews' Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018
Copyright © 2014 Timothy F. Bednarz, All Rights Reserved
Five Reasons Why Team Communications Can Deteriorate
Since leaders are dealing with individual personalities in the team environment, it is unrealistic to expect that communication will never break down. Even within the most effective and efficient team environment, issues and situations will arise that will cause an entire breakdown of team communication.
The breakdown of communication in the team environment often occurs when trust and respect are diminished or ignored by individual team members. Breakdowns also occur when chronic conflict has not been resolved within the team.
Another source of communication breakdown is when team members feel their personal interests are stronger than the needs and identity of the team. These individuals are motivated by their personal desires and will do anything to achieve them, including disrupting the team environment.
It is important for leaders to recognize that communication breakdowns will occur within the team environment. In the early stages of team growth, communication problems and breakdowns are more frequent, as individuals struggle to obtain position and retain power in a new and changing environment. However, in more mature and structured teams, leaders will find that the team itself will deal with the communication problem according to its defined boundaries, rules and standards.
Leaders should be aware that a breakdown in communication can have long-term ramifications on the structure and effectiveness of the team. Therefore, it is important for them to recognize potential problems and the symptoms in order to anticipate issues, such as those discussed below, before they occur.
Loss of Trust and Respect
If leaders allow problems to fester and lead to a breakdown of team communication, they will experience a corresponding breakdown of trust and respect among team members that can be difficult, if not impossible, to restore. These circumstances can be fatal to the team and might require the formation of a new team in order to overcome them. Broken trust requires prolonged periods of time to be reestablished. Leaders need to be aware of this and take appropriate action to reduce the occurrence of chronic problems that can result in the loss of trust and respect among team members.
Hindered Free-Flow of Ideas
Once communication has broken down among team members, leaders will observe that discussions become more emotional and subjective rather than objective and factual. When discussions are based on emotion rather than fact, brainstorming will diminish to the point that there is no free-flow of ideas among team members. This effectively halts the team process until the issues causing the breakdowns are dealt with.
Leaders who experience a breakdown of communication observe that certain members will attempt to take control of the team process, subjugating the team to their personal agendas and perspectives. Once done, these individuals will use emotional responses to intimidate other team members into accepting their points of view. This is where the bonds of trust and respect among team members can be broken. The communication breakdown destroys the team structure and subjects it to the will of one or more members.
Once the breakdown of communication has led to the destruction of the team order by one or more team members, a specific bias is created that supports the personal agendas of these individuals. When members allow the team process to be subverted by particular individuals, they undermine the entire team effort.
Faulty Decision Making
The breakdown of communication in the team environment inevitably leads to faulty decision making. Specific biases that hinder the free-flow of ideas prevent teams from considering all options and alternatives when making decisions. Consequently, decisions are impacted by the biases of the specific individuals controlling the team. In these circumstances, decision making and outcomes will be flawed.
Individuals who have hijacked the team process will use the team environment as a cover to mask their activities when decisions produce faulty results. As they do not want to be held accountable for their behaviors and actions, they will place blame for the decision on the team environment.
Excerpt: Boosting Team Communication: Leadership Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $ 17.95 USDRelated: How Personal Agendas Can Destroy a TeamThe Use of Teams Requires Self-Discipline
When Performance Lags, Look to the Team Culture
Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews' Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018
Copyright © 2014 Timothy F. Bednarz, All Rights Reserved
Mistakes as a Source of Innovation
Effective leaders adhered to an unalterable expectation that mistakes and failure need to be an acceptable part of the process of innovation. They opposed "zero tolerance for mistakes" policies, many of which are still being practiced in many companies today. They considered these to be hindrances to innovation.
"It's easy to believe that Jeff Bezos is one of the great innovators. But that's not exactly the case. His rise into Fortune 500-dom actually has little to do with innovation and more to do with iteration. If anything, Amazon demonstrates how a cutting-edge Internet company – of all things – can succeed slowly. The trick is taking a million tiny steps – and quickly learning from your missteps." [1]
The mega-inventors of the 19th Century are also prime examples of this philosophy. "[George] Westinghouse (Westinghouse) built on his engineering skills, learning how to design and evaluate industrial trials. Time after time he turned trial failures into commercial successes. Even his competitors hailed his problem solving skills…" [2] "[Thomas] Edison (Edison Electric) viewed even disasters as an opportunity for learning. On one occasion his lab stove went out in the dead of winter, causing an assortment of expensive chemicals to freeze. On another occasion unprotected chemicals were damaged by sunlight. Instead of bemoaning the losses, Edison put aside all other projects to catalogue changes in the properties of the bottled substances… 'He knew how to turn lemons into lemonade.' " [3]
Walt Disney (Disney) took a proactive approach toward mistakes. "Walt found a way to push improvement without laying blame. [He] take(s) a look at what [someone says]… not glossing over a problem with the gag. He implicitly acknowledges it could be better. But rather than indulge an employee's criticism of another worker, he demands a positive, forward-thinking attitude – 'what we can do to make it better…' Walt kept employees engaged and contributing by not shooting down suggestions, but instead steering employees toward improving their ideas… Walt's approach to suggestions as the difference between responding 'Yes, if…' or 'No, because…' " [4]
As Sam Walton grew Wal-Mart into a retailing giant, he realized that "not all of his ideas worked. The minnow buckets didn't sell. People in Wisconsin didn't go for his Moon Pies. But when he saw he was wrong, he admitted his mistake and went on to try something else. And he wanted his associates to be the same way. He'd get them together on Saturday mornings to share their success and admit their failures. That culture of candor produced a great environment to capture ideas. It helped that he had 'very little capacity for embarrassment.' " [5]
[1] Quittner Josh, The Charming Life of Amazon's Jeff Bezos (Fortune Magazine, April 15, 2008)
[2] Quentin R. Skrabec, Jr., George Westinghouse: Gentle Genius (Algora Publishing, New York, 2007) p. 61
[3] McAuliffe Kathleen, The Undiscovered World of Thomas Edison (Atlantic Magazine, December 1995)
[4] Niles Robert, Disney Legends Recall Walt Disney and the 'Yes, It…. Way of Management (Theme Park Insider, November 19, 2009)
[5] Walton Sam Made in America. A Money Book Summary (character-education.info)
Excerpt: Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Majorium Business Press, Stevens Point, WI 2012)
Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews' Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018
Copyright © 2013 Timothy F. Bednarz, All Rights Reserved
The Productive Response to Failure
The great and influential leaders were no strangers to failure. My research illustrates that most experienced levels of failure and adversity that would compel typical individuals to pack their bags and quit in frustration and disappointment. The levels of success they achieved did not come easily, but from persistence. Their personal levels of perseverance and self-reliance are what realistically defined them. Most viewed failure as a learning experience, rather than a defining event. Fred Smith (FedEx) observed, "Just because an idea isn't implemented or doesn't work out doesn't mean that a person has failed." [1]
Early in his career at Johnson & Johnson, General Robert Wood Johnson taught James Burke a valuable lesson about failure. "Shortly after he arrived at J&J in 1953 as a product director after three years at Procter & Gamble, Burke attempted to market several over-the-counter medicines for children. They all failed-and he was called in for a meeting with the chairman.
'I assumed I was going to be fired,' Burke recalls. 'But instead, Johnson told me, 'Business is all about making decisions, and you don't make decisions without making mistakes. Don't make that mistake again, but please be sure you make others.'"[2]
In 2001, John Chambers (Cisco) saw his company's revenues and stock price fall off the cliff during the tech and telecom busts. He was challenged with the reality of massive and likely fatal failure. "Within days of realizing Cisco was crashing, Chambers leapt into trying to fix it. 'He never dwelled on it,' says Sam Palmisano, CEO of IBM (IBM) … 'John kept the company focused. He said this is where we are, and he drove the company forward.'
He reached out to [Jack] Welch (General Electric) and a handful of other CEOs. They told him that sudden downturns always take companies by surprise, 'so I should quit beating myself up for being surprised,' Chambers recalls. He did. Chambers decided that the free fall had been beyond his control. He now wraps it up in an analogy he retells time and again, likening the crash to a disastrous flood: It rarely happens, but when it does, there's nothing you can do to stop it… Those other CEOs also told Chambers to figure out how bad it was going to get, take all the harsh action necessary to get through it and plan for the eventual upturn." [3]
David Packard (Hewlett-Packard) faced failure and adversity in a gruff and straightforward manner. "When he returned to HP in the early 1970s after his stint as deputy secretary of defense and found the company on the verge of borrowing $100 million to cover a cash-flow shortage, he immediately met with employees and gave them what came to be known as a 'Dave Gives 'Em Hell' speech. Packard lined up the division managers in front of employees and told them, 'If they don't get inventories under control, they're not going to be your managers for very long.' Within six months, the company once again had positive cash flow, to the tune of $40 million." [4]
John D. Rockefeller (Standard Oil) advised, "'Look ahead… Be sure that you are not deceiving yourself at any time about actual conditions.' He notes that when a business begins to fail, most men hate 'to study the books and face the truth." [5]
[1] Federal Express's Fred Smith (Inc. Magazine, October 1, 1986)
[2] Alumni Achievement Awards: James E. Burke (Harvard Business School, 2003)
[3] Maney Kevin, Chambers, Cisco Born Again (USA Today, January 21, 2004)
[4] O'Hanlon Charlene, David Packard: High-Tech Visionary (CRN, November 8, 2000)
[5] Baida Peter, Rockefeller Remembers (American Heritage Magazine, September/October 1988, Volume 39, Issue 6)
Excerpt: Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Majorium Business Press, Stevens Point, WI 2011)
Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews' Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018
Copyright © 2013 Timothy F. Bednarz, All Rights Reserved
Have You Ever Been Overwhelmed By Your Personal Circumstances?
Have you ever been overwhelmed by your personal circumstances? The current recession has caused many to despair over the problems that seem to overwhelm them… lost jobs, downsizing, pay cuts, you name it. Many just want to give up and quit!
What can the experience of the great leaders teach us? Despite nearly hopeless circumstances, the great and influential leaders' steadfastness, perseverance and personal drive would never allow them to consider quitting.
Herb Kelleher (Southwest Airlines) faced overwhelming challenges when he initially launched his airline. He was immediately sued by his competition to prevent Southwest Airlines from making its first flight. He described his experience, "For the next four years the only business Southwest Airlines performed was litigation, as we tried to get our certificate to fly. After the first two years of defending lawsuits, we ran out of money. The Board of Directors wanted to shut down the company because we had no cash. So I said, 'Well guys, suppose I just handle the legal work for free and pay all of the costs out of my own pocket, would you be willing to continue under those circumstances?' Since they had nothing to lose, they said yes. We pressed on, finally getting authorization to fly…
Our first flight was to take off on June 18, 1971 and fly between Dallas, Houston and San Antonio. I was excited about being in the airline industry because it's a very sporty business. But the regulatory and legal hoops enraged me. I thought if we can't start a low cost airline and the system defeats us, then there is something wrong with the system. It was an idealistic quest as much as anything else. When we brought the first airplane in for evacuation testing (a simulated emergency situation) I was so excited about seeing it that I walked up behind it and put my head in the engine. The American Airlines mechanic grabbed me and said if someone had hit the thrust reverser I would have been toast. At that point I didn't even care. I went around and kissed the nose of the plane and started crying I was so happy to see it." [1]
Conrad Hilton (Hilton Hotels) went bankrupt during the Depression. "Faced with challenges that might have seemed insurmountable, he did what he had done since he was a boy—resolved to work hard and have faith in God. Others, it seemed, made up their minds to put their faith in Hilton. He was able to buy goods on credit from locally owned stores because they trusted his ability and determination to one day pay them back. As the kindness of others and his own ingenuity helped him rebuild his hotel empire to proportions previously unheard of, he solidified his commitment to charity and hospitality—two characteristics that became hallmarks both of Hilton Hotels and of the man who began them." [2]
Walter and Olive Ann Beech (Beech Aircraft) started their company during the Depression. "'She was the one that kept trying to get the money together to pay the bills,' said Frank Hedrick, her nephew, who worked with her at Beech for more than 40 years and who succeeded her in 1968 as president of Beech Aircraft…
She said she didn't give much thought to the problems of starting a new company at a time when most airplane companies were closing, not opening. 'Mr. Beech thought about that,' she said. '(But) he had this dream and was going to do it. He probably didn't know how long the Depression was going to last.' The first few years were difficult, she said. They sold few airplanes. 'We had to crawl back up that ladder.'" [3]
Olive Ann Beech overcame additional adversity, when she took over the company, after her husband contracted encephalitis during the Second World War and again, after he suddenly died in 1950.
Joyce Hall (Hallmark) saw his company literally go up in smoke, three years after he started it, when his business burned to the ground. "Hall was $17,000 in debt when a flash fire wiped out his printing plant. Luckily, he was able to sweet-talk a local bank into an unsecured $25,000 loan, and he has not taken a step back since. By the late 1930, Hallmark was one of the top three cards." [4]
Herb Kelleher (Southwest Airlines) "never considered giving up, despite having a wife and four children at home. Did stress keep him awake nights? No, Kelleher says he was already awake nights, working at his office. 'I figured if I was working when they were sleeping, it gave me an edge.' And when he was home, 'the iron curtain came down,' walling off the business worries." [5]
Milton Hershey (Hershey Foods) failed miserably in his first endeavor, a confectionary store in Philadelphia. "In 1886, he was penniless. He went back to Lancaster but did not even have the money to have his possessions shipped after him. When he walked out to his uncle's farm, he found himself shunned as an irresponsible drifter by most of his relatives.
This time, though, fortune finally smiled on Mr. Hershey. William Henry Lebkicher, who had worked for Hershey in Philadelphia, stored his things and helped him pay the shipping charges. Aunt Mattie and his mother began once again to help him and Milton started experiments which led to the recipe for 'Hershey's Crystal' a 'melt in your mouth' caramel candy made with milk." [6]
"In 1924 [Clarence] Birdseye (Birdseye Foods) helped form the General Sea Foods Co. in Gloucester, Mass., and he began freezing food on a commercial scale… But despite an infusion of cash from a few investors as well as the creation of specially made freezers to hold his product, the country was not yet ready to accept the prospect of frozen food. It took another seven years before Birdseye's vision came to fruition. As time passed, he continued his experiments with the quick-freezing process… Almost bankrupt, Birdseye continued to press for believers in his inventions. In 1925 he found one in the guise of Postum Cereal heiress Marjorie Merriweather Post." [7]
Walt Disney (Disney) not only went bankrupt, but also experienced additional adversities. "The company failed due to Disney's inability to manage the finances, but Disney persevered, continuing to believe in himself and in his dream. He teamed up with his brother, who took care of the financial side of the business and the two moved to Hollywood to found Disney Brothers' Studio.
But there would still be stumbling blocks. The studio created the popular Oswald the Lucky Rabbit cartoon character for Universal, but when Disney requested an increase in budget, producer Charles B. Mintz instead hired away most of Disney's animators and took over production of the cartoon in his own studio. Universal owned the character's trademark, so there was little Disney could do.
After the Oswald fiasco, Disney set about creating a new cartoon character to replace Oswald. That character became one of the most recognizable symbols in the world: Mickey Mouse." [8]
[1] Kristina Dell, Airline Maverick (Time Magazine, September 21, 2007)
[2] Gaetz Erin, Conrad Hilton's Secret of Success (American Heritage People, August 2, 2006)
[3] Earle Joe, Olive Ann Beech Rose to Business Greatness (The Wichita Eagle, February 11, 1985)
[4] The Greeting Card King (Time Magazine, November 30, 1959)
[5] Vinnedge Mary, From the Corner Office – Herb Kelleher (Success Magazine, 2010)
[6] Milton S. Hershey: 1857-1945 (Milton Hershey School; mhs-pa.org)
[7] Elan Elissa Clarence Birdseye (Nation's Restaurant News, Feb, 1996)
[8] Bostwick Heleigh, Turning a Dream into a Kingdom: The Walt Disney Story (LegalZoom, July 2009)
Excerpt: Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Majorium Business Press, Stevens Point, WI 2011)
Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews' Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018
Copyright © 2013 Timothy F. Bednarz, All Rights Reserved


text:
About Wellforce
Wellforce has been an established private Complementary and Alternative Medicine Clinic since 1997. Based in a quiet leafy street of Sheffield in close proximity to the Royal Hallamshire Hospital, the University of Sheffield and Sheffield city centre. We offer an extensive range of healthcare services. including acupuncture, counselling, homeopathy, massage, nutrition, osteopathy and psychotherapy to name but a few.
In April of 2010 Wellforce became a not for profit company with the aims of encouraging a more integrated approach to health and healing by promoting the appropriate and safe use of both conventional and alternative methods of medicine working together.
Wellforce is now run by a board of Directors who aim to use all surplus profits to support low cost treatments. We aim to offer treatment and programmes targeted at those people who wouldn't normally be able to access or afford such services in Sheffield and South Yorkshire, therefore promoting the benefits and use of alternative treatments to the wider community.

subset: commoncrawl


text:
Showing 1-17 of 17
By: Barham, Jeremy
Price: £45.00
Publisher: Cambridge University Press: 2007
Seller ID: 12188
Condition: New
368pp, plates, tables and figures, music examples, discography. Heavy book, extra postage may be requested for delivery outside UK. ; Cambridge Companions to Music View more info
By: Blaukopf, Kurt
Price: £5.00
Publisher: Allen Lane: 1973
Seller ID: 7289
279pp, 8 plates. Ex library, front endpaper removed else very good in very good dust jacket View more info
By: Blaukopf, Kurt
Price: £15.00
Publisher: Thames & Hudson: 1976
Seller ID: 12839
Condition: Very Good in Very Good dust jacket
280pp, 363 illustrations (of which 37 in colour) with contributions by Zoltan Roman. Translated from the German by Paul Baker & others. Previous owners signatures. Heavy book, extra postage will be requested. ; 12.25"x9.25" View more info
By: Cardus, Neville
Price: £10.00
Publisher: Victor Gollancz Ltd: 1965
Seller ID: 9875
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191pp, frontis. Music examples copied, written and edited by Rudolf Schwarz. View more info
By: Franklin, Peter
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Publisher: Cambridge University Press: 1991
Seller ID: 10809
Condition: Near Fine
xiii, 127pp, illustrations, music examples. ; Cambridge Music Handbooks View more info
By: Gartenberg, Egon
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Publisher: Cassell & Co: 1978
Seller ID: 11051
Condition: Very Good in Very Good dust jacket
X, 406pp, 32 plates, music examples. Very slight edge wear to dust jacket. View more info
Price: £10.00
Publisher: Elius Books: 1999
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Condition: Near Fine
180pp, illustrations. Review copy has been inked out on front cover View more info
By: Mahler, Gustav
Price: £8.00
Publisher: Dover: ©2010
Seller ID: 11160
Condition: New
Miniature Score. 123pp. Unabridged republication of the edition originally published by Universal Edition, Vienna, [1906] ; Sheet Music View more info
By: Mahler, Gustav
Price: £9.00
Publisher: Faber & Faber: 2005
Seller ID: 9804
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431pp, frontis, 32 plates. View more info
Price: £12.00
Publisher: Faber & Faber: 2000
Seller ID: 10699
Condition: New
Selected and translated by Antony Beaumont. 494pp, 8 plates, facsimiles. The diaries open with her first affair with Klimt, and break off shortly before her marriage to Gustave Mahler. They portray the vitality of everyday life, descriptions of significant artistic events, and insights into the behavioural patterns and linguistic conventions of the Vienna of 1900. View more info
By: Mitchell, Donald
Price: £19.99
Publisher: Woodbridge, Suffolk, Boydell Press: 2003
Seller ID: 8944
Condition: New
343pp, illustrations, music examples. First published in 1958 and revised by Paul Banks and David Matthews in 1978, this biography includes a new introduction by the author and offers an account of the composers childhood and youth and his musical, personal and social environment up to 1880 and the completion of Lieder eines fahrenden Gesellen. Following the biographical chapters are critical discussions of the early works. View more info
By: Mitchell, Donald
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Publisher: Faber & Faber: 1975
Seller ID: 9893
Condition: Very Good with no dust jacket
461pp, plates, music examples. View more info
By: Mitchell, Donald
Price: £19.95
Publisher: Boydell Press: 2002
Seller ID: 10245
Condition: New
659pp, illustrations, music examples. Heavy book, extra postage will be requested for delivery outside UK. View more info
By: Mitchell, Donald (Revised and edited by Paul Banks & David Matthews)
Price: £7.00
Publisher: Faber & Faber: 1980
Edition: Revised Edition
Seller ID: 12064
Condition: Very Good in Very Good dust jacket
xxii, 338pp, plates, music examples, revised list of early works. Very slight foxing on inside of dust jacket and edges of book. View more info
By: Samuels, Robert
Price: £30.00
Publisher: Cambridge University Press: 1995
Seller ID: 9772
Condition: Near Fine in Near Fine dust jacket
xv, 175pp, text figures, music examples. Analyses and discusses one of the most important works in the symphonic repertory. Uses ideas drawn from contemporary critical theory, in particular semiotics, drawing on ideas from Eco, Barthes, and Derrida. ; Cambridge Studies in Music Theory & Analysis View more info
By: Specht, Richard
Price: £18.00
Publisher: Stuttgart, Deutsche Verlags-Anstalt: 1925
Seller ID: 10837
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327pp, frontis. German text. View more info
By: Stevens, Lewis
Price: £15.00
Publisher: Vallentine Mitchell: 2003
Seller ID: 10606
Condition: New
384pp, plates, text figures, maps. 'The contribution of Jewish composers to Western classical music over the past two centuries has been disproportionately significant. This book's first part gives a brief history of Jewish music and considers reasons, such as improvements in civil rights, which led to this flowering of talent; part two comprises brief biographies of over 250 composers with at least one Jewish grandparent, from the well-known Mendelssohn, Mahler and Kurt Weill to more obscure figures such as Castelnuovo-Tadesco and Carl Tausig'. View more info


text:
Livegrade v3.9.3 (Mac OSX)
Livegrade v3.9.3 (Mac OSX) | 129 MB
LiveGrade allows to interactively apply color corrections to HD-SDI or UHD/4K* signals going from camera to the on-set monitor – either by controlling capable cameras and monitors directly, or by using additional LUT box devices. No matter which setup you choose, this allows the production team to create, preview, and compare looks directly on set. The digital look becomes part of the image creation process on set – together with camera setup, light, and art department – in order to follow one creative intent.
Exchange Created Looks – Communicate colors on set and with post production facilities.
– Using the collected look metadata in the dailies creation process ensures that the look concept of the DP and director is carried on to editorial and viewing.
– For later matching with clips, the color correction settings can be annotated with slate information and exported as standard look exchange files such ASC-CDL files or 3D LUTs. LiveGrade can also export an entire look archive for automatic matching in Silverstack. Together with LiveGrade's new PDF reports and ALE export, matching looks and camera source media for dailies creation is now as easy as never before.
Match Looks and Clips the Easy Way
– Export looks from LiveGrade. Silverstack's Matching Wizard takes care of the rest.
– With LiveGrade Pro 3.4 you can export single looks or whole look archives and import them into Silverstack 5. The Matching Wizard combines clips and the according looks automatically.
– Benefit from combining clip and look information in one library. Include all metadata in reports or transfer it to other software.
Powerful and Flexible Color Filtering
– Benefit from a node-based color pipeline and project-specific grading modes.
– LiveGrade Pro supports grading modes that are specifically tailored to a broad range of workflows. Covering "log" material of specific digital cinema cameras, ASC-CDL grading, the Academy's "ACES" color space, and secondary grading options make LiveGrade Pro a versatile color correction system for any project.
HD-SDI In and Out
– Capture, live preview and output.
– Besides controlling the color manipulation in LUT boxes or in cameras and monitors, LiveGrade offers direct input (capture) and output (playout) of HD-SDI signals for preview within the application, saving of reference stills and clips, and even outputting live image as well as references*.
– The newest LiveGrade Pro version enables mirroring of the applications Image View display on HD-SDI in best quality (e.g. with split screen) and an improved still image export.
The Extended Look Library
– Benefit from time code information for matching footage with looks.
– All the movies or frame grabs recorded with LiveGrade Pro are automatically stored in the extended look library. Additionally, the time code information, extracted from the live HD-SDI signal, is automatically saved within the metadata in the library. Based on the library, LiveGrade allows to create look reports as PDF documents including time code and look name. This helps to easily match footage with the look in subsequent production steps.
Choose Your Hardware and Setup
– LiveGrade supports a wider range of devices for live image manipulation.
– LiveGrade Pro unifies HD and UHD/4K color creation workflows by supporting a wide range of devices – from LUT box devices such as Blackmagic Design's HDLink (drivers by Blackmagic Design are compatible up to OS X 10.10), Fujifilm's* IS-mini, Teradek's COLR, or Flanders Scientific's BoxIO, as well as cameras and monitors with color correction capabilities such as the ARRI Alexa SXT, Panasonic Varicam 35/HS the FSI DM250 or the Canon DP-V series.
You can also use panel controllers from Tangent and Avid and control LiveGrade Pro remotely via WiFi with the free app "LiveGrade Pro Remote" (works with iPhone, iPod Touch and iPad).
– For capturing HD-SDI live signals, Blackmagic Design Ultrastudio, Mini Recorder and Decklink cards are supported. HD-SDI output is possible by using devices from the AJA T-TAP, AJA IO and AJA KONA families.
Compatibility: OS X 10.8 or later 64-bit
For other news, visit my profile every day!


text:
Seismic hazard calculations in regions of low seismicity, such as the UK, are generally based on probabilistic methodology. Probabilistic seismic hazard assessment (PSHA) uses a combination of interpreted geological and seismological data to calculate the probability that a certain level of ground motion will be exceeded, or not exceeded, in a given period of time.
This methodology can be divided into three principal components as follows:
Musson and Winter (1996) produced general purpose maps of seismic hazard in the UK using the PSHA methodology. This study used the SEISRISK III computer program and incorporated a "logic tree" approach to model variation in input parameters.
As might be expected, the areas of highest hazard are those where earthquakes have been most common in the past, particularly those places with repeated earthquake activity. Areas where hazard is higher than average include the west of Scotland and both north and south Wales. The places with lowest seismic hazard are Northern Ireland and northeast Scotland.
The overall values of hazard are not particularly high, since the predicted intensity for the higher zones is only 6 EMS. In other words, even in areas of relatively high exposure to earthquakes in the UK, there is only a 10% chance of experiencing shaking equivalent to intensity 6 in a 50 year period. If we assume that less than 5% of buildings of normal construction will be damaged when the intensity of shaking is 6, the probability of damage for a single house in 50 years is therefore less than 0.5%.


text:
Trying yet again...
How about when they stood up for the single greatest value Clinton brought to the Party, fiscal responsibility, and told Bush to go back to Texas when he proposed his first tax cut?
Oh. Right.
Fuck this.
Wednesday, February 12, 2003
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text:
Join the Ururimi kasahorow Reading Club as an Individual or as a Distribution Partner
Individual Member
When you purchase a kasahorow book, you automatically become a member of the Ururimi kasahorow Reading Club.
Get any of the following kasahorow dictionaries at your nearest library or bookshop.
- Dictionnaire Kirundi de Poche - 100+ entries: Kirundi-Français, Français-Kirundi Ururimi
- Modern Ururimi Dictionary - 1700+ entries: Ururimi-English, English-Ururimi
For libraries, bookshops, and partners
How do I add Modern Ururimi dictionaries to my catalogue?
Send an email to Afia Osei (firstname.lastname@example.com) and describe how many Modern Ururimi dictionaries you want to order, and how frequently you want kasahorow to replenish your catalogue. You will receive a quote for the initial batch of dictionaries and any subsequent replenishment.
You may also request specific bilingual dictionaries to be made for your needs:


text:
Ideally, I wouldn't start bakery hopping immediately after consuming donuts and fries and a milkshake, but Two Fat Cats Bakery is about five steps from Duckfat, and I was eager to check it out.
I loved the exterior, everything from the bright yellow facade to the steaming pie above the doorway. A few wooden steps lead down into the space that is both shop and bakery and prep area.
Freshly baked pies line wooden shelves. A glass display case holds whoopie pies, cupcakes, cookies and more.
Just one block over is the beloved Micucci Grocery, purveyor of all things Italian, as well as reportedly some of the best sicilian pizza slices around. Even if we'd had room in our stomachs for pizza, they were sold out, but assured other hungry patrons that more slices would be out in 20 minutes or so.
Our next stop was an old favorite of mine, Standard Baking Co., and by this time I was starting to feel okay about putting more food in my stomach. They were out of the pecan sticky bun, which is fabulous, so I went with something new, a chocolate-dipped hazelnut sandwich cookie.
Two extremely thin and buttery cookies sandwiched a rich hazelnut spread, with a chocolate coating on one of the cookies. The key word here is buttery. The slightly crisp cookies gave way to a thin layer of the buttery spread and the chocolate added a touch more sweetness. The size and thickness perfect for such a rich little pastry.
About a ten minute drive from downtown portland is South Portland and Cape Elizabeth, which boasts its own selection of eateries and food shops. Another old favorite of mine is Scratch Baking Co. I have had every kind of cookie they make as well as brownies, cupcakes and more. This time around, I tried the blondie, which was a deep golden brown and studded with chocolate chips and large chunks of walnut. It had a thick, crunchy outside and the interior was dense and chewy with a strong brown sugar flavor.
A new-to-me spot was JulChris Cookies which I spotted as we were driving to Scratch. The owner Deborah has been baking and selling her cookies since 2002 but just opened the shop, which is named after her children Julia and Christopher, almost exactly a year ago. You can't beat 79 cents for a small cookie, which actually is not so small, but they do come in larger versions as well. There were about six varieties available when I stopped in. I chose the oatmeal cranberry white chocolate. As would be expected from a shop that does only cookies, Deborah has perfected her recipes. The cookie was moist and chewy, quite sweet, and hearty from the mix-ins.
There are several other bakeries and dessert shops throughout Portland and South Portland. I have my favorites that I return to time and again, but it seems that new ones crop up every time I visit. The nice thing about baked goods is that you can try a bite and save the rest for later, a necessary technique when bakery-hopping. Sadly, this technique does not work with ice cream, clearly, making ice cream shop-hopping quite a bit more difficult. Across from Scratch was an adorable ice cream shop, Willard Scoops, that I wish I could have sampled more fully on this trip. Alas, that will have to wait until my next Portland trip, which I sincerely hope is not too far away.
Two Fat Cats
47 India St
Portland, ME
Standard Baking Co.
75 Commercial St
Portland, ME
Scratch Bakery
416 Preble St
South Portland, ME
JulChris Cookies
382 Cottage Road
South Portland, ME


text:
Business Insurance
We can provide a total insurance solution for your business, our products range from;
Public and Products Liability Cover – for your legal liability for personal injury or damage to property caused by an occurrence connected with your business. Find out more about Public Liability Insurance.
Fire and Other Damage Cover – for your building and business contents for specified events such as fire, storm (but not flood), impact, lightning, explosion and earthquake. Also included is the cost of removing debris.
Business Interruption – Picks up where your other business insurance stops. Cover for loss of gross profit or gross rentals resulting from an interruption to your business caused by an insured event like fire, burglary etc. Find out more about Business Interruption.
Burglary Cover – for theft of stock, customer's goods, electronic equipment and other business contents within your business premises following forced and violent entry.
Tax Audit – Covers you for professional fees (including accounting and legal fees) associated with a tax audit of the business.
Glass – Covers broken glass, the cost of temporary shuttering, replacement of sign writing, repairing plastic signs up to $5,000 and the cost value of stock spoiled by the broken glass.
Personal Accident and Illness – Allows you to insure against loss of income to a named person in the event of an accident and/or illness.
Goods in Transit -Covers you for loss or damage to goods in transit caused by specified events.
Money – Covers loss or theft of money from certain locations. The policy does not cover loss of money due to accounting or clerical errors or theft by staff.
Equipment Breakdown – Covers you for the cost of repairing or replacing your mechanical and electrical equipment and certain other electronic devices.
Fraud and Dishonesty – Covers you for loss of money or goods as a result of any act of fraud or dishonesty committed by any of your employees, either acting alone or in collusion with others which is discovered during the period of insurance.
General Property – Cover for loss or damage to everyday items you specify such as mobile phones and laptop computers worldwide.
Please contact Jim's Insurance on 1300 546 000 or email firstname.lastname@example.com


text:
Marital bliss is something that is very beautiful. Two unknown people come together and pledge to start the journey of life together till their last breath. Now whether they are known or unknown depends on the kind of marriage. It might be an arranged marriage or a love marriage. In the former case, both of them are totally strangers to each other while in the case of love marriage, both of them know each other very well and share a special bond with each other before getting married.
However, sometimes in this marital bliss, misunderstandings start rising between the couples and they start fighting for very small reasons. The fights might arise due to ego problems or due to improper communication. These husband wife disputes are a very common phenomenon seen today and are very serious as well as they might lead to separation and ultimately divorce.
That should not happen but if this is happening with you as well and you and your husband or wife are witnessing conflict in your beautiful relationship then it's time to see a god astrologer for a husband wife dispute problem solution. Amar Sharma is the best person in that regard. He is an expert in husband wife dispute and divorce problems solution and will put an end to your problem permanently. Do contact him and see a change in your life. He provides services in India as well as UK.
I Had invited Pandit Amar for Vaastu Visit of my Office some 9 years before. The Amount of Hard Work which I was doing couldn't turn into Liquidity. I always had Finance related problems. The day Pandit Amar ji Vaastu King visited my Office everything started Improving , he doesn't sell any Pyramids or Crystals or Some Feng Shui Material. He is very very Scientific & Expert in his approach.S . D. Mukherjee
I had been in Real Estate Consultancy Business for past 24 years. I had lost most of my Money in Litigations & Other Business Loses. I was planning to leave Dubai Forever. A single consultation of Pandit Amar Sharma ji has really changed my Life. You also Designed a special customized Pendant for my Business. I have no Hesitation in saying that the new project he suggested, Helped me in making handsome amount of Money. He is my Family Fortune Doctor. Acharya ji, World's Best Gemologist, Pandit Amar ji, had been very kind to me. He Is the Best TV Astrologer In India as well as Overseas. I watch his Exclusive TV shows relating to Astrology, Numerology, Palmistry,Gemology, Vastu & Feng Shui. Vaastu Consultant Pandit Amar Ji is the Best Gemologist in the World.Ashok Kumar Gulati
Pandit Amar is a wonderful person who helped in relieving me from this strange problem of recurrent pangs of anxiety. We got various tests and medical prescriptions but these failed to bring any positive effect in any manner. When I couldn't get any workable solutions, I went up to Amar who helped me solve this problem with his persistent prayers and various rituals.Namita Ranout


text:
Once it has been run, you can try it out by pointing a web browser at <https://localhost:4433/>.
You need POE::Filter:SSL version 0.20 or later to run this example.
#!perl use warnings; use strict; use POE qw(Component::Server::TCP Filter::SSL Filter::HTTPD); use HTTP::Response; # Spawn a web server on port 4433 of all interfaces. POE::Component::Server::TCP->new( Alias => "web_server", Port => 4433, # You need to have created (self) signed certificates # and a corresponding key file to encrypt the data with # SSL. ClientFilter => POE::Filter::Stackable->new( Filters => [ POE::Filter::SSL->new(crt => 'server.crt', key => 'server.key'), POE::Filter::HTTPD->new(), ] ), # The ClientInput function is called to deal with client input. # Because this server uses POE::Filter::SSL to encrypt the connection, # POE::Filter::HTTPD must be added after this to parse input. # ClientInput will receive first the SSL data and then the # add POE::Filter::HTTPD to handle the decrytped HTTP requests. ClientInput => sub { my ($kernel, $heap, $request) = @_[KERNEL, HEAP, ARG0]; # Filter::HTTPD sometimes generates HTTP::Response objects. # They indicate (and contain the response for) errors that occur # while parsing the client's HTTP request. It's easiest to send # the responses as they are and finish up. if ($request->isa("HTTP::Response")) { $heap->{client}->put($request); $kernel->yield("shutdown"); return; } # The request is real and fully formed. Build content based on # it. Insert your favorite template module here, or write your # own. :) my $request_fields = ''; $request->headers()->scan( sub { my ($header, $value) = @_; $request_fields .= "
$header	$value
"; } ); my $response = HTTP::Response->new(200); $response->push_header('Content-type', 'text/html'); $response->content( # Break the HTML tag for the wiki. "<" . "html><title>Your Request</title>" . "Details about your request:" . "
$request_fields
" . "" ); # Once the content has been built, send it back to the client # and schedule a shutdown. $heap->{client}->put($response); $kernel->yield("shutdown"); } ); # Start POE. This will run the server until it exits. $poe_kernel->run(); exit 0;


text:
Is this ok
Is that ok
Thinking you're being polite?
Or being cautious?
Looking for approval
Anywhere you can get it
Can this approve of me
Can that approve of me
Is this ok
Is that ok
For me, it was when I got scared of being yelled at for doing something that someone else disapproved.
That, someone, was very important to me.
It was my source of safety.
When your source of safety stops working.
You fear for survival.
You would do anything to fix that.
Since I was little kid I had no clue what is allowed and what is not.
So I became aware of what might be disapproved and I asked about it if it's allowed.
I didn't want to feel unsafe ever again.
I started asking approval about behavior, appearance, worthiness.
Not being certain whether things are approved or not was scary.
Because then I might lose my feeling of safety.
The need to know whether I was approved or not was born.
This is where we lose ourselves in society to parents.
Striving to please to get approved.
Living in fear of not being safe if we wouldn't do what everybody else expects from us to do.
Losing self.
Not knowing if what we do is ok becomes scary. Uncertainty becomes scary.
So we do what everybody else does.
Learning what is safe for us to do and to say.
Otherwise, something bad might happen.
But What?
What will happen?
Yours truly,


text:
One day, on his way to school, Tabibian noticed in a bookstore window a thick new book for sale titled "Economics." It was a word he had never heard before. Tabibian asked his literature teacher what it meant. "He said it meant using your money wisely," Tabibian told me. "I thought the phrase he expressed was more often true by default. Everybody knows how to use their money wisely if they've got some." When he went home that night, Tabibian put the question to his father, who said he wasn't sure but he thought that economics had something to do with the creation of wealth.It is an interesting anecdote in itself, but I am especially intrigued by the clarity and intensity of the thought That is what I need to learn.
The next day, Tabibian went to the bookstore and pulled the book from the shelf. "It was full of graphs, tables, formulas, and lengthy arguments," he said. "I noticed that the subject of creation and distribution of wealth is no simple matter. I thought, That is what I need to learn."
Tabibian later realized that the book was a translation of the 1948 introductory-economics textbook by the American neo-classical economist Paul Samuelson. By then, Tabibian was majoring in the subject at Shiraz University. He went into the field, he told me, "hoping that someday I would help find solutions for the misery and deprivation of many around me."
(It is like an Augustinian call - take up and read!)
I think it well recalls childhood moments experienced by anybody with a fundamentally analytic or academic orientation towards the world - it is in my experience quite different in kind from the feeling one has when encountering a magically transporting novel, or even a novel that gives indispensable insights into some particularly relevant aspect of human nature.
I would say I had glimpses of this as a quite young child (it was not the way I went eventually in terms of field, but books about mathematics and logic were favorites with me at that stage!), perhaps eleven or twelve, reading Martin Gardner's delightful Aha, Gotcha! - it showed me not so much how to do things as a way in which one might think about things, a way that was uniquely appealing to the point of being almost indispensable!
But certainly the reading experience that quite literally made me think That is what I need happened the summer after I'd graduated from high school. I was sixteen turning seventeen - I had read a huge amount of literature and quite a lot of older literary criticism (I had thoroughly immersed myself in the critical prose of Anthony Burgess and Ezra Pound!), and had been intrigued by the rather ambivalent New York Times-type coverage of work by Derrida and the deconstructionists and so forth - I had yet to encounter it directly, but I already had a very strong suspicion that this was exactly that I wanted to learn about.
I was spending the night at my friend Sara's, at her dad and stepmother's house, and her stepmother had done a master's degree in English - her books were on shelves in Sara's room. As if in a trance, I snagged Roland Barthes's S/Z and was subsequently deaf to the calls of ordinary social interactions...


text:
truly, love is so addicting.
at first you feel you can control the desire to think of that person.
when a moment with him starts to find its way into your head, it is so easy for you to shrug it off.
As time moves on, you yearn for that person when he's not with you.
Your feelings grow confused.
When the magical effect of this drug called love starts to sip your strength, you grow weary.
You know you left something important – but you cant figure out what that is.
But you know this cant be.
So your poor heart will be left bruised. Torn between fighting for the feeling at the same time teaching it to let go.
You find yourself lonely again. Sad but it's reality.


text: Ivan Cobb becomes UCB boxing coachAugust 2014 As of September this year, National boxing coach Ivan Cobb will be joining the UCB Boxing Academy as Head Coach and assessor. With well over 100 amateur boxing bouts under his belt as well as winning national titles and boxing for England, Cobb has been coaching since his retirement. Ricky Hatton and Herbie Hide have come under his guidance in this time in addition to many age group champions. He currently holds an ABA Level 4 Coaching award and an AIBA Coaching award. He has been a Regional Coach for Eastern Counties as has worked with many England squads over the years and entered competitions around the world. In addition Ivan is currently a Performance Coach with the GB boxing team, working with not only the podium boxers, but potential podium boxers and those with emerging talent in the sport. In addition to this, he still works at a grass roots level with local clubs. Ivan will be working with UCB's AASE boxers in addition to teaching on the Performance and Excellence BTEC and assessing on the NVQ in Achieving excellence in sporting performance. The UCB Boxing Academy, the only AASE facility for boxing in the West Midlands, will take in its first recruits, aged 16 to 18, in September and is open to male and female athletes. Boxers will train four times a week and receive specialist instruction in fitness, technique, strength and conditioning, sparring, sports therapy and rehabilitation. About Us Our Campuses McIntyre House Camden House Summer Row The Link Moss House Richmond House Virtual Tours Our Schools Why Choose Us? Our Industry Links History of UCB Awarding of Degrees and our Partnership with The University of Birmingham Policies and Procedures OFS Transparency Return Accolades and Awards Mission Statement Enterprise Hive Latest News University League Tables Statement Job Vacancies Contact Us By Phone or Email How to Find us Social Media Directory Request a Prospectus


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KOLKATA: Two new long distance trains – 12371 Up/12372 Down Howrah-Jaisalmer Weekly
Express and 13423 Up/13424 Down Bhagalpur-Ajmer Weekly Express will be introduced from
next week, an Eastern Railway press release said here.
It said the 12371 Up will leave Howrah at 8.20 a.m. on March 12 and reach Jaisalmer at 11.20
p.m. the next day. The 12372 Down will start from Jaisalmer at 12.20 a.m. on March 15 to
arrive at Howrah at 4.30 pm the next day.


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Online publication: March 9, 2010
A review of the journal Jeu
This article is a review of another work such as a book or a film. The original work discussed here is not available on this platform.
Issue 27, 1983, p. 152–156
Vie et mort du Roi Boiteux de Jean-Pierre Ronfard
Tous droits réservés © Cahiers de théâtre Jeu inc., 1983


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Automatic covers require yearly inspection and routine maintenance to insure carefree operation and prevent costly repairs. In order to make your summer more enjoyable, we are pleased to offer the very best in preventative maintenance service options performed by trained technicians.
Comprehensive System Tune-Up:
All pulleys and fittings are lubricated, cover operation is adjusted, dirt is flushed from tracks, loose screws are tightened and a written inspection is provided
Your cover is cleaned using our specially formulated cleaner & protectant. Leaves and debris are removed from your cover pump and mechanism housing
This is our most popular service option includes both option 1 and option 2, for complete cover care, value and savings.
* Travel charges may be billed in addition to service fees. If repairs are needed, necessary parts and additional labor billed separately.
Mechanical System Overhaul
Recommended for roughly operating systems no less than 5 years of age. The system is removed, disassembled and thoroughly cleaned. Worn or broken parts are replaced. The system is re-leveled and re-mounted. The cover is run and adjusted and a #1 Comprehensive System Tune-Up is performed. Price based on OEM parts – typically takes 3 hours to perform.
When something is torn, broken or just not right, we are happy to help you diagnose your problem, provide technical support, and if necessary schedule a service call to perform the needed repairs. From sewing repairs to broken ropes, humming motors to stuck covers, and even covers crashed into the pool… we can help. Please call our Service Department at 800-307-7727.
Engineering advancements have greatly improved Automatic Pool Cover Systems available to pool owners today. Installation of Replacement Cover Fabric and New Replacement Systems are our specialty. Let us know when you are ready to upgrade.
Quotes are based on square footage and can be given over the phone.
Our #1 Comprehensive System Tune-Up is included in the installation and price of our replacement cover quotes.Our Coverstar UltraGard III Fabric is incredibly strong and durable. The heavy duty vinyl and polyester fabric with advanced formula, long-chain molecule plasticizers (LCMP), stay in place longer, providing enhanced durability in the pool environment.Unlike most automatic safety cover manufacturers which wrap webbing material around rope and sewn in the corner, Coverstar invented and patented a process whereby the rope in the cover is replaced with a flexible polymer bead and the webbing is heat seal bonded to the cover fabric in one step.This patented process is a substantial improvement and provides substantially longer webbing life and improved operation of the cover..
"New System Installations and Replacement Systems"
The Coverstar automatic safety cover is quite simply the best automatic safety cover ever made. Only the best materials available were used to make it as reliable and durable as possible.
"Replacement Parts"
Our Parts Department carries a full inventory of common replacement parts for all brands of automatic pool cover systems and fully automatic freeze-proof cover pumps.


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Marquis Philips S9 Shiraz 2003
Winemaker Notes
In order to develop maximum complexity in all the wines S&S developed a vineyard water deficit management program that allows us to maximise all of the potential flavour and texture available in each of our vineyards. They carefully harvest each selected area of grapes and transport them to the winery to be crushed and start their yeast fermentation. The grapes after being fermented in a long cool primary ferment are pressed into new barrels at 4 Baume. The wine completes the primary and malolactic fermentation in barrel, which is paramount to achieve the start of the integrated complexity that are achieved.


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Category Archives:Leigh Creek
10 Jan
Tags: 1834, 1834 Hospitality, 1834 Hotels, Accommodation, Leigh Creek, regional tourism, South Australia, Tourism
Weekend Away In Leigh Creek
Leigh Creek is an 'Oasis in the Desert', located approximately 600kms north of Adelaide. Leigh Creek will give you the ultimate Australian outback experience, with a typical climate of the arid Australian inland. We've put together a list of attractions to see and do during a weekend in Leigh Creek. Stay with us at Leigh […] read more


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The story starts in a little town called West Bend, IA where Shon was born and raised on a farm by his parents Don and Verda Bruellman. His mother was an excellent cook who spent much time in the kitchen preparing food for family and those in the community who would be encouraged by a visit and a meal. Shon learned early on the subtleties of made from scratch, down home cooking and not only did his love for cooking increase as he got older but so did his desire to share his recipes and his food with others. This was achieved initially through his parents bed and breakfast called "The Prairie Oasis" where they would cater and serve groups of 12-50 people for receptions and special events. This grew into Shon and his wife Julie eventually purchasing and operating a restaurant in West Bend called "Shon's Taste Of Home".
In 2014 Shon and Julie found themselves as Empty Nester'sready for a change in life and decided to move to Des Moines. Not only were there more business opportunities in the area, but that was where two of their three children had chosen to live so they thought 'Why not?' The idea for the food truck grew from a desire to get back into cooking for people in a different way than they had done before.
With the advent of the pilot food truck program in Des Moines they dipped their toe into the water in the summer of 2015 and started off with a limited menu in their first truck named The Little Red Food Truck. Finding that the water was warm and welcoming they upgraded to a full size professionally outfitted truck in the spring of 2016 aptly named: "The Big Red Food Truck" later expanding with the addition of a new truck named Hosty Totsy. With these trucks they service the Des Moines metro area with great food, free smiles, and what they hope is are unique and satisfying food truck experiences.
In late 2017 they will be partnering with the hottest new spot in Des Moines; The Hall in Valley Junction. Shon's been in ministry for nearly twenty years reaching out to the broken, the hurting and the rejected which is in part what attracted him to The Hall and their mission to not only offer great food to the masses but also to offer a helping hand to those in the homeless community that are in need. Patrons at The Hall will be able to eat the best of the local food truck food scene; including items from The Big Red Food Truck and Hotsy Totsy while they fellowship with friends in the 450 seat hall and sip pints of over 50 tap beer varieties.


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In order to install Standard Edition software updates, follow the listed steps:
Download the Update
1) Exit the TriCaster software to view the Windows desktop.
2) Launch Internet Explorer and navigate to https://www.newtek.com/downloads/.
3) Click the download button underneath the Standard Edition current version number. It will ask for your contact information (first name, last name, email address, and country are all mandatory fields).
Once you fill in the info and click submit, it should say you are now authorized to download updates:
Close that window by clicking the highlighted X and then click the Standard Edition download button again. If this process does not work, download Chrome or Firefox and try again.
4) When the download is complete, right click the application file and then click Properties. Check the Security section and check the 'Unblock' button if applicable. Hit Apply and then OK.
5) Right click the application again and click, "Run as administrator."
6) The next prompt will give two choices. We recommend selecting Download only. This will save the files to a local location on the system and they can be moved to a different location or removable storage after the install is complete. Click Next.
7) The initial EULA agreement will appear. Click, "I accept the agreement" and then click Next.
8) Select a directory to save the downloaded files to. Click Next.
9) Select the components you wish to download. The TriCaster upgrade is the most commonly needed install. TriCaster Content is the NewTek stock footage and can be skipped if you are pressed for time, but we will often want to use those clips for troubleshooting purposes so it's recommended you install them at some point. NDI|HX® drivers are important and required for any NDI|HX® device (like a Connect Spark or PTZ1 camera) to interface with the TriCaster. Once selected, click Next.
10) The download will begin. Once the download is finished, the prompt will then say 'copying upgrade, please wait'. This can take several minutes with no visible activity so be sure to not close the prompt.
11) Once the download is complete, the files will then appear in the directory you selected in Step 8 (TriCaster defaults this location to the C Drive if not changed). The suggested order in which to install the updates is suggested below:
12. Before proceeding with installing the update, you should update the Nvidia driver of your system. You can see how to do that by following the directions under section B in this kba: https://support.newtek.com/hc/en-us/articles/218903487-TriCaster-How-to-update-the-nVidia-Graphics-Card-Driver.
Installing the Update
1) Right click and run the TriCaster.exe as Admin. You may also need to change the Security in Properties as mentioned in the first section.
2) Proceed through the welcome screen and the EULA. Select your preferred Language. We suggest selecting "Update default web streaming presets" before clicking Next. Do not check the "Adobe Premiere CS6 work-around" unless directed to. Click Next.
3) The download will begin and run through various modes. The install typically requires a reboot and the system will Restart on it's own so click OK.
4) After the system restarts, it may run some Windows updates and another prompt will appear. Click Next to continue and agree to the prompts. The system may appear to hang for several minutes at any point during the file integrity check or when installing prerequisite steps. Do not interrupt this process and let it continue.
5) After the files are extracted, the software will then prompt to Install:
6) The install will resume again. This may take up to 20 minutes or so to complete.
Note: If at the conclusion of the install, the unit shuts down, leave the unit powered off for 3 minutes before rebooting.
Installing the TriCaster Content
1) To Install the TriCaster Content, right-click to run as Admin.
2) Click Next and agree to the EULA as previously done. The content will begin to install and when the progress bar completes, the install is done.
Installing the NDI|HX® Driver
1) Right click the NewTek NDI|HX® Driver.exe and run as Admin to install.
2) The entire NDI tools pack will install with the NDI|HX® Driver. Select the NDI tools you wish to install and the directory to install them too. In general, the free NDI tools are helpful for troubleshooting so we suggest these are installed.
Note: Support does not recommend selecting 'Disable Web Password' or 'Run at Windows start' options when installing on a TriCaster.
3) The next prompt allows for the option to change the shortcut path but we suggest this is left to the default. Click Next.
4) Click Install and the process will begin (it may take several minutes).
5) The installation will proceed and the Windows Security prompt will verify you want to install the software. Click Install.
6) Once the install is complete, you can click Finish and view the NDI Introduction PDF. If you wish to view it later, the PDF an be found in C:\Program Files\NewTek\NewTek NDI 3.8 Tools titled as "NDI 3.8 Introduction".


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I am not sure if you have tried any of Craftsy's on-line classes, but I have purchased and/or downloaded 18 to date. So far, I have been pretty happy with all the classes I have viewed. I still have a couple of my most recent purchases to watch but I am anxious to find some quality time to take a gander at them.
Through Monday December 1st, Craftsy is having a super sale! All classes are $19.99 or less! If you have a class on your wishlist, this might be the time you want to pick it up for cheap! And if you haven't tried Craftsy, it is easy to get signed up and there are lots of classes for free that you can try out before you make a purchase.
And while you are on the Craftsy site, remember I now have a pattern listed with them. My Wiggle Time pattern is available for instant download should you need a quick but adorable quilt. You most likely have everything you need right in your stash!
Hope everyone had a great weekend. I have just spent a week with my goofball family and am having a tough time getting into the groove again. I already miss these two crazy kids!
If you are interested in more ways to follow me, you can find me on Facebook, Pinterest, Bloglovin', Feedly, Instagram, Google +, or get my blog sent right to your email inbox by entering your email address on the right sidebar!
*Remember, I am an affiliate of Craftsy and if you make a purchase, I might get a commission.


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Posts: 3174
Joined: Thu Aug 02, 2012 10:57 pm
Location: Bristol, UK
Re: eBay Bargains, Deals, etc.
The mould lines look really pronounced and there doesn't look like much detail. I thought at first it was a metal casting of the plastic, but the head is different and the staff ornaments subtler than on the plastic one. Also the tab looks right. Since I have a metal dwarf and elf I'd quite like to pick up the wizard to go with them...
EDIT: Heh, I should do some basic research first! http://www.sodemons.com/rhrare/advhq/index.htm


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The Devil does wear Prada.
I ended up sitting a stiletto's throw away from Anna Wintour at the Monkey Bar, after the Museum of Modern Art screening of the new documentary about her. Nuclear Wintour looked summery in a floaty print Prada dress so au courant it hasn't yet hit the stores.
Calling all HuffPost superfans!
Sign up for membership to become a founding member and help shape HuffPost's next chapter


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Will Apple's Siri Change the Voice of Local Search?
By tying voice commands to proximity and a robust business listings database, users can search and select businesses on the go in a much more user-friendly manner.
By tying voice commands to proximity and a robust business listings database, users can search and select businesses on the go in a much more user-friendly manner.
As a gadget geek, I and an estimated 4 million other geeks, conducted what has become an annual pilgrimage to the Apple Store over the weekend to seek out the new Apple iPhone 4S. Truth be told, I was perfectly happy with my normal iPhone 4. But alas, I was seduced by the new voice-recognition feature called "Siri." Now voice recognition is nothing new, but in true Apple fashion, it has taken (acquired) a promising technological feature, simplified it, and, most importantly, made it work.
The difference: old voice recognition features were generally embedded in single programs or applications allowing only one type of results, e.g., phone dialing, web search queries, etc. The reason why Siri is a major step forward is in the fact that it is integrated into the OS (operating system). This fact enables simple voice commands to access various programs/apps directly and create specific results or actions. For example, when asked "Siri help," the user is returned the following answer:
In this example, users can control 14 (seven on this screen) different apps with a simple question.
So why is this important for local search? Well, by tying voice commands to proximity (where I am) to a robust business listings database (in the present-form Google Maps), users can search and select businesses on the go in a much more user-friendly and simplified manner. Below is an example of requesting "Hotel near me":
Again, searching via voice recognition is not new. Google has had this functionality in its iPhone app for some time now. Here is an example of the same request for "Hotels near me" in Google:
As you can see in the Google example, users are forced to consume an entire mobile web page to find the information desired. And then, the user can select a location, tap on the phone number, and place a call, requiring the user to stop using their voice commands and finish the job through traditional input.
With Siri, the user can ask to "Call" or "Get directions" of any of the locations returned by the voice query without having to move between applications. This seamless integration is the simplicity that voice recognition needs to become effective and adopted by the masses. I must admit, there are still some bugs, or more correctly, recognition issues, with some of the commands that I have conducted. But for the most part, I have found the new Siri feature to be a major step forward.
Key Points for SMBs to Leverage
It all starts with the basics; your business listing information is the key to findability and selection in local search, including the Apple iPhone 4S. Instead of rehashing how to ensure your business listing is accurate, consistent, and optimized, I will direct you to my recent column on "Business Listing Management" where you can get a list of do's and don'ts. As mentioned above, Apple is leveraging the Google Maps product for local business NAP (name, address, and phone) information as well as driving directions. It will be interesting to see how this relationship evolves. If Apple gets serious about the local search space, one could expect an acquisition or development of its own maps product. But for now, the key optimization point is to ensure your listing is complete in Google Maps.
One area of special attention that I have determined from conducting numerous local voice searches with Siri is how specific keywords within categories can be leveraged. For example, when searching for "Lunch near me," Siri revealed she (yes, Siri has a female voice) was looking for the keyword "Lunch" in local restaurants' reviews.
Moving to the bottom of the listings stack, there is a credit that states "Reviews from Yelp." So one of the key optimization points marketers can benefit from is to evaluate your reviews on Yelp to ensure that there are specific keywords contained in the review text. Now, I am not condoning that businesses create "keyword stuffed" reviews; however, when encouraging customers to write about your business/service, you might remind them to be specific about your business' offerings. For more information on ratings and reviews, here are "3 Tips to Leverage Ratings and Reviews."
Local mobile searching exploded with the introduction of the smartphone. Why? Because smartphones made searching much easier than the predecessor feature phones. Apple's Siri voice recognition and the numerous copies that will no doubt emerge have just made local searching even easier; and if history is any indication, this will spawn growth in consumer local search. So go back to the basics and make sure your business or brand can be found in this quickly emerging category.
Last night, as I was finishing this column, I asked Siri one final question:


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We all know that the main function of the cabinet is three: one is hanging trousers, hanging a coat, hanging a coat (above these three spaces is to install the clothes pole); the second is to save the quilt, keep the shoe box, keep the backpack (the three space behind the design into a blank lattice on the line); Three is in the closet bottom design one to two small drawer (with the lock).Wardrobe
1, the upper area (between the top of the wardrobe and the middle area) is the place where the quilt is stored, and can be stored in some small size backpacks. 2, the middle area (with the owner raised to reach the highest height, flexible grasp) hanging trousers, tops, coats, coats on one side, trousers and jackets on the other side. 3. The lower area (between the wardrobe floor and the middle area) is suitable for storing the shoe box, making the drawer, also can store some commonly used knapsack.Wardrobe
Wardrobe Depth Size: the depth of the coat cabinet is generally 55-60 centimeters. If the space is not particularly tense, the recommended choice of 60 cm depth is better, and 55 and 60 centimeters manufacturers charge is the same, but you hang clothes feeling is not the same.Wardrobe
Hanging coat Height: the height of the hanging coat is 140 cm enough. Practice has proved that the longest robe hanging height also less than 140 centimeters, long down jacket 130 centimeters, suit storage bag is 120 centimeters long. Hanging space to do just enough, with different storage space, hanging space to leave much is also a waste.
Height of the hanging coat: the height of the hanging coat is between 85-95 centimeters. 90 centimeters of high spatial utilization is quite sufficient, if you want to be slightly looser, add up to 95 centimeters is enough. Height of trousers hanging: the height of the trousers is between 80-90 centimeters. 80 centimeters of height all the trousers are folded up, no problem. The most practical way is to use the hang clothes pole, and then hang the trousers with the hanger. Even if you hang a pair of pants, don't worry about space enough!Wardrobe


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It's no secret that metallics aren't my favourite, so when I opened up the box to find this palette was completely metallic it's safe to say I was dreading using it. The packaging to this palette is identical to the one I've previously tried. It picks up marks very easily as you can see in the photo but it's decent packaging and does the job so I won't be too picky.
This palette contains alot of nudes and pink shades, which I was really surprised about as I expected the palette to be more colourful for a metallic palette. I did find that this makes 80% of the palette very wearable as these are shades that can be worn everyday and can be toned down if you're working or just want a more nude eye. I also like that it has some brighter colours like the pink, orange and green.
With the last CrownBrush palette I tried the formula was incredibly chalky and hard to blend, I didn't find this to be the case at all with this palette but there were no matte shades in this palette. I also found that the colour pay off was amazing, one small swipe gives alot of pigmentation. I found that some of the shades had alot more fall of than other, particularly the more pigmented colours like the orange, yellow, and green but for the nudes was much better than it was in the previous palette.
I'm honestly so happy that I decided to give a Crownbrush palette another go, I'd love to know if you've tried anything from them and what you thought of it!