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Leading to Get Strategy in Play
Getting the simple and demanding things right
A white paper by purpleworks
Why are so many good strategies poorly executed? What makes talented leaders (who passionately believe in the strategy) unable to get their people to buy in? At the heart of the matter is the gap between a strategy on paper and the strategy alive and acted on by your people and experienced by your customers.
This paper challenges you to think differently and suggests powerful ways to get your strategy in play.
What is strategy?
- Strategy is the set of choices that a business makes about how it will compete and separate itself out from other players.
- The strategy should explicitly address the point of difference that makes the business distinctive. It's about competing to be different to gain a competitive advantage in the market, build value and grow.
- To put a strategy together requires a holistic view and coherent thinking about the business as a whole, taking into account a 360 degree view of its external environment, current reality and the way the business works. It's what we call "the big picture".
What do we mean by "Getting strategy in play"?
Getting strategy in play is a leadership job. It's about putting the strategy into the
hands of every employee, having them go for it and sustaining it.
Leaders must set the direction of the business and create the conditions to get people on board. And then bridge the gap between the strategy – as a theoretical concept - and having people live it day-to-day. In reality, strategy is only relevant and building value - when it is active.
Developing the strategy requires a thorough process that culminates in the executive team or leadership team reaching a point where there is a shared understanding of the strategy –an understanding that can be articulated by each team member, in a confident and consistent way.
Then comes the difficult part of bringing the strategy to life and keeping it alive and well. This relies on continuously working on the approach to the vital elements of getting the strategy in play.
This is a dynamic approach to working on a joined up, interconnected system of elements, each of which is vital to making things work and each of which needs to be variously addressed by the leadership team. This is not a linear or sequential process.
Depending on the specific circumstances of the business, the emphasis on each 'element' will be different and change as progress is made and the business grows. Changing the mix will affect how well the strategy is kept in play.
Although the core strategy will likely remain constant for long periods, the ways it is 'repeatedly' put in play will shift and this will require different emphasis on the elements. Some level of constant and consistent action (not dissimilar to keeping plates spinning) is essential on each.
Here we consider the role and importance of each of the elements, how they need to be led and the pitfalls to be avoided. How well these elements are 'orchestrated' and 'conducted' will determine the degree of success in getting the strategy in play.
The 7 vital elements to get strategy in play
- Agree the Current Reality
- Leaders form a shared understanding of the strategy
- Create the conditions for buy-in
- Communicate the strategy
- Check for understanding
- "Wire" for execution
- Equip to deliver
The 7 elements are simple and demanding. Often, businesses underinvest in them, misunderstand them, or overlook some elements completely. When this happens, leaders face delays in getting the strategy in play or, ultimately, never deliver the potential that the strategy promises – the majority of strategy implementations fail.
1. Agree the Current Reality
The leadership team reviews, assesses and agrees the Current Reality of the business. This can be done at any time – particularly when the strategy is being reviewed/developed, a new CEO has joined, faster growth is needed, or, ahead of an acquisition or merger…
Top line questions the leadership team needs to ask include:
- What differentiates the business and what is its position in the market? How clear is the direction of travel? What are the goals?
- Who are the key customers and sectors? Why do they buy from the business?
- Who are the major competitors? How does the business compete today?
- What is prioritised and why? What is measured and why?
- Take a "Past, Present & Future" snapshot – what are the major trends? What is changing for the business?
- How is the business structured and organised to compete? What makes up the cost base?
- How does the business actually work – what are its main activities? What is the value chain?
- Who are the major stakeholders? What is the status of these relationships? What's at stake?
- What is the maturity and approach to leading of the Executive team?
- What is the prevailing culture? Who are the people working in the business? (Demographics/skills, knowledge and experience/preferences)
Although it's basic and simple, once all of these questions have been answered, conduct a SWOT analysis (strengths, weaknesses, opportunities and threats) to bring the big picture together in a straightforward and powerful way.
After the leadership team agree and accept the Current Reality, they are better able to look at the business as one, joined up enterprise in the context of its prevailing state. This becomes the backdrop to formulating and understanding the strategy.
You have to know where you are, to get to where you want to get to.
- Moving too quickly into business planning, without truly understanding the full context of the business.
- Being blindsided or having tunnel vision about the truth of the Current Reality. Sometimes executives fail to recognize a competitive threat to the business or fail to see the reality of dysfunction or underlying inefficiency in their business.
- Making assumptions about the Current Reality, without checking or discussing things as a team
2. Leaders form a shared understanding of the strategy
This is about the leadership team getting clarity on what the strategy is (and isn't) and its implications.
The team needs to answer the following questions in a common and consistent way:
What's the Prize?
(Why are we going for it and what does it mean?)
What choices are we making to be unique?
(How are we separating ourselves out other players? How are we positioning ourselves as distinctive in our market?)
What's at stake?
(What are we prepared to risk and what will happen if we did nothing?)
What do we need our people to do differently?
(What are the priority activities and expected behaviours? Do we need more, less or different people?)
What do we need to do to enable and equip our people to deliver?
(What skills and knowledge do our people need and what resources and tools do they have?)
It's important to check that the leadership team members each reach a shared and consistent understanding of the answers – answers that they are confident to articulate and discuss with their management teams. This will usually require several conversations around the differences between their individual responses.
Articulating the strategy
The next step is to write down the essence of the strategy in a few words. The strategy needs to describe the choices that the business is making to compete in the market and how the business will be distinctive, to create an advantage.
This will increase the level of the leaders alignment and consistency around it. This is the beginning and certainly not "job done"!
Achieving a shared and consistent understanding can have a transforming effect on the leadership team's performance. When minds meet, they don't just exchange facts: they transform, reshape and engage in new trains of thought, binding the team together.
Equipped with this shared understanding, the leadership team are prepared to move on to explore and discuss the options to get the strategy into the hands of their people.
It comes down to this:
What are we trying to accomplish? What is the prize and how are we going to win it?
- Not going deeply enough, resulting in individual leaders holding on to different meanings
- Failing to write the strategy down (it's surprising how many companies have this situation!) Conversely, referring to a 70-slide PowerPoint presentation or lengthy spreadsheet filled with numbers as "The Strategy"
- Referring to targets (e.g. increase sales by 10%) as the strategy
- Underinvesting in articulating what people need to do differently
- Politics or dysfunction amongst the leaders gets in the way of a meeting of minds and shared understanding.
3. Create the conditions for buy-in
People activate strategies. They do this best when the right conditions are in place within the business they work for. Leaders need their people to be both aligned and engaged. Both require people to make their own choice and adapt what and how they will do things accordingly.
They choose to bring their energy, commitment, passion, skills, knowledge and experience and put them to use in the business they work for. This is often referred to as 'engagement'.
Engagement on its own does not create value and does not help get strategy in play - unless there is alignment to the direction of the business.
People also choose whether they want to follow the direction, plans and priorities of a business and action their efforts 'in line' with this. This is often referred to as 'alignment' and from the business perspective, this always needs to come first.
It's possible to be aligned but not engaged (e.g. in a dull, regimented administrative business), or, engaged but not aligned (in a field that inspires passion such as music or sport). A successful business needs both.
Because people need to make personal choices on whether to buy in or not, it's not something that leaders can simply tell their people to do. But leaders have the power to create the conditions that support and encourage alignment and engagement to occur.
People have a set of basic requirements (conditions) for getting involved and fully committed to pretty much anything – these relate very closely to the basic stages of how the mind works in learning. The closer we can re-create these conditions in the workplace, the more likely that the right people will choose to buy in and bring their unique skills and experience to bear on delivering the strategy.
These buy-in conditions are:
- The Big Picture – The extent to which people are given the opportunity to understand the overall purpose, direction and goals of the business, how things work and are joined up. And what that means for them, so that they can choose the level of commitment the want to make or not
- The Right Information – the availability and ease of access to the right information that people need to do what is expected of them - to do their job!
- The Day-to-Day way of working – the nature of the ways that people collaborate and relate to customers, each other and managers. The degree to which there is openness and collaboration.
- Decision taking – the way in which this happens, how people are involved, the role of managers, and the speed with which it happens. Decision-making should follow naturally from recognizing what needs to be done (not issued as orders).
- Putting things into action – The extent to which people are encouraged to try things out, learn from mistakes and take responsibility for their actions.
- Measuring outcomes – the appropriateness and clarity of the measures used, the visibility and frequency of updates and people's understanding of how to impact them. Recognising good performance and confronting poor performance.
Making time for the leadership team to discuss these conditions, and then acting on the outcome is a powerful approach to improving the way the business is set up and help people to buy-in. This needs to be continuously and progressively addressed.
How to get more of your
people, doing more of the things required to action the strategy, more of the time.
- Focusing on employee engagement and overlooking the importance of building alignment to the strategy. The business needs both.
- Making engagement an HR initiative and basing it on an employee survey.
- Referring to targets (e.g. increase sales by 10%) as the strategy
- Investing in communicating the strategy, but forgetting the reality of employees' day-to-day experiences (touch points with the business).
4. Communicating the Strategy
With the strategy articulated, the leadership team must lead on communicating it to everyone across the business. And they need to take a strategic and modern approach to how this is done. The days of expecting top-down transmission of information and 'orders to work' are over!
The business may have a small number of people, hundreds, thousands or even hundreds of thousands of people. It may be possible to get everyone in one place at one time or it may need to involve everyone across multiple divisions/sub-brands, sites, countries and cultures over as short a time as possible.
Whatever the scale of the business, the best starting point is to stand in the shoes of the people. Think about the way they experience the business through the many touch points or moments of truth they have each day and how these influence the way they understand the strategy.
The next step is about creating a 'big picture' of the business situation and strategy. One that can, literally, be seen. This is a powerful and fast way of involving people and orientating them to where their contribution fits in.
Imagine putting together a large jigsaw puzzle without the picture on the lid of the box. The picture shows what needs to be assembled and helps make sense of where the pieces fit – without it, most people would lose interest and give up!
In business, people may have a few, or even all of the pieces. But, without the big picture, they are in the dark when it comes to making sense of the strategy.
So, the way the strategy is put across must give people context and meaning that is relevant to what's involved and what they need to do (differently).
The most effective approach
The challenge is to design the most effective approach to help people 'get it' faster, acquire new skills and adapt their behaviour to deliver the strategy. This requires a strategic communications plan that takes into account 3 dimensions:
- Content – the information that needs to be put across
- Interaction – the ways in which people will be able to access & interact with content
- Behaviours – the leadership/management behaviours required to support understanding.
The plan needs to be owned by the CEO and leadership team and include milestones and ongoing checkpoints for evaluating progress. This is not one for delegating, it's central to the success of the strategy.
The information, messages and ideas to be communicated to people – it must be in context, short, clear and relevant. It should include the purpose, direction, priorities, goals, objectives and measures of performance. And also a framework for the 'news' e.g. progress, points for action, people and policy.
The need is to keep content to a minimum, join it up with coherent lines of reasoning and then give people enough opportunities to access it in ways that suit them.
The most common pitfall is to 'pump' too much content into the business – relevance is lost and people's capacity to absorb information exceeded. The result is that people get confused, overwhelmed or miss the point of what the leaders are trying to get across.
Here lies huge potential for differentiation.
Make the strategy experiential for people – demanding! The game has changed and the approach to making things interactive has moved beyond guesswork and clever ideas. It's become a source of differentiation that speeds up the changes and adaptation needed to get the strategy in play.
This is about creating and designing the best opportunities for people to access and understand the 'content'. It involves careful choice of the format (e.g. written word, visual, audio, physical design etc.), channels (e.g. intranet, email, social media, physical environment, webcast, team meeting etc.) and opportunities to access (e.g. mobile device, desktop, printed material, conversations etc.)
People learn in different ways and they have different preferences for how they like to access their content. It's important to make the best use of the available media, apply a modern understanding of how the mind works (e.g. applying an understanding of multiple intelligences) and provide simple tools for people to work with (e.g. creating situations to listen to people, in the context of conversations about the strategy).
Each business has its own social organisation with unique culture and norms.
Primarily, the focus is on the behaviour of leaders, how others observe them and the experience it creates for everyone. Observed behaviour directly shapes people's decisions on what matters, what's expected, what needs to be prioritized and how they themselves need to behave.
The leadership team needs to discuss and agree how they are going to behave and the things they want to change and avoid in their behaviour. Then they must set their expectations of the behaviour of the leaders and managers involved in getting the strategy in play.
Ultimately, the way leaders go about things has a huge effect on what gets delivered.
Learning takes hold and "sticks" in the human mind much more effectively if it is repeated, rather than a one off. This is vital. It's not about rote learning, but about circling an issue and coming at it from multiple and fresh ways. People need to have different experiences of what it means and do this repeatedly.
Great leaders know that their role is to repeat, reinforce and go deeper into conversations with people on the strategy over time.
- Failing to tell a simple and compelling story that inspires and encourages people to take part
- Drowning people in information, too many competing messages or creating endless lists of things to be done
- A one-off strategy "launch" in the style of a "show & tell" by management
- Not understanding how people take information in, what they need and the process of choosing to buy in
5. Check for understanding
A good test for whether the strategy has been effectively understood is whether it makes it easier for people to make decisions on the right things to do (and not do) to action the strategy.
Einstein's words shed light on how to measure (or perhaps not) this largely intangible matter. Because getting strategy in play is driven by human activities - intangible measures are needed, as well as tangible metrics.
Some leaders experience discomfort with this approach, preferring to anchor measurement in the realm of survey data, analytics and quantitative analysis, even if the reports are abstract and, arguably, meaningless.
Whatever approach is taken, the leadership team needs to know what the understanding is at the grass roots. They need an effective way to gain insight to the grass roots and avoid making assumptions that things are OK when people are, instead, pulling in different directions, feeling confused, disengaged or holding onto past priorities (in which they have a vested interest to maintain).
Better insight can be achieved by holding structured team-based discussions across the business, framed around "What does the strategy mean for your team?" This involves using simple materials covering the strategy, a common set of questions for discussion (e.g. What are we doing differently and why? What have we stopped doing? What new things have been learned?). What's needed is a simple format that can be run by the team manager, with a way to capture peoples' thoughts and conclusions.
The outcome is a more intangible/approximate way of assessing progress, based on a team review, rather than a set of data points. Feedback should be collated and passed to the leadership team on a regular basis. They need to prioritise conversations on the feedback in order to get a real sense of the extent to which there is buy in, or not, across the business.
Scheduling regular, structured check-ins for the leadership team gives the team space to assess and learn as new information comes to hand about how the strategy is playing out: what's working with execution and what's not, what needs fast-tracking or adjusting?
Customers, technology and the market continue to evolve and the strategy needs to be adapted to this in a dynamic way. All of this requires ongoing executive inquiry and active adjustment over time. And this change of behaviour usually requires a shift in mindset.
Ultimately, the leadership team needs to see evidence that more of their people, are doing more of the things required to deliver the strategy, more of the time
Not everything that counts
can be counted, and not everything that can be counted, counts.
- Announcing the strategy to all employees and thinking the job is done.
- Assuming that everyone has "got it" because the executive team has.
- Issuing a survey to all employees asking them: "Do you understand the strategy?"
- Focusing on detailed, statistical engagement surveys at the expense of a humanistic check-in on where people are at.
6. "Wire" for execution
As well as understanding the direction and plans of the business, it is also very important that people understand how the business works – what makes it tick and where the cash comes from and goes to.
This can be achieved by using a simple business model canvas and by creating a basic 'wiring diagram' for how money flows in, around and out of the business. If these are presented in a simple, stylised way they will be very helpful in completing people's 'big picture' of the strategy in play (animated, digital models are fun and very effective).
The strategy needs to be wired into how the business works.
The annual business planning cycle is an important vehicle through which to do this and generally involves three levels of business planning:
- Business-wide
- Taking a specific slice of the business (industry, functional, sector or other)
- Individual
This planning will require the business to action the following issues consistently with the strategy, for example:
Wiring the strategy into the business
Prioritising initiatives
What do we Stop/Start or Continue?
How are we reducing activity, in order to free up time for new activities required to deliver the strategy?
Kick starting new projects
New investments?
New products?
New markets?
How do we set these up to be successful?
How do we logically sequence multiple projects?
Are we reallocating budget in light of the new priorities?
What are we stopping/starting or continuing to fund?
Deploying people, resources and capability
What people and resources do we need to redeploy?
Do we understand what we each need to do differently/ Do more of?
What capabilities do we have in-house – and what needs to be sourced externally?
Changing individual goals and objectives
Does everyone understand what they have to do?
Creating performance measures/ Personal KPI's/ Incentives that align to the new priorities.
Do people know how to impact what they are measured on?
- Announcing a new strategy, but the existing funding and resource plans stay aligned to the old order.
- Long delays in freeing up key people and resources from day jobs and so failing to create momentum on the priorities that need to be advanced for the strategy to get in play
- Creating measures that people don't understand or believe they can impact
- Falling down on project management – not being disciplined with project execution.
7. Equip to deliver
To get the strategy in play, people need to have the right capabilities, tools and resources to play their part in delivering the strategy.
The leadership team needs to direct the approach to equipping the business to deliver. The most powerful way to do this is, is through a Manager-led approach. This involves equipping managers with the most effective, highest quality tools and approaches to work with their people on the getting the strategy in play – management is back in vogue!
In the past, management development has ranged from, 'just get on with it' (OK for the naturals) to being sent off on expensive, time intensive, business school courses and, for a few, individual coaching. Budget constraints often mean that many managers miss out completely or they are faced with off-the-shelf courses or the 'business textbook' route. This is fine for those who learn this way but, for most, there isn't the time or inclination.
Now, the emphasis is on more experiential learning from real-life on-the-job challenges that take less time, are more effective, work the team and get the job done. There is a new generation of developers exploiting the use of design principles, practical neuroscience, technology and sophisticated software to build powerful, easy-to-use management tools. Management learning and getting the strategy in play go hand in hand
The power of equipping managers with the tools to get the strategy across is that, once in the hands of a groundswell of managers, consistent action is rapidly multiplied and scaled across the whole business.
- Assuming that managers already have the skills and capability to lead the strategy into play with their people.
- Allowing consultants to lead the strategy deployment, rather than managers.
- Failing to invest in developing strategic and well-designed tools and approaches to help managers lead their teams.
What's next?
The leadership team must address each one of the 7 vital elements to get the strategy in play, but not as a linear process of ticking them off, one at a time. A dynamic load balancing of activity is required. While the statement of strategy is likely to remain fixed for a period, each of the vital elements will be simultaneously "in play" and evolving to support it. The leadership team holds the levers that 'change the mix', allowing them to actively respond to new learning on what's working (or not) and what's shifting in the business.
The leaders most likely to be successful in getting the strategy in play will adopt the mindset that aligning and engaging people to the strategy is a strategic issue that needs to be managed and owned by the leadership team. This means developing a strategic plan for buy in and applying high levels of executive focus and time to it
The leadership team cannot reach every employee personally. They need to connect to the main body of employees through managers across the business. It follows that managers need to be equipped with the highest quality tools and approaches to work with their people - in a way that creates a consistent experience and understanding for people across the business.
At the heart of all this is understanding and articulating what the strategy requires people to do differently – the expected behaviours, new activities, different capabilities and new ways of working. This also requires leaders to address their own behaviours and understand the impact they have on the business.
As leaders expecting different outcomes, they must be prepared to explore uncharted territory, learn much more, experiment and, in the end, work it out for themselves.
Don't expect different outcomes from doing the same things.


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What to know about variable heart rhythms and AFib
An Ohio State cardiac electrophysiologist shares what to know about heart rhythms and AFib.
Ohio State's Heart and Vascular Center wants to ensure you have the most information available to help you and your heart. Below you will find information on support groups and additional websites regarding heart disease and heart health.
Get tips from Ohio State experts right to your inbox.

subset: commoncrawl


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Blade II
Blade forms an uneasy alliance with the vampire council in order to combat the Reapers, who are feeding on vampires.
Crouching Tiger, Hidden Dragon: Sword of Destiny
A story of lost love, young love, a legendary sword and one last opportunity at redemption.
Iceman 2: The Time Traveler
The imperial guard and his three traitorous childhood friends ordered to hunt him down get accidentally buried and kept frozen in time. 400 years later pass a..
Ip Man 2
Centering on Ip Man's migration to Hong Kong in 1949 as he attempts to propagate his discipline of Wing Chun martial arts.
Ip Man 3
When a band of brutal gangsters led by a crooked property developer make a play to take over a local school, Master Ip is forced to take a stand.
Ip Man 4: The Finale (Unofficial Hindi Dubbed)
Following the death of his wife, Ip Man travels to San Francisco to ease tensions between the local kung fu masters and his star student, Bruce Lee, while sea..
Ip Man 4: The Finale
Following the death of his wife, Ip Man travels to San Francisco to ease tensions between the local kung fu masters and his star student, Bruce Lee, while sea..
Ip Man
During the Japanese invasion of 1937, when a wealthy martial artist is forced to leave his home and work to support his family, he reluctantly agrees to train..
When the Emperor of China issues a decree that one man per family must serve in the Imperial Chinese Army to defend the country from Huns, Hua Mulan, the elde..
Rogue One: A Star Wars Story
A rogue band of resistance fighters unite for a mission to steal the Death Star plans and bring a new hope to the galaxy.
The Monkey King
A monkey born from heavenly stone acquires supernatural powers and must battle the armies of both gods and demons to find his place in the heavens.
xXx: Return of Xander Cage
Xander Cage is left for dead after an incident, though he secretly returns to action for a new, tough assignment with his handler Augustus Gibbons.


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Leeds, UK
Hand-picked premium vintage designer and sportswear
Vintage Nautica Sweatshirt
Date 7 Mar 2019
Buyer harrykidd
Top quality and very quick delivery
Vintage NFL Super Bowl Sweatshirt
Date 7 Feb 2019
Buyer 99Patrick12
Vintage The North Face Jacket
Date 15 Jan 2019
Buyer monamourka
the parcel arrived 50 days later . the quality of the goods leaves much to be desired.tags are cut . spots on the product . it seems that the product is not even prepared for sale
Vintage Champion Jacket Navy
Date 1 Jan 2019
Buyer thatoneweirddude
Quality is very good, got even a short personal greeting, and besides that exactly what I expected
Vintage Polo Ralph Lauren Sweatshirt
Date 12 Dec 2018
Buyer Hjalmarengdahl
Vintage Polo Ralph Lauren 1/4 Zip Sweatshirt
Date 7 Dec 2018
Buyer willenystrom
Overall satisfied, but: Although shown in the photos when looking closely, a good seller would draw the buyer's attention to marks and damages. Also, even if it ends up fitting, the seller should state that the garment is kids' size.
Vintage Champion Jacket
Date 23 Nov 2018
Buyer ChrisG1993
Delivery was super quick, got a message to say that it had been dispatched for delivery and it arrived the same day. Product wise, I think I've got a bit of a bargain, it's an in brand, and it's really good quality, great Christmas present, great service


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James Ross Carmichael
Born February 1, 1958 (Revelstoke), died September 14, 2014.
Jimmy passed peacefully after a long illness fought valiantly at home in Boston Bar but came to final rest in Hope Hospice care in the Fraser Canyon Hospital. Many thanks to Dr. Greggain and staff for their wonderful care of Jimmy.
Jimmy is predeceased by his parents and sister Debbie. He leaves behind a wife, Nancy Carmichael (Boston Bar), son Jessie, stepson Colin (Calgary), sister Wendy Clarke (Peachland) and many nieces and nephews.
For well over 20 years Jimmy worked as a grader operator for JS Jones – keeping the roads open and more importantly to him, the locals plowed out and able to navigate. Jimmy also worked during the winter for Emil Anderson keeping the Canyon clear. Jimmy generously volunteered his time helping his community with many projects.
Service will be held at Boston Bar Community Hall at 1:00 pm on Saturday, September 27th 2014. In lieu of flowers, please give to the Boston Bar North Bend Food Bank or the Hope Hospice Society.


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Prototype: Class 189 multi-system electric locomotive painted and lettered for the Husa Transportation Group (HUSA) in the Netherlands. Builder's designation ES 64 F4. B-B wheel arrangement. Built starting in 2002. Use: Cross-border fast freight trains.
|Article No.
|Gauge / Design type
|Minitrix /
|Electric Locomotives
Model: The locomotive has a 14-pin digital connector, close coupler mechanisms, and a motor with 2 flywheels. 4 axles powered. Traction tires. The headlights and the marker lights change over with the direction of travel, can be turned off with bridge plugs, and the headlights are warm white LEDs. Engineer's cab lighting and long-distance headlights are installed in the locomotive and can be activated with the 66840 decoder. The outer pantographs can pick up power from catenary.
Length over the buffers 122 mm / 4-13/16".


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This past week, CNN turned the world's eyes toward the small town of Denmark, S.C.
Located about 50 miles from Augusta in Bamberg County, Denmark has a population of only about 3,000 people.
For more than a decade, Denmark's residents were told that their drinking water was safe despite many locals complaining that the water had a suspicious rust color.
Some residents even began collecting water samples in jars, refusing to drink it.
They told local and state officials that something was wrong.
Finally, after a year-long investigation, CNN reporter Sara Ganim is forcing South Carolina officials to take the complaints by the residents of Denmark very seriously.
CNN discovered that the state government was adding a substance to one of the city's four wells in an attempt to "regulate naturally occurring iron bacteria that can leave red stains or rust-like deposits in the water," CNN reported this week.
"The substance, known as HaloSan, was not approved by the U.S. Environmental Protection Agency to disinfect drinking water," Ganim reported. "It's unclear what the effects of HaloSan might have been on the almost 3,000 people who live in this rural, tight-knit community, but a group of about 40 residents believe the water is to blame for illnesses and maladies they say they're suffering from."
According to CNN's report, HaloSan is a chemical that's typically used as a disinfectant for pools and spas.
Many experts believe it should not be added to drinking water.
However, in Demark, it was used in the public's water for 10 years.
A spokesman for South Carolina's Department of Health and Environmental Control tried to defend the chemical's use to CNN.
"The Berry Systems HaloSan treatment unit had been advertised as an effective treatment in the control of iron bacteria and was certified," Tommy Crosby, director of media relations for the South Carolina Department of Health and Environmental Control, reportedly said.
Local officials appear confused about the matter.
"It was our thinking that it was an approved chemical to be used," Denmark's mayor, Gerald Wright, told CNN. "We rely totally on DHEC because they have the responsibility and expertise to test, monitor and advise."
However, an EPA spokesperson told CNN that HaloSan is not approved to be used to treat drinking water.
"HaloSan has not undergone the necessary evaluations as part of the pesticide registration process and, therefore, EPA cannot confirm the safe use of this product for the disinfection of drinking water," according to the EPA.
Apparently, HaloSan is capable of being a "significant eye and skin irritant." The chemical also could cause "burning, rash, itching, skin discoloration/redness, blistering, allergic type reactions including hives/welts, allergic contact dermatitis, and bleeding," according to CNN's research.
If you are looking for a more scientific reaction, Marc Edwards, a Virginia Tech engineer and researcher, told CNN that he was "dumbfounded" when he tested one of Denmark's wells.
"I did a thorough search, and I've never seen it approved for a public water supply before," he said. "And the EPA approvals that I saw, none of them were for municipal potable water."
"You have to make sure you don't put too much of it in the water," he added. "And there was no way that they could prove that they weren't exceeding the recommended dose. There's a maximum allowed amount, even for industrial applications. And they have no way of proving that, that level is not being exceeded."
Joe Charbonnet, a science and policy associate at the Green Science Policy Institute, also told CNN that without knowing the concentration levels in the water, "it's hard to know the health effects," but "it could produce compounds that are toxic."
Just hours after CNN reported its findings, The State newspaper in Columbia, S.C., began pursuing the story, as well.
The newspaper also found that HaloSan had not been used by other drinking water systems across the country.
Most rely on chlorine products to kill bacteria, The State reported.
"I have never heard of its usage before,'' according to one EPA official quoted in an email obtained by The State.
Edwards, the Virginia Tech engineer and researcher, began questioning the S.C. Department of Health and Environmental Control about the chemicals last May.
"Has feeding of this chemical previously been disclosed to Denmark residents?'' Edwards reportedly asked DHEC officials in a May 24 email. "I was never told or read anything about this before.''
Some Denmark residents became so concerned that they began driving 20 miles roundtrip each month to collect local spring water in cases of gallon jugs and used that water to cook, drink and brush their teeth, CNN reported.
Another Denmark resident was told by his doctor that the level of lead in his blood was high, and he should avoid his own water.
Could Denmark become the nation's next Flint, Michigan?
It's a real question that South Carolina local and state officials need to address right away.
Some of these Denmark residents are babies, small children, the sick and the elderly.
Do you remember when the inadequate schools in Denmark were the city's biggest problem?
Let's face it, South Carolina's smallest and poorest cities need the most help.
And, right now, there is something rotten in Denmark.


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Laid-Back Camp (Yuru Camp △) is a relaxing slice-of-life show about several high school girls and their forays into off-season camping. However, they are not all experiencing it together as a single group, but rather are two separate groups doing their own thing. That said, it's not as if that state of affairs is a friendship obstacle to overcome; it's something even better.
Day 9 of the 12 Days of Anime 2018
The two main characters of the show—Rin, a blue-haired girl who is a decently-seasoned camping veteran, and Nadeshiko, a pink-haired girl who's recently moved to town and is totally unfamiliar with camping—meet when the former comes across the latter sleeping on a bench during one of her camping excursions. Rin eventually brings Nadeshiko to her camping area at night, and this serves as Nadeshiko's first glimpse into a hobby that may end up engrossing her.
This would be the point in the anime where the two of them would likely then engage as mentor and mentee...but that is not quite what happens. Rin, as Nadeshiko finds out, much prefers camping alone to camping in a group. This is where Laid-Back Camp then shows its gentle heart: Instead of doing the Conventional Anime Thing of insisting the loner to pleeeeaase give the whole group a chance, Nadeshiko—even while being the more outgoing, social one—respects her wishes!
The two of them end up camping as a duo another time, but after that, Nadeshiko mostly does camping activities with the two other students of the school's outdoor club, not barging in on Rin again. Thus, for a good stretch of episodes, the show ends up actually following the adventures of two separate groups; at its best, both groups' exploits happen simultaneously.
And all of it is on purely friendly terms. Rin gets to continue solo camping comfortably; Nadeshiko still gets to hang with a group by joining the Outdoor Activities Club. No trying to one-up each other, no schemes plotted to get Rin into the fold, not even a hint of judgment from Nadeshiko towards Rin's sentiments about camping. Everyone does each of their own respective things, they're all cool with that state of affairs, and Rin and Nadeshiko still bond over the cool things they're each doing by sharing bits and pieces of their experiences through texts.
Quick sidebar: One of the other bloggers participating in the 12 Days of Anime, SpiritusNoxSA, put up a lovely piece on his blog Musings And Pretensions going more in-depth about how technology enriches everyone's camping, and it's absolutely worth checking out.
Theirs is a kind of friendship that just makes me incredibly happy to see depicted—one that endures and even blooms while being mindful about differing people's differing feelings about social situations—and it lent plenty of warmth to the show as a whole. The camping bits of Laid-Back Camp made it a cute watch, but the way it treated interpersonal matters was what elevated it into a full-on comfy blanket of an experience.
Also, kind of unrelated, but I also adore its soundtrack. The ending theme especially.


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Ubuntu gains unofficial Netflix support, PPA coming soon
It's something that has grieved users for years - the inability to watch Netflix on Ubuntu. Many users have created complicated, and often faulty, ways around the restriction, often going the virtual operating system route. Now Ubuntu users can watch Netflix directly by setting up Firefox and Microsoft Silverlight.


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Celebrity hairdresser Jamie Stevens to Ohmygossip.com: Aim for the moon, even if you miss you will end up amount the stars
OHMYGOSSIP — "My wife makes me happy. She is also a hairdresser and she is one I turn to most of the time and the main person I truly listen to for honest advice and motivation. She is everything to me. Happiness is surrounding yourself with people who share similar views to myself, and me being able to support my family, celebrity hairdresser Jamie Stevens tells Ohmygossip.com.
Jamie Stevens, please, tell us about yourself?
I'm 34 years old, born and bread in Somerset. Have been involved in hairdressing from the age of 10 as my mum, nan and great grandad were/are hairdressers. I started my youth as a professional footballer but at the age of 15 I had a serious knee injury that put an end to it. I moved to London at the age of 22 and have never looked back.
What would you like to be doing five years from now? What are your long-term goals – how are you preparing yourself to achieve them?
In 5 years time I would love to have my newest venture, a new and revolutionary "men's haircare system "MR.JamieStevens" all about keeping guys hair "thicker, fuller and stronger, which consists of 16 products, including with a hair loss treatment and products to help disguise and cover thinning areas (more info at www.mrjamiestevens.com) in stores and shops all over the world, plus to have a women's range out and in the same capacity. Grow my current salon base and team and have a family which I can provide and support them and enjoy them together.
I'm currently working really hard to lay the foundations by creating this by traveling the world, educating hairdressers, showcasing my work and spreading my name to become a global recognised brand, plus winning industry awards and regularly appearing on television and working with celebrities.
What are the most important rewards you expect in your career? What motivates you?
Getting recognition from my peers, winning awards and keeping my team motivated, my team and my wife and family are the biggest people that motivates me
Who is your role model and why?
I have a few… My mum, as she was the main person in my life teaching my foundations in hairdressing, my wife.. She is also a hairdresser and she is one I turn to most of the time and the main person I truly listen to for honest advice and motivation. Vidal salon is a big role model for me, if a can achieve 20% of his success il be a happy man.
What was the best advice you've been given?
Aim for the moon, even if u miss u will end up amount the stars. Plus.
"Fail to prepare, prepare to fail!"
What do you do in your spare time?
Please name 5 interesting things/facts people don't know about you…
I'm petrified of creepy crawleys, especially spiders
I love cars, watches and tattoos
I can only sleep on the right side of a bed
I love women's feet!!
I like the backstreet boys!
What makes you happy? What is your secret of happiness?
My wife makes me happy. She is everything to me. Happiness is surrounding yourself with people who share similar views to myself, and me being able to support my family.
What is your favourite quote/motto?
Same as above.
Let's talk about hair, too. What is the biggest challenge in a hairdressing career?
The training and beginning for any hairdresser training is tuff, it's long hours, the pay isn't amazing and the jobs like cleaning and washing hair seems hard but it is the most amazing career anybody could ask for, there is no better way to learning a trade than having an apprenticeship, workin and learning from professional is the best if they stick at it, British hairdressing is world renowned as the leaders.
For me hairdressing is still a tough industry to crack, it's really hard to get to the top but if u work hard then it can happen for everyone, some people will want to drag u down, mainly jealously but this drives me on even more.
Which iconic hairstyles do you love?
I love the Bob, wedge, undercut and the mans skin fade.
Which hairstyles are currently fashionable?
We are seeing a lot of texture in women's hair, short hair is still a big hit with the lady's, plus colour is all about the grown out look, not havin colour right to the roots and in gents we are seeing a lot more length coming back, think Bradley Cooper and Harry Styles.
Read also:
Celebrity hairdresser Jamie Stevens launched a range of products titled MR
OHMYGOSSIP — Celebrity hairdresser Jamie Stevens has launched his own line of products titled MR. aimed at reducing and disguising hair loss. The celebrity hairdresser and winner of British Men's Hairdresser of The Year – who has styled the locks of 'X Factor' host Olly Murs and Hollywood actors Colin Farrell and Hugh Grant – has made a hair-care range to target hair loss.
High quality & nature friendly luxury cosmetics from Scandinavia - ElishevaShoshana.com


text: foo_wave_seekbar Reply #75 – 2010-01-04 19:56:26 Quote from: Andreasvb on 2010-01-04 19:29:05It says it's DX 9.0.QuoteThe Intel® 82830M and Intel® 82852/82855 GM/GME graphics controllers are compatible with versions of Microsoft* DirectX* up to 9.0.Compatible != compliant. Quote from: TomBarlow on 2010-01-04 19:51:54ok, I missed your reply. I think I have DirectX 9, it must be pixel shader support that I need. That was a problem for me with Shpeck+Milkdrop, I could only run a handful of presets. (I didn't realise what PS meant in the OP )Yes, it has no pixel shaders which it needs to be fully directx9 compliant.


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Well, here I am on Day 5 of the 5 day Black and White Photograph Challenge where for 5 days you share a monochrome photograph…..
Today, a theme that has run through my photography ever since I started, my photographic leitmotif if you like. Ruins…. abandoned, decay, call it what you like. Until relatively recently, I haven't been able to create the images I wanted. In the early days, they were just a record of places I had been to. But now, I hope, I am beginning to put some mood, some atmosphere into the images.
I played about with this one (of Brighton's old West Pier) a little in Nik Silver Efex to bring out the sky (I love the way some of the cloud seems to hover over the pier) and the pebbles on the beach. Perhaps I have been a bit vicious with the crop, but I wanted the 'so near, yet so far' statement.
Here are the images from the previous four days:
So, to my last invite…today I would like to nominate Mingophoto of Strassenfotografien, who has a great eye for the small details of daily life in the streets. Remember, no pressure, you do not need to take up the challenge!


text: In a very literal way, a home is the child's first school. A home as defined by the webster dictionary is " the place where something originated and developed " Therefore, a home is where a child gains his first expose to the skills, values and attitudes which would enable him to succeed. Much of his success and achievement in the school is the attached directly to the kind of experience occurs in a home. A home will never called a home without its members (The family). Family like home plays an important role to child's development. Parents together create a family environment which fosters the development of skills and attitude necessary to achieve in school. On the other hand, children from poor learning at home have only small chance of excelling. For the most, the joy and satisfaction of personal achievement will have been place beyond their reach by a family which failed to provide the necessary foundation.


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The May Fourth Movement (Chinese: 五四運動; pinyin: Wǔsì Yùndòng) was an anti-imperialist, cultural, and political movement growing out of student demonstrations in Beijing on May 4, 1919, protesting against the Chinese government's weak response to the Treaty of Versailles, especially allowing Japan to receive territories in Shandong which had been surrendered by Germany after the Siege of Tsingtao. These demonstrations sparked national protests and marked the upsurge of Chinese nationalism, a shift towards political mobilization and away from cultural activities, and a move towards a populist base rather than intellectual elites. Many political and social leaders of the next decades emerged at this time.
The term "May Fourth Movement" in a broader sense often refers to the period during 1915-1921 more often called the New Culture Movement.
"The atmosphere and political mood that emerged around 1919," in the words of one recent scholar, "are at the centre of a set of ideas that has shaped China's momentous twentieth century." Following the Xinhai Revolution in 1911, the Qing Dynasty disintegrated. This marked the end of thousands of years of powerful imperial rule, and theoretically ushered a new era in which political power rested with the people. However, the reality was that China was a fragmented nation dominated by warlords, who were more concerned with their own political powers and private armies than national interests. The Chinese Beiyang government was occupied with suppressing internal affairs, and did little to counter the influence exerted by foreign powers.[1] The March 1st movement that happened in Korea (1919), the Russian revolution (1917), defeats by foreign powers and the presence of spheres of influence inflamed a sense of nationalism among the emerging middle class and cultural leaders. Leaders of the New Culture Movement believed that traditional Confucian values were responsible for the political weakness of the nation. Chinese nationalists called for a rejection of traditional values and the selective adoption of Western ideals of "Mr. Science" (Chinese: 賽先生; pinyin: sài xiānsheng) and "Mr. Democracy" (Chinese: 德先生; pinyin: dé xiānsheng) in order to strengthen the new nation.[2] These iconoclastic and anti-traditional views and programs have shaped China's politics and culture down to the present.
China had entered World War I on the side of the Allied Triple Entente in 1917 with the condition that all German spheres of influence, such as Shandong, would be returned to China; although in that year, 140,000 Chinese labourers (as a part of the British army, the Chinese Labour Corps) were sent to France.[3] The Versailles Treaty of April 1919 awarded German rights in Shandong Province to Japan. The representatives of the Chinese government put forth the following requests:
The Western Allies dominated the meeting at Versailles, and paid little heed to Chinese demands. Britain and France were primarily interested in punishing Germany. Although the United States promoted self-determination at the League of Nations was attractive to Chinese intellectuals, but their failure to follow through was seen as a betrayal. Chinese diplomatic failure at the Paris Peace Conference touched off the May Fourth Movement, and became known as the "Shandong Problem".
On the morning of May 4, 1919, student representatives from thirteen different local universities met in Beijing and drafted five resolutions:
On the afternoon of May 4 over 3,000 students of Peking University and other schools marched from many points to gather in front of Tiananmen. They shouted such slogans as "Struggle for the sovereignty externally, get rid of the national traitors at home", "Do away with the 'Twenty-One Demands'", and "Don't sign the Versailles Treaty". They voiced their anger at the Allied betrayal of China, denounced the government's spineless inability to protect Chinese interests, and called for a boycott of Japanese products. Demonstrators insisted on the resignation of three Chinese officials they accused of being collaborators with the Japanese. After burning the residence of one of these officials and beating his servants, student protesters were arrested, jailed, and severely beaten.[4]
The next day, students in Beijing as a whole went on strike and in the larger cities across China, students, patriotic merchants, and workers joined protests. The demonstrators skillfully appealed to the newspapers and sent representatives to carry the word across the country. From early June, workers and businessmen in Shanghai also went on strike as the center of the movement shifted from Beijing to Shanghai. Chancellors from thirteen universities arranged for the release of student prisoners, and Cai Yuanpei, the principal of Peking University resigned in protest. Newspapers, magazines, citizen societies, and chambers of commerce offered support for the students. Merchants threatened to withhold tax payments if China's government remained obstinate.[5] In Shanghai, a general strike of merchants and workers nearly devastated the entire Chinese economy.[4] Under intense public pressure, the Beijing government released the arrested students and dismissed Cao Rulin, Zhang Zongxiang and Lu Zongyu. Chinese representatives in Paris refused to sign the peace treaty: the May Fourth Movement won an initial victory which was primarily symbolic, since Japan for the moment retained control of the Shandong Peninsula and the islands in the Pacific. Even the partial success of the movement exhibited the ability of China's social classes across the country to successfully collaborate given proper motivation and leadership.[4]
For many years, the orthodox view in the People's Republic of China was that after the demonstrations in 1919 and their suppression, the discussion became more and more political. People like Chen Duxiu and Li Dazhao shifted more to the Left and were among the leading founders of the 1921 Communist Party of China, whilst other intellectuals, such as the Anarchist writer and agitator, Ba Jin also took part in the movement. Originally voluntarist or nihilist figures like Li Shicen and Zhu Qianzhi made similar turns to the Left as the 1920s saw China become increasingly turbulent.
Mao Zedong claimed that the May Fourth Movement was a stage leading toward revolution:
The May Fourth Movement served as an intellectual turning point in China; it was a seminal event that radicalized Chinese intellectual thought. Western-style liberal democracy had previously had a degree of traction amongst Chinese intellectuals, but after the Versailles Treaty (which was viewed as a betrayal of China's interests), lost much of its attractiveness. Woodrow Wilson's Fourteen Points, despite being rooted in moralism, were also seen as Western-centric and hypocritical.
Many in the Chinese intellectual community believed that the United States had done little to convince the imperialist powers (especially Britain, France, and Japan) to adhere to the Fourteen Points, and observed that the United States itself had declined to join the League of Nations; as a result they turned away from the Western liberal democratic model. Marxism began to take hold in Chinese intellectual thought, particularly among those already on the Left. It was during this time that communism was studied seriously by some Chinese intellectuals such as Chen Duxiu and Li Dazhao.
Scholars rank the New Culture and May Fourth Movements as significant turning points, along with the abolition of the civil service system in 1905 and the overthrow of the monarchy in 1911. Participants at the time, such as Hu Shi, referred to this era as the Chinese Renaissance because there was an intense focus on science and experimentation.[7]
The challenge to traditional Chinese values, however, was also met with strong opposition, especially from the Communist Revolution.[5]
Although the Movement was highly influential, many of the intellectuals at the time opposed the anti-traditional message and many political figures ignored it.
Chiang Kai-shek, as a nationalist and Confucianist was against the iconoclasm of the May Fourth Movement. As an anti-imperialist, he was skeptical of western ideas and literature. He and Dr. Sun Yat-sen criticized these May Fourth intellectuals for corrupting morals of youth.[9] When the Nationalist party came to power under Chiang's rule, it carried out the opposite agenda. The New Life Movement promoted Confucianism and the Kuomintang purged China's education system of western ideas, introducing Confucianism into the curriculum. Textbooks, exams, degrees and educational instructors were all controlled by the state, as were all universities.[10]
Some conservative philosophers and intellectuals opposed any change, but many more accepted or welcomed the challenge from the West but wanted to base new systems on Chinese values, not imported ones. These figures included Liang Shuming, Liu Shipei, Tao Xisheng, Xiong Shili, Zhang Binglin and Lu Xun's brother, Zhou Zuoren.[11] In later years, others developed critiques, including figures as diverse as Lin Yutang, Qian Mu, Xu Fuguan, and Yu Yingshi.
Chinese Muslims generally refused to follow the May Fourth Movement.[12]
Although the May Fourth Movement did find partial success in removing Chinese traditional culture, there were still proponents who steadfastly argued that China's traditions and values should be the fundamental foundation of the nation. From these opponents of Western civilization derived three neotraditional schools of thought: national essence, national character, and modern relevance of Confucianism. Each school of thought denounced the western values of individualism, materialism and utilitarianism as inadequate avenues for the development of China. Each school held to specific objectives. The "national essence" school sought to discover aspects of traditional culture that could potentially serve the national development of China. Such traditional aspects consisted of various philosophical and religious practices that emerged parallel with Confucianism. Most particularly, China imported Buddhism, a religion from their neighboring countries, India and Nepal. Under the "national character" school, advocates promoted the traditional family system, the primary target of the May Fourth Movement. In this school, reformers viewed Westerners as shells without morals. Finally, the modern relevance of Confucianism was centered on the notion that Confucian values were better than Western ones. In response to western culture's primary concentration on rational analysis, China's neotraditionalists argued that this was misguided, especially in the practical, changing milieu of the world. Most importantly, these three neo-traditionalist thoughts gave no consideration to the individual, which was the main theme of the May Fourth Movement.[8]
Wade–Giles, Standard Chinese, Tongyong Pinyin, Wu Chinese, Aspirated consonant
Singapore, Cantonese, Taiwan, Standard Chinese, Hakka Chinese
Eastern Wu, Southern and Northern Dynasties, Sixteen Kingdoms, Song dynasty, History of Iran
Beijing, Taiwan, Pinyin, Xinjiang, Ming dynasty
Qingdao, Jinan, Taoism, Buddhism, Henan
Communist Party of China, Anqing, Anhui, Pinyin, Kuomintang
Chinese language, Pinyin, Deng Xiaoping, People's Liberation Army, Cold War
Pinyin, Standard Chinese, Wade–Giles, Chinese language, Communism
Xi Jinping, People's Liberation Army, Communism, Cold War, Politics of China
Chinese language, Chinese poetry, New Culture Movement, Classical Chinese poetry, World War II


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by Internet Medical Society
Of late, there is a huge surge in the medical tourism industry. All thanks to the huge amount of investment taking place in the medical sector, which has made things better and smarter in the healthcare sector. More and more big brands have emerged in the field of healthcare embarking with high quality healthcare services conforming to the compliance of international healthcare sector and giving nothing but the best. Interestingly, one can find these high quality healthcare services with the best of the affordable cost that brings in the global patients far and wide. To manage these global patients, one needs a helping hand, which comes in the form of medical tourism company. Your search to get top medical tourism company in India comes to an end with the group like Forerunners Healthcare Consultants. The group has come a long way in carving it niche in the sector of healthcare tourism company. Well, let's look in deep to get the best about this medical tourism company as under:
Forerunners Healthcare –a Pioneer in Health Tours
When it comes to services to the global patients is concerned, they really need a reliable and competitive hand to help them out in managing their entire treatment or surgery in India. Of course for them it is an alien land hence getting a reliable group is really important. Thanks to the groups like Forerunners Healthcare one can find one of the best helping hand for a number of things. Right from getting the help for medical visa to a number of things like managing the treatment plan to local travel, food and other things, there are a number of services, which the global patients may need. The global patients may need their medical reports on time, they need to meet the doctor and hence their appointments are to be taken care of, thus one need a lot of things with the global patients. This has to be done very professionally and competitively with quality and affordability. And with groups like Forerunners Healthcare Group, it is very much possible to go with. After all they are pioneers in managing and arranging the medical tourism in India with care and professionalism.
Features of Forerunners Healthcare Consultants
When it comes to medical tourism companies like Forerunners Healthcare Consultant, it is known to have a number of features. Let's check some of the key features are as under:
The Medical Tourism Company India has loads to offer when it comes to global patients. This is the very reason why more and more global patients prefer Forerunners Healthcare Consultants. The company has carved its niche in this domain with hard work, integrity and perseverance making itself the pioneer in the field of medical tourism.
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Majestic Calais offers delivery service from our Calais Superstore to addresses in France.
It's a perfect solution for expats to get hold of classic Majestic favorites, for stocking up a holiday home, or even a chalet or gîte when you're heading off on holiday.
We have teamed up with Chronopost who are happy to deliver either to your home or to a parcel pick up point , whatever is most convenient for you.
This is a bespoke service so although you can browse our range online, unfortunately we cannot offer web ordering. For more details or to organise a delivery, please contact our Customer Contact Centre on 01923 298 297 or at [email protected]
"The wine arrived safely and an infinitely better service than with other carriers."
Gillian, Nimes
|1 bottle delivery
|2 or 3 bottles
|6+ bottles
Mainland France
- There is a potential 5€ surcharge per box if delivery is required to remote areas such as ski resorts
Delivery for weddings and parties in France
For when you need delivery of more than just a few bottles. We offer delivery to Commercial venues and private addresses in France through a trusted haulier.
They quote by the pallet so anything from 60 to 600 bottles, so in order to be able to get a specific quote for your consignment and venue, please provide us with full address for delivery and an idea of what you need delivered so we can work out the weight of the consignment.


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Born Again
by Leonard Granger
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LEN\'S LINES ---A Little Religion On A Positive Note By Len Granger
Born Again
When the Lord blesses us with a new born child, we as the parents agree on a name and the birth is recorded in the official records. The local newspaper usually lists the wonderful event for all to view . Relatives, friends and neighbors congratulate us and want to see the newborn child and we are very proud parents.
As we go through life and our physical body is nourished with love and care by our parents as we grow to be a fine boy or girl. However, being raised in a Christian family and learning to love the Lord Jesus Christ in Sunday School and by attending church with our parents, we also see the positive life the Lord can give us.
As a child we may not have fully understood that we needed to have both a relationship with our parents and with our Lord Jesus Christ. We see in the Bible, 1 Corinthians, Chapter 13, Verse 11. \" When as a child I spoke as a child, I understood as a child, I thought as a child, but when I became a man, I put away childish things\".
At an accountable age for our actions, we decided to ask the Lord into our life and give our life over to Him as a Christian. When this happens it is like being born again a second time with a new spiritual body, as we want to serve our Lord and Savior Jesus Christ. We remember the time and place and it is recorded with a baptismal service soon after, as we announce to the world our new spiritual birth as a Christian.
We see in the Bible where Jesus is speaking to us in the Book of John Chapter 3, Verse 3, \" Jesus answered and said, \" Most assuredly I say to you, unless one is born again, he cannot see the kingdom of God\".
As we pray and worship the Lord, each day we grow from a newborn Christian to where we are in our stage of Christian growth today. As we grow in faith, we find ourselves bubbling over with the joy the Lord provides and we want to share the Gospel with those we come in contact.
No matter what our background or our condition today, we can experience the second birth by asking the Lord Jesus Christ to come into our life and repent of our sin. Yes, the Lord is there to reach His hand out to us and carry us over the trails and tribulations we face each day, as He puts us under His care on the solid higher ground . We are all sinners saved by His grace, and He offers it to us freely.
As we age, we realize that no matter how much we exercise, eat the right foods, and protect our physical body, someday we will lay it in the grave. Our spiritual body, however if we put our Hope, Trust and Faith in the Lord Jesus Christ, will live on for eternity as He takes us home to be with Him,
Trust this Sunday we will all be in the church of our choice singing and worshiping the Lord. God Bless America
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"The world is sleepwalking into catastrophe [with climate change]."
World Economic Forum Global Risks Report 2019
It's been nearly 50 years since scientists began to ring the alarm about man-made climate change. Yet, we seem closer to collapse now than ever before. I think it's obvious that our current approach is a total failure. We will not be able to do anything about climate until we admit this fact.
One of the things we advocate for at Failosophy is an honest accounting of mistakes made. Only once we acknowledge and embrace failure itself can we develop successful solutions to our most vexing problems. And there is no problem more important to humanity than addressing climate change.
At its core, the failure rests with the scientific community, its lack of understanding of human factors, and terrible reporting by the media. The other way you know this has been an abject failure is that there is a high degree of consumer awareness and concern about the environment, but little concrete evidence that behavior patterns are adapting to this. That is to say, there is a large gap between stated intent and actual action.
Here are some of the obvious mistakes we can correct if we want to start making a difference.
Shrill Often Backfires
One of the basic messages scientists love to deliver is something like "We only have 12 years to change our carbon use or the world will be irretrievably damaged." This approach is born of a noble idea – that by raising the alarm you will prompt people to take more decisive action. However, taking this path reflects a marked lack of insight about how human beings work.
If an impending crisis is large enough that an individual does not believe they can effect change, the most likely response will be fatalism. This takes the form of something like "Well, I guess we're screwed, so there's nothing I can do about it." Or, its corollary, "If you can't beat em, join em."
Once the fatalism loop is engaged in people, it can be very hard to counteract.
I remember once being at a scientific symposium seated beside a gentleman who was a climate engineer. We got to talking about engineering solutions to climate change, and I posited the hopeful view that we could make a serious dent in it by changing behavior. His response was chilling: "If we stopped all industrial production right now, the world would continue to warm for the next 50 years anyway."
While this may be a fact – as is the acceleration of extinction and irreversible climate harms – it is categorically not helpful. It would be a much better strategy to propose easy, digestible behavior changes that people can make to have an impact and showcase the brighter side of impact making a difference.
The Perfect is the Enemy of the Good
Many of the most strident environmentalists respond to the increasingly shrill scientific consensus with a rigid dogma that alienates the people who most need to get involved.
Everyone is not going to become a vegan. We cannot expect people to stop traveling to work or for vacation overnight. Disposable plastics are inextricably forged into consumerism. Gasoline vehicles and coal-burning stoves are an integral part of many cultures. Shaming people for not adhering to a rigid set of ideal behaviors is counter-productive.
The key to unlocking positive behavior change in defense of the environment is to deliver messages that are digestible, achievable, concrete and framed positively. So rather than tell people to give up meat because it's bad for the environment, encourage them to remove it from one meal or one day of the week to start. This will require thinking about the consumer a bit differently.
Behavior Change is a Herd Thing
The most powerful behavior change efforts over the past 100 years have all involved the use of external social cues and social pressure.
The most obvious example was smoking. As fewer people smoked, fewer people took up smoking. Eventually, the spread of the "disease" was significantly retarded by the changing social dynamics that people saw around them. This was far more effective than the shame, guilt and advertising promoting a non-smoking culture.
A strategy for achieving this in climate change might be to start by figuring out some core groups that are most attuned to the specific opportunities (electrification, pedestrianization, meat-reduction, plastics-reduction, etc) and treating them like an early-adopter audience. Foster their connections with each other and the broader culture. Teach these people how to be positive role models (rather than just virtue signal) and they will help ideas spread beyond the original group.
People are bad at Predicting the Future
Humans are notoriously bad at predicting their own long-term future. There are many factors behind this issue, but the bottom line is that people usually view long-term risks as less significant than short-term gains. It's not a knowledge gap, but rather the hedonism or consequential gap.
For example, most people know that eating too much cake might lead them to get diabetes. But right now they want that piece of cake, and – besides – diabetes is something that happens to other (old) people, and they'll be able to stop themselves anyway. Worst case scenario, there's Metformin and Insulin to fall back on – diabetes is manageable.
In environmental activism, messaging often attempts to bridge this gap by showing people what the future might look like. For example, which cities will be underwater when the polar ice caps melt. But asking people to act now on a long-term problem without any positive short-term reinforcement is a fool's errand.
The emphasis on the future should be removed entirely. A better approach would be to focus people on the here and now, building capacity for short-term behavior change with positive reinforcement. Clearly connect it with risks for their own short-term wellbeing and opportunities for positive reinforcement, and make it possible for them to make a different choice in the moment.
Science is Inherently Ambiguous
I don't believe there is much ambiguity around the core facts of climate change, but there definitely are some major questions at the margin that need finesse. In the simplest form, people are fundamentally confused about how the total carbon footprint of an electric car using coal-fired power plants compares to a gas powered vehicle. Hint: it's not even a close contest.
Ambiguity always exists in science, but it needs to be explained clearly and transparently. Scientists seem unable to do this in a "consumer-friendly" way, leaving people to interpret the lack of, or over-emphasis on, ambiguity as a cover-up. This is how the suspicious and conspiratorial mind works: an attempt to paper over complexity only feeds into the cycle.
In order to combat this, scientists must communicate with more precision and humility. Admitting that some of the facts are unknown but that the core idea remains true is a difficult thing for scientists (and science reporters) to deal with.
The Tragedy of the Commons
Guilt and shame are a mixed bag for motivating behavior change, as any parent can tell you. They can be effective motivators when applied judiciously, but also can backfire and lead people to act in secret. Moreover, when guilt and shame are working, they can be undermined easily through the tragedy of the commons.
Consider the person who's considering whether or not to invest in buying an electric car. While sitting on the highway one day in traffic, they are struck by the number of trucks around them, belching out fumes. In response, they could take one of two different approaches – either this will motivate them to do more, or it will cause them to say "why should I bother if these people are allowed to pollute." The latter condition, the tragedy of the commons, makes it difficult to motivate behavior change.
To combat this we must move focus away from the actions of others onto the actions of the individual. The social actions we seek to drive in environmentalism work best when they are not comparative, but interdependent. If you put a million solar panels on roofs, it will naturally drive the market to put millions more (providing they are geographically distributed). If you are giving people feedback on their environmental behaviors, make those community-based (e.g. your power use relative to your community).
Story > Textbook
Everything works better when communicated in story form. This was the brilliance of Al Gore in an Inconvenient Truth. The whole package told a story, and that is an easier way for people to absorb new ideas. Instead of talking about carbon footprints or sea-level rise, we'd be better off modelling for people what their lives will be like in a future with unchecked climate change, and telling personal, relatable stories that express that.
At the core of this dilemma is that we must do something, and scientists have been on the front lines of the effort to raise awareness among laypeople of the risk of climate change. But the problem isn't awareness, it's action. And because we are not using the lessons of behavioral science to our advantage in telling the story, we are missing the core opportunity to change behavior. That is, our current climate change strategy has been a failure, and it needs to be rebooted.
Perhaps the only workable solution will be a technological one. Some kind of deus ex machina (probably invented by Elon Musk) that will magically fix everything overnight. If this were possible, we could just keep doing what we're doing and not work on the hard part. But until we know such a solution is possible – even probable – this is the extreme version of magical thinking.
We need to find a different way to sell climate change to those that need to act the most aggressively (consumers in the western world). By telling stories, avoiding shame/guilt, being tangible, exposing ambiguity and being careful of fatalism, we can move the needle and hopefully build lasting behavior change.
For starters, let's acknowledge that the way we've been doing it is not working and start again.


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The Fortnite season 2 patch notes we know about so far
Curious about the Fortnite season 2 patch notes? Fortnite Chapter 2 season 2, otherwise known as Top Secret, has officially arrived, and it brings with it a fresh battle pass, lots of lovely new cosmetics—including a lovely Fortnite Deadpool skin— and much, much more.
But we want to get into specifics here; the big flashy changes are all well and good, but we want to get granular with all the bugs that've been squashed and all the quality-of-life changes that've been implemented, too. And with a little under 10GB's worth of update on PC, there's quite a few of them.
Of course, there's always worth keeping an eye on Epic's Trello board to see everything it aims to change going forward. Anyway, without further ado, here's everything you should know about the Fortnite season 2 update.
- Fortnite Apres Ski, Mount Kay, Lockie's Lighthouse: where to land
- Fortnite Phone Booth locations: where to disguise yourself
Early Fortnite patch notes season 2
It looks like Epic hasn't yet revealed the full Fortnite season 2 patch notes, but below is a breakdown of the early patch notes. However, since this is a new season, there's a refreshed map with new points of interest, a slew of new cosmetics, and a fresh battle pass.
There's also a choice to be made between the two secret, opposing leaders whose battles rage across the island: Ghost and Shadow. You're going to need to choose between the two and complete challenges for various characters. Your choice of faction also locks in a bonus style to Ghost or Shadow.
Anyway, you'll know all this already by now, so here are the early patch notes before we know more:
Bug fixes:
- Delay in movement after using movement key to exit inventory.
- Using one of the movement keys to exit the inventory can cause a delay when subsequently trying to use one of the keys to move.
- Temporarily unable to move or do any other action after using an emote.
- Players may be temporarily unable to move or do any other action after using an emote.
- "Could not join party" message wrongly occurring.
- PC players who receive a party invite before getting to the lobby may get an error message that says: Could not join party, [Player]'s party is private.
- Note: This issue only occurs if the player who sent the invite sent it through Party Hub. The PC player will be unable to accept subsequent invites from that player until they relaunch their game.
- Refunding can block input in the lobby.
- Players can get stuck in the Lobby with no inputs being recognized after Refunding a purchase.
- Picking up DBNO teammate when trying to switch to Pickaxe.
- Pressing the button to switch to the Pickaxe may instead result in picking up a DBNO teammate.
- Crash when selecting Controller settings menu that may result in blank controller layout.
- Players may experience a crash when selecting the Controller settings menu.
- This crash may result in players' controller layout becoming blank.
- Unable to select traps with a controller when 'Pick up' indicator is on-screen.
- Players may be unable to select traps with a controller when the 'Pick up' indicator is on-screen.
- Getting stuck on loading screen after accepting invite before selecting game mode.
- Players may get stuck on a loading screen after they accept an invite before selecting a game mode.
- Friend selection/scrolling issue.
- When selecting a Friend in the Social menu, the Friend sub-menu may either close prematurely or not open.
- The Social menu may also scroll itself back to the top.


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Turmeric Chicken Collard Wraps
It's summer and it's hot, so I'm always looking for fun meal ideas that don't require me to turn on the oven. These turmeric chicken collard wraps are a perfect lunch option when you want a no cook meal. With just a handful of ingredients and you'll have a quick and easy, no-cook, protein-packed meal. The key to this meal is to have some cooked chicken breast already to go in the fridge. I admit, I'm not the best at this, but I'm working on getting better. I swear I'm running to the store pretty much on the daily because I haven't been planning my meals very well lately.
I'm typically cooking a few meals on Sunday to last for a couple days, like burger patties or even just seasoned ground beef so I can whip up some tacos on a moment's notice. However, it's on my to do list to get more organized with my cooking, especially since I don't want to be slaving away over a hot oven this summer in this heat. And there are virtually ZERO good places to eat out here in Redding. So, there's that <sigh>. Everyone here always tells me I should open a restaurant. I'm thinking, are you guys crazy?! That's some seriously hard work and I'm in no place right now for that in my life. I'm trying to reduce all the stressors in my life, and opening a restaurant is like the total opposite of that.
Speaking of reducing stress in my life. A big thing happened this month. I'm no longer doing that stressful job that I have been doing for the past 4 years! I've actually be taking some time off for the past couple months on a leave of absence, and then BOOM. I found out while on leave my whole department, plus many others, got laid off. Funny how the universe works in mysterious ways sometimes. And, I'm not super upset about this at all. Just sayin'. I've been battling some serious adrenal issues, Epstein-Barr virus got reactivated, SIBO is back (FML!), autoimmune stuff, and a slew of other things all interrelated and driven mostly by STRESS.
I'm learning lots in my Nutritional Therapy program about ALL the dysfunctions going on and the WHY behind it all. I'll be starting to share more of my health journey now that I am in a better state of mind to blog more consistently. My hope is that I can share my struggles and successes along the way so I can maybe help just one person who is dealing with chronic health issues. It's no fun sometimes, but I'm feisty AF, and that's been one of the things I think has served me well during some of these hard times over the past few years. I know that I'm on this path for a reason and I'm embracing all of the things I'm learning about myself along the way, the good, the bad, and the ugly.
Whoa… okay, okay. Back to the chicken wraps. So, the idea of these came from seeing chicken curry all over the place lately, but I didn't have any curry powder on hand. What I did have though, was turmeric powder. And, I'm LOVING alllllll things turmeric these days. Turmeric is SO HOT right now! Well, actually, it's so anti-inflammatory, and that's just one of the many benefits about it that I'm in love with. The rest of the ingredients I mixed in are, well, they are what I had on hand and I thought they'd pair nicely. Which they DID! YAYYYY! It seems like I'm always pretending I'm on an episode of Chopped, throwing meals together with what I find in the fridge and my cupboards. It's pretty fun and I love playing around with flavor combos.
Here are some things you may need (affiliate links):
What's your favorite no-cook meal to enjoy during the hot summer? I'd love to hear your ideas! Also, if you make these, don't forget to tag me on Insta with #thefeistykitchen hashtag!


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Combating Smoke Damage In Your Fort Lauderdale Restaurant
4/16/2018 (Permalink)
Combating Smoke Damage
After a fire has threatened your Fort Lauderdale restaurant, you might spend a considerable amount of time mulling over the damages and determining the best approach to get your doors back open the hungry public. The trouble with fires is that they often affect your business in a multitude of ways, so just handling a small part of the problem still leaves many other issues that could threaten the safety and quality of the service that you could provide to your customers.
One of the most typical obstacles that business owners face before they can reopen the doors to their Fort Lauderdale restaurant is the need for smoke cleanup. Smoke damages can show up in a few unique ways, and each of these must get addressed before your eatery can welcome your loyal customer base back through the doors. Fortunately, you have SERVPRO and our team of certified fire restoration technicians at your disposal to help the process move quickly and require less out of pocket expense from you.
Smoke damage is often solely attributed to the lingering foul odor that is left in the area after the fire has gotten extinguished. In truth, this symptom is only part of the problem that you face. To combat this nauseating odor that remains in the fabrics and the air of the affected areas after a fire has occurred, our SERVPRO team utilizes thermal foggers with a dense chemical compound intended to counteract the molecules of the noxious scent and leave no discernible smell behind. This process takes care of the overall area, as well as the individual contents of the room such as furniture, fabrics, and textiles.
Vacuums are used to pull soot from surfaces and contents of the room, which is attributed factor of smoke damage to the facility. The approach is to restore the surfaces to their original conditions entirely, but if this is no longer possible, our team works to make them suitable for repainting or resurfacing after the cleaning has commenced.
When you are battling all of the effects of a recent fire in your restaurant, you need to contact the fire restoration specialists at SERVPRO of Ft. Lauderdale South immediately. With your profits and customer loyalty hanging in the balance, getting your issues resolved quickly should be a top priority. Give us a call anytime at (954) 776-2000.
To learn more about the city of Fort Lauderdale click here.


text: It was known as the Dutch ship WIMMENUM sunken at 43 meter depth of the sea of Varkala, Trivandrum in 1754. There is some evidence in a nearby temple about this incident. This sunken ship became an artificial ecosystem and the local fishermen get a lot of fish from this area. This is first time this shipwreck area is being visually documented.


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While rumors continue to circulate surrounding Apple's much-anticipated 2018 iPhone(s), the iOS 12 developer beta 5 further suggests that dual SIM support is finally coming to the company's flagship smartphone, as pointed out by 9to5Mac.
One of the software's new components, responsible for the generation of diagnostic reports, hints at a "second SIM status" and a "second SIM tray status," while an additional feature references a "dual SIM device." Of course, a second SIM tray would mean that the iPhone has two physical SIM cards, as opposed to a regular one and an e-SIM.
Dual SIM cards would allow users to switch between carriers/plans without swapping cards. The feature is also beneficial to European and Asian customers who frequent other countries.
For more on the possibility of dual SIM cards coming to the iPhone, visit 9to5Mac.
Just yesterday we got a look at what are rumored to be dummy models of Apple's next iPhone.


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"Touch Not Mine Anointed" – the Cry of Modern-Day Prophets and Heroes
LTRP Note: Kevin Reeves, a Lighthouse Trails author, was an elder in a River (Latter Rain) movement church for many years until the Lord showed he and his wife the truth about the spiritual deception they were involved with. What happened to him is much the same that is happening to many Christians today. "Touch … [Read more…]


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Lee Martin is entering his third year as the Head Postgraduate Basketball Coach at Hargrave. Martin is the Program Director, overseeing the Varsity, Junior Varsity and Middle School teams in addition to his duties as the Postgraduate Head Coach. Martin, Hargrave Class of 2009, was coached by A.W. Hamilton and Kevin Keatts during his postgraduate year, in which his team went 27-2 and advanced to the National Championship game. Martin has served two years as Associate Head Coach after serving two years as an Assistant Coach, all under Hamilton.
"Coach Martin has been an integral part of the pushing the postgraduate team to new levels for the past four years, and it has not gone unnoticed," said Dr. Wheeler Baker, Col. USMC (ret.), Hargrave's former president. "He is an exceptionally talented coach with a strong basketball background and an even stronger knowledge of who we are, our core values as an institution, and where we want to go."
After graduating from Hargrave in 2009, Martin signed a full scholarship to play basketball at Catawba College in Salisbury, North Carolina. Martin was a four-year letterwinner at Catawba and served as team captain during his Sophomore, Junior and Senior seasons. Martin played a large role on the 2009-2010 Catawba team that won the South Atlantic Conference and participated in the NCAA Tournament. Martin was named team MVP after his senior season.
"It is an incredible honor to be the Head Coach of the Hargrave postgraduate basketball team." Martin commented. "The whole person education that Hargrave provides is an invaluable resource to each and every one of our Cadets. It truly prepares them for the next level in all phases- on and off the court. As a former player for Kevin Keatts and a former assistant for A.W. Hamilton, I'm eager to build upon the success of this program and continue to provide great opportunities to many more young men. Coach Hamilton and Coach Keatts taught me so much about the game, but more importantly, they helped me become a better man."
Martin returned to Hargrave immediately after graduating from Catawba. During his tenure as an assistant, Hargrave's teams went a combined 134-9 and saw 51 players sign Division 1 scholarships. Martin served as the Associate Head Coach on the 2016 National Championship team, as well as the 2017 team that advanced to the National Final Four. In his two years as Associate Head Coach, Hargrave's teams went a combined 90-3, had 25 Division 1 commits and set school records for wins in a season (47; 2016) and points scored in a single game (163; 2017). During his Hargrave tenure, all of Hargrave's teams have advanced to at least the National Elite Eight.


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Malkin Holdings, in its most recent revised offering statement, said benefits to going public include "liquidity, enhanced property diversification, increased growth opportunities, enhanced operating.
in the future will be determine at the next qualified equity financing, in which the Company issues stock to investors in a minimum aggregate amount of $1,000,000. The conversion price per share is either, (a) the Valuation Cap divided by the fully diluted capitalization, or (b) the price per share of Common Stock or Preferred Stock, as
Stock Offering Stock Split venture capital. fuling global Inc. Completes Initial Public Offering and Commences Trading on NASDAQ Capital Market. its ability to maintain and enhance its brand.
Atmos Energy Corporation (ATO) announced today that it has priced its public offering of 7,008,087 shares of its common stock at a public offering price of $92.75 per share. Of the 7,008,087.
Raising Capital: Considerations for a Stock Offering – Preferred stock can be an attractive option in some instances, but preferred stock must be structured according to specific regulations to make sure it constitutes tier 1 capital. For example, preferred stock must be "perpetual," meaning that it is never redeemable at the option of the investor or on a specific date-although it may be.
Our proposal provides a highly-compelling and unique opportunity for Sprint shareholders. We are offering. raising capital to fund strategic initiatives and have received a Highly Confident Letter.
Lenders scolded for climate ignorance in 'insane' Florida deals Crew Dragon, SpaceX's capsule designed to carry astronauts into space, arrived in Florida this week. There, the spacecraft will continue preparations for its first test flight, which could take place.Reps and warrants provisions lead to B of A's 4Q mortgage loss The waiting list shall be established and maintained in accordance with HUD requirements, including the special pbv waiting list provisions in the rad notice (including Section 1.6.D.4 or successor provision)." A new Section 10.b.3. of the HAP Contract is added to read as follows : "The Owner shall provide adequate written notice of
SAN DIEGO, Jan. 4, 2017 /PRNewswire/ — Bank of Southern California (otc pink:BCAL) announced that it has completed a capital raise of $7 million through a stock purchase agreement of the Bank's.
Raising Capital? The Latest (and Greatest) Ways to Fund Your Startup. A priced round is defined as a sale of stock in your company at an agreed-upon price per share.. Adopting the right.
Stock Offering Stock Split Venture Capital. Fuling Global Inc. Completes Initial Public Offering and Commences Trading on NASDAQ Capital Market. its ability to maintain and enhance its brand.
Recently hot housing markets now see biggest sales declines Recently Hot Housing Markets Now See Biggest Sales Declines. Home Economy and Finance Recently Hot Housing Markets Now See biggest sales declines. admin, April 22, 2019 April 22, 2019, Business, Economy and Finance, OnWeb, 0 .
Whether a convertible preferred stock offering makes sense to a particular company depends upon a variety of legal, regulatory, financial, market and other factors. Preliminarily, there are a few legal considerations to be evaluated when determining whether a convertible preferred stock offering is a viable capital raising alternative:


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Product Description
Trick or treat if you dare. There might be something lurking that will pop out and say BOO! This spooky door will add an eerie touch to your fairy garden. Add some excitement to your fairies day.
8 H x 4 W x 1 D
Stands freely or can be hung (hanger on the back)
Material: Door and Frame-Wood, Hardware-Ceramic, metal, and wood
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Danny Boyle Quotes
5 Danny Boyle quotes:
"Celluloid will be the next decade's black and white."
"I learned with 'The Beach' that I'm a bit better lower down the radar."
"I love huge movies. Not sure I am the guy to make them, but you can rely on me being there watching them."
"It's a good place when all you have is hope and not expectations."
"It's easy to like the most popular films, but I have a great fondness for 'A Life Less Ordinary'."