LEARN TO DO, DO TO LEARN

A good article with some sharp tips from my friend Phil Bogan

3 Audacious Tips to Learn to Be a Consultant (Ransom Note, Optional)

Learn to be a consultant - Ransom Note Fake

Those of you who don’t read a lot of ransom notes may have a little trouble making out exactly what this one says.

Let me spell it out for you:

I know the exact location of Jack Kilby’s lab where he invented the integrated circuit. Will reveal all for a price.”

And it’s a great object lesson for how to learn to be a consultant before you ever take the plunge. Here’s how I did it.

Ransom Notes and Learning to Be a Consultant

A few years ago, when I worked as Creative Services Manager for Texas Instruments (TI), I came across some information about the location of Jack Kilby’s original laboratory.

Kilby was an American electrical engineer who created one of the biggest inventions of the 20th century, the first integrated circuit.

And I had located the TI lab where it all happened.

I had communicated with a facilities manager in TI’s Semiconductor Building for several months about the possibility of doing something special on the anniversary of this invention.

We discussed reconstructing Kilby’s 1958 lab—the manager had the old furniture, some of the electronic equipment, the carpenters and electricians, and the budget to make it happen.

He also had early building configuration blueprints showing the location of Kilby’s lab, along with photos of the office. I had even verified the location with a couple of retired engineers.

At this point, the anniversary was about a year out.

But before I get too far into the story, let me tell you a bit more about Jack Kilby—and while I’m at it, the success tips we can learn from my experience recreating his lab.

Kilby was important, so I especially want to share his story.

One of the Rock Star Inventors of Our Time

In case you haven’t noticed, I’m a Kilby “groupie.”

There are few men who can lay claim to have invented something so significant that it truly “changed the world.” Jack Kilby was one of these men.

His invention of the microchip helped pave the way for the entire field of modern microelectronics and gave rise to the modern computer era.

pasted image 0 1

First integrated circuit, invented by Jack Kilby. (Photo courtesy of Texas Instruments).

Kilby’s patents as an engineer totaled more than 60 during his lifetime, including the microchip, the handheld calculator, and many more.

In 1982, Kilby was inducted into the Inventors Hall of Fame, alongside Thomas Edison and the Wright Brothers. In 2000, he was awarded the Nobel Prize in Physics for his role in the invention of the integrated circuit.

Jack was a 6-foot 6-inch gentle giant of a man who could often be seen strolling the halls of the Semiconductor Building where I worked. When he was spotted, people left their desks and poured into the halls to get a glimpse of him. Jack never seemed to notice. He was usually deep in thought.

pasted image 0

Jack Kilby (Photo courtesy of Texas Instruments).

But what about the ransom note?

I’m coming to that! First, let me finish the story.

I had missed the 35-year anniversary of “the chip” several years prior. Beautiful brochures, ads, and more had all been produced by our advertising agency.

The large and very capable internal creative group hadn’t even been considered for the job.

As we approached the 50th anniversary of Kilby’s invention in 2008, I was determined we would have a seat at the table. I wanted the assignment. But how to get it?

Consulting Tip #1: Know What You Want!

The Kilby story perfectly illustrates that you don’t have to wait until you quit your job to learn to be a consultant.

  • First, grow where you are planted.
  • You can learn to shine as a consultant on your current employer’s dime. (And maybe get a promotion out of it.)
  • Always approach your current job as if you are a consultant and your employer and fellow-employees are your customers or potential customers. It’s all about the mindset.
  • If you want to work on a project of interest, ask. Tell them why you should be considered.
  • Hold up your hand in meetings. Volunteer.

Now for the Ransom Note

I was up late one night, unable to sleep, just searching the internet, when I accidentally stumbled across a software program that converted whatever you typed in into a ransom note. It was totally unique. I experimented with it, and then a plan hit me!

The next day I dropped an envelope containing the ransom message you see above into TI’s internal mail. It was addressed to Kathryn Collins, TI’s Worldwide Communications Manager. Fortunately, there would be no way it could be traced back to me. I hoped.

My plan was to keep sending notes like the first one, but with increasing levels of urgency until I figured out how to actually approach Kathryn with the idea.

I knew what the call-to-action would ultimately be. I wanted to spearhead the reconstruction of Jack Kilby’s lab

As I wrote each note, I was worried the FBI would come knocking at my office door at TI. Or that HR and a guard would escort me out of the building permanently.

Sometimes stepping outside your comfort zone is scary. It’s okay. We all feel that way.

One week later, I received a surprising reply!

Kathryn and her inner circle of communication managers had discussed the note and finally determined it must have come from me. Her handwritten response said:

Hey knucklehead, next time you send me a ransom note, give me an address so I can get the money to you!”

I was startled—I hadn’t even sent my follow-up ransom notes yet.

How had they figured out who sent it?

Consulting Tip #2: Be Certain You’re Well-Qualified

As a new consultant, you’ll reach out to a lot of people in your search for clients. You need to be sure you’re well-qualified to do the project you propose.

Here are a few tips:

  • The customer’s business should be something in which you have depth of experience and knowledge.
  • You should have a deep interest in their business.
  • You should believe that you can help them grow their market share.
  • If you want to work with a particular customer, first get to know their products or services.
  • If you believe you are the right fit for a company or one of their projects, find a way to let them know about you and your qualifications as a consultant.

When I proposed the Kilby lab recreation, I felt well-qualified to be the lead on the project. Here’s why:

In 2005, TI’s 75th Anniversary had taken place. I had worked with a team of retirees and current TI employees—Max Post, myself, and Amy Treece as leads to research and produce a 266-page history book of the company’s first 75 years. The book opens with a congratulatory letter from President George Bush.

Every employee (at that time there were more than 35,000 worldwide) received a copy of the book.

In addition to the history book, which took nearly two years to complete, there were dozens of other communications pieces produced for that occasion, including:

  • An award-winning, interactive history website.
  • Banners that highlighted TI’s achievements, which were hung up and down hallways in the company’s buildings around the world.
  • An online education campaign.
  • A month-long series of full-page historical ads in the Dallas paper.
  • Online contests about TI’s history, with prizes.
  • Worldwide celebrations in every country where TI had a plant.

For its efforts, Texas Instruments won 25 International Association of Business Communicators (IABC) awards in the 2006 competition—one Gold Quill award, eight first-place Silver Quill awards (regional competition) and 16 first-place Bronze Quill awards (local competition). It was the most awards won by any company.

I am not claiming or desiring any credit for any of this. It was a huge team effort. My point is simply that I felt like I had done my homework on TI’s history and was ready for the Kilby lab challenge.

Kathryn confirmed it was my involvement with the history project that led them inexorably, breadcrumb by breadcrumb, to my door.

I Was Given the Go-Ahead

It took just one quick meeting with Kathryn Collins to get the approval to recreate Jack Kilby’s lab.

My good friend Max Post, a TI retiree with whom I had worked on the history book, and I visited the TI archives to pull out significant artifacts that could be used in Kilby’s new old lab.

The lab was constructed on a major hallway in the Semiconductor Building where hundreds of TI engineers and other employees would pass daily on their way to the cafeteria for lunch.

When the construction was complete, it was essentially left up to me to fill the office space with items appropriate to the era.

Kilby Lab 1958 Recreation Capture

The recreation of Jack Kilby’s 1958 lab.

Magazines from the 1950s are displayed. Bookshelves are filled with books that Kilby would have read. Family photos hang on the walls and sit on the desk. Jack’s ever-present coffee cup, ashtray, lighter and pack of cigarettes are there

His briefcase sits open on a workbench, as if he was preparing for a business trip.

Finally, one of the working models of the original integrated circuit is placed in the center of Kilby’s desk, next to one of Jack’s lab books—the one he used to create the first schematic of his famous invention.

The TI history book sits on a stand facing the glass wall, displaying the page that shows Kilby receiving the Nobel Prize in Physics from His Majesty the King of Sweden in December, 2000.

We unveiled the lab on a day that was devoted solely to honoring Kilby and celebrating his achievements. The Kilby family was invited, along with friends, fellow engineers, and dignitaries who knew Jack.

I remember, after the event, one of the Kilby daughters saying to me, “It looks like dad has just stepped away for a moment.”

That was perfect.

Consulting Tip #3: Do It! And Do It Sooner than Later

  • It isn’t enough to simply recognize opportunities that present themselves. You have to take action on them.
  • As soon as you believe you’re ready, take the action of asking a prospective customer for their business.
  • If you can do this in a creative way—one you feel comfortable doing—do it!
  • Speak up when the right opportunities present themselves. If you don’t, someone else will. You can count on that.
  • If you don’t speak up, they’ll get the project or the customer. And the credit, too.
  • Be the consultant that helps turn heads in the marketplace. Do it with flare and impact!
  • Be a problem solver. Always be on the lookout for solutions to your client’s problems.
  • Always put honesty and ethics at the top of your dealings with employees, customers, and prospective customers.
  • Be careful what you put on social media.
  • As you have promotional successes for one customer, find ways to adapt them for other customers in different industries or niches. This is one good way you can scale your business.
  • If you can approach a prospect in a creative way—one you feel comfortable doing—do it!
  • Don’t forget to go home to your family at night. They miss you. 

And never rule out the power of a good ransom note!

The Rest of the Story

Interestingly, after Jack retired, he became a consultant to Texas Instruments and other companies.

His consulting advice for us would be:

“Pick something you’re interested in—and go as far as you can with it.”

Click to tweet

Here’s a short video about the Kilby lab recreation.

If you’d like to learn more about Kilby’s life and achievements here’s an interesting video about him.

This project was incredibly important to me. In fact, it probably laid a foundation for my own consulting business, forcing me to be creative in asking for the job.

What creative ways have you used to ask for the job, both as an employee and as a consultant?

What are your thoughts about learning to be a consultant before quitting your job?

Phil Bogan
Follow me

Phil Bogan

Creative Writer at Bogan Communications
Phil is an advertising and direct marketing consultant with decades of experience. While offering his services as an advertising copywriter and creative director, he writes children’s stories. He has also been an exotic parrot breeder, a soda jerk, and a professional musician.

BLOGGING SUCCESS AND BLOGGING AND SUCCESS

How often SHOULD you blog? Really?

How often should you blog? Really? | BloggingBistro.com

It’s challenging to blog 16 times a month. I’ve done it, back in my early days of blogging (2003ish), when a company hired me to write two posts a day for their blog. I practically killed myself doing it.

I’ve experimented with blogging three times a week, twice a week, and once a week. Any less than once a week doesn’t work, as my readership tanks.

While it’s true that publishing more frequently does attract more visitors to your blog, I’d rather publish fresh, high-quality content at a pace that’s realistic and doable for me (currently, that’s once a week).

When life happens…

If I need to skip a week due to illness, travel, or a heavy work load, I give myself permission to do that, guilt-free. Okay. ALMOST guilt-free.

For example, during the next three weeks, I’m going to be doing a lot of traveling. I’m also fine-tuning workshops that I’ll be teaching at a conference, preparing to launch an online course, ghost writing and running Facebook ad campaigns for several clients, launching a client’s website, revamping my own website, and drafting several “mega” blog posts. And I’m recovering from a back injury that forces me to spend big chunks of time resting, stretching, and visiting the massage therapist.

I’m not telling you this to gain sympathy points. It’s just the way my life looks at the moment. I’m betting that your life includes a similar set of demands on your time.

Alternative: Group blogging

Unless you’re part of a blogging team in which you contribute one post a week, it’s really, really difficult to blog 3-5 times a week, every week of the year. Yeah, you can sustain that pace for a while. But after about six months, you’ll notice that the quality of your blog posts decreases and your desire to continue blogging flags.

And honestly, I’m not sure whether readers want to hear from you that often.

I’ve unsubscribed from several blogs that publish lengthy articles six days a week. While I’d love to soak in all their content, there aren’t enough hours in the day or brain cells left in my head to absorb that quantity of information.

Quality vs. quantity

I’ve never had a reader contact me and say, “I wish you would publish a new blog post every day.”

But plenty of readers have told me,

“Thank you so much for your excellent blog posts. I look forward to them, and I always learn something new!”

My goal is to publish fresh content at a pace that gives my readers time to digest my content, and keeps them coming back for more.

I’d love to hear from you on this.

  1. How many times per week do you publish new articles on your blog?
  2. Is that a comfortable amount for you and your readers?
  3. Are you thinking of cutting back or expanding the amount of weekly posts you publish?

Coming soon to a blog near you

Be sure to stop by BloggingBistro.com next week, when guest columnist, Lisa Michaels, will share five simple, yet effective tactics to promote your new content.

Plan to blog 16+ times per month?

2017 Content Calendar Template [Free Download] | BloggingBistro.com

If you’re rarin’ to blog 16 or more times a month (or maybe 4 times a month), you’ll need a calendar to help keep your blog post ideas and promotional social updates organized.

Have you requested our free 2017 Content Calendar template yet? Just click this link or the button to get yours right now.

COHEN PREPARES

There are important lessons here about Career, and Art, and Life…
and Death.

 

LEONARD COHEN MAKES IT DARKER

At eighty-two, the troubadour has another album coming. Like him, it is obsessed with mortality, God-infused, and funny.

When Leonard Cohen was twenty-five, he was living in London, sitting in cold rooms writing sad poems. He got by on a three-thousand-dollar grant from the Canada Council for the Arts. This was 1960, long before he played the festival at the Isle of Wight in front of six hundred thousand people. In those days, he was a Jamesian Jew, the provincial abroad, a refugee from the Montreal literary scene. Cohen, whose family was both prominent and cultivated, had an ironical view of himself. He was a bohemian with a cushion whose first purchases in London were an Olivetti typewriter and a blue raincoat at Burberry. Even before he had much of an audience, he had a distinct idea of the audience he wanted. In a letter to his publisher, he said that he was out to reach “inner-directed adolescents, lovers in all degrees of anguish, disappointed Platonists, pornography-peepers, hair-handed monks and Popists.”

Cohen was growing weary of London’s rising damp and its gray skies. An English dentist had just yanked one of his wisdom teeth. After weeks of cold and rain, he wandered into a bank and asked the teller about his deep suntan. The teller said that he had just returned from a trip to Greece. Cohen bought an airline ticket.

Not long afterward, he alighted in Athens, visited the Acropolis, made his way to the port of Piraeus, boarded a ferry, and disembarked at the island of Hydra. With the chill barely out of his bones, Cohen took in the horseshoe-shaped harbor and the people drinking cold glasses of retsina and eating grilled fish in the cafés by the water; he looked up at the pines and the cypress trees and the whitewashed houses that crept up the hillsides. There was something mythical and primitive about Hydra. Cars were forbidden. Mules humped water up the long stairways to the houses. There was only intermittent electricity. Cohen rented a place for fourteen dollars a month. Eventually, he bought a whitewashed house of his own, for fifteen hundred dollars, thanks to an inheritance from his grandmother.

Hydra promised the life Cohen had craved: spare rooms, the empty page, eros after dark. He collected a few paraffin lamps and some used furniture: a Russian wrought-iron bed, a writing table, chairs like “the chairs that van Gogh painted.” During the day, he worked on a sexy, phantasmagoric novel called “The Favorite Game” and the poems in a collection titled “Flowers for Hitler.” He alternated between extreme discipline and the varieties of abandon. There were days of fasting to concentrate the mind. There were drugs to expand it: pot, speed, acid. “I took trip after trip, sitting on my terrace in Greece, waiting to see God,” he said years later. “Generally, I ended up with a bad hangover.”

Here and there, Cohen caught glimpses of a beautiful Norwegian woman. Her name was Marianne Ihlen, and she had grown up in the countryside near Oslo. Her grandmother used to tell her, “You are going to meet a man who speaks with a tongue of gold.” She thought she already had: Axel Jensen, a novelist from home, who wrote in the tradition of Jack Kerouac and William Burroughs. She had married Jensen, and they had a son, little Axel. Jensen was not a constant husband, however, and, by the time their child was four months old, Jensen was, as Marianne put it, “over the hills again” with another woman.

READ ENTIRE ARTICLE HERE

PRIVATE LUNAR LANDING – INVENTION AND INVESTMENT

Moon Express Approved for Private Lunar Landing in 2017, a Space First

By Mike Wall, Space.com Senior Writer | August 3, 2016 09:25am ET
MORE

For the first time ever, a private company has permission to land on the moon.

http://player.ooyala.com/iframe.js#pbid=91ac0f6dcbdf466c84659dbc54039487&ec=BtamwzNTE6OmXMA9uaqsc4h5DaV3M4lJ

The U.S. government has officially approved the planned 2017 robotic lunar landing of Florida-based Moon Express, which aims to fly commercial missions to Earth’s nearest neighbor and help exploit its resources, company representatives announced today (Aug. 3).

“This is not only a milestone, but really a threshold for the entire commercial space industry,” Moon Express co-founder and CEO Bob Richards told Space.com. [Images: Moon Express’ Private Lunar Lander]

Previously, companies had been able to operate only on or around Earth. The new approval, while exclusive to Moon Express, could therefore serve as an important regulatory guide for deep-space commercial activity in general, Richards said.

http://player.ooyala.com/iframe.js#pbid=91ac0f6dcbdf466c84659dbc54039487&ec=ltODZ5cDrHFxJLmhsQo9zolcWbwiF4uO
“Nobody’s had a deep-sea voyage yet. We’re still charting those waters,” he said. “Somebody had to be first.”

Moon Express submitted an application to the U.S. Federal Aviation Administration (FAA) on April 8. The document then made its way through the U.S. State Department, the U.S. Department of Defense, NASA, the National Oceanic and Atmospheric Administration, and the Federal Communications Commission, Richards said.

The interagency approval process “took some time, not because anybody was against or averse to this,” he said. “It’s just that we asked questions that had never been asked before, and that had to be addressed and worked out.”

Moon Express can now focus exclusively on the financial and technical challenges of the 2017 moon mission, which will begin with the launch of the company’s MX-1 lander atop a Rocket Lab Electron booster. (Moon Express signed a multilaunch deal with Rocket Lab last year.)
The main goal of the maiden launch is to test out the MX-1’s performance and capability on the lunar surface. Moon Express representatives also hope to win the Google Lunar X-Prize, a $30 million competition to land a privately funded robotic vehicle on the moon by the end of 2017.

The first team to pull off this landing — and get the vehicle to move at least 1,640 feet (500 meters) on the lunar surface, and beam high-definition video and photos back to Earth — will win the $20 million grand prize. (The second team to achieve all of this gets $5 million, and another $5 million is available for meeting other milestones. At the moment, 16 teams remain in the running.)

“We’re still shooting for the end of 2017,” Richards said of the maiden MX-1 moon mission. “A lot has to go right, but at least we have a shot at our moon shot, given this regulatory approval.”

If all goes according to plan, future Moon Express missions will help assess, extract and exploit lunar resources such as water ice, helping to launch a new era in space exploration, company representatives have said.

“Space travel is our only path forward to ensure our survival and create a limitless future for our children,” Moon Express co-founder and Chairman Naveen Jain said in a statement today. “In the immediate future, we envision bringing precious resources, metals and moon rocks back to Earth. In 15 years, the moon will be an important part of Earth’s economy, and potentially our second home.”

PROSPERITY AND ACTION

A good article from my friend Steve. You should pay his site(s) a visit and read his advice.

5 things prosperous copywriters do all day

Steve Roller, prosperous copywriter trainer

One of my favorite blog posts ever appeared exactly eight years ago in the Daily Reckoning, titled, “The Three Things Rich People Do All Day.”

In the piece, Chris Mayer concludes that reading, conversing with people who know what you’d like to know, and thinking are the three things rich people do all day.

After hanging out with some pretty high achievers the last couple years, and aspiring to be one of the wealthy myself, I have to agree with him.

On the ride home from my Ultimate Writing Retreat™ in Chicago nine days ago, I came up with my own list of 5 things that prosperous copywriters do all day:

1. Read. Read classic copywriting books by Eugene Schwartz, David Ogilvy, and Claude Hopkins. Read contemporary classics by Dan Kennedy, Clayton Makepeace, Gary Halbert, and John Carlton.

Read the New York Times and the Wall Street Journal, and your local paper (if you have local clients.) Read classic literature by Hemingway and Hugo, as well as airport paperbacks by John Grisham and Stephen King. Read!

2. Think. You simply have to spend time deep thinking about Big Ideas. How else are you going to come up with a new angle for a client promotion? It’s not all nose-to-the-grindstone, furious writing time that accomplishes that.

Or think about Big Ideas for your own business.

How are you going to convince your prospects to do business with you instead of the dozens of other copywriters who are just as good as you, in the same niche? How can you provide more value while working faster and making sure your clients get a good return on investment? What is your Big “off the chart” Idea that could send your business soaring?

3. Talk to interesting people.

I spent 67 hours recently hanging out with some very interesting people in Chicago. We coined at least three new terms that you’ll probably be hearing about in the next few months. We launched two new businesses, re-launched two more, and came up with strategy that could turn two of them into million-dollar businesses.

When I’m in my office, I probably spend two hours a day on average conversing with copywriters who are trying to get to the next level. I ask  questions to get them thinking in a different way. I challenge them. I offer critiques if they ask. I give offbeat advice.

Once in a while, I inspire someone to go out and do really big things. Very rewarding, all of it. I benefit from these conversations, too.

Be selective about the company you keep, and spend the time in meaningful discussions.

4. Write stuff that other people will pay you for. Ask yourself at every turn, “Is this making me money?” or “Is it leading me quickly to a place where I’ll make money doing it?”

If you’re writing a special report that prospects will download to get on your mailing list, which you’ll then use to market your other services to them, the answer is “yes.” Writing an article for “exposure” and the promise of possible work down the road? Your call, but I’d say “no.”

5. Write things that build your own business. One of the “eureka” moments at the Chicago retreat was that you don’t have to figure out how to write copy for clients. Create a business around something you love, and write all the marketing copy for it.

When you’re writing copy for your own high-end luxury watch tours to Basel, Switzerland, or for helping CEOs become insanely great at presentation skills, things get pretty fun! Think of copywriting as a means to an end.

If you were a fly on the wall of my office, those are the five things you’d find me doing every day. Reading, thinking, talking to interesting people, writing stuff that people pay me for, and writing to build my own business.

Do you have any others you’d add to the list? Any you’d take off this list? Where can you do all five of these at once, in a three-day intensive writing experience like you’ve never seen before? Asheville, North Carolina, of course. July 17-20.

It’ll be another one for the ages: http://cafewriter.com/asheville/

Hope to see you there. I have a few ideas of what we’ll talk about.

the copywriter's life

the copywriter’s life

WATCHING TIME

THE STORIES BEHIND FIVE OF THE MOST ICONIC WATCHES OF ALL TIME 

What makes a Rolex GMT-Master special? The moon, for starters.

BY ED ESTLOW

07 JUNE 2016

70 REACTIONS

Apple wrist products, smartphones and Fitbits notwithstanding, actual watches are cool again.

And the backstories are often even cooler.

We’ve teamed up with vintage and pre-owned watch dealer Crown & Caliber to bring you the origin tales on five of the most iconic timepieces. These are stories that involve war, polo and a surprising amount of space travel.

Read on. You’ve got time.

Rolex GMT-Master
Everybody knows the story of how Pan American World Airways, the pioneers behind the intercontinental flight of the same name, got together with Rolex to design the GMT-Master. They tackled the project so their pilots could maintain a regular sleep schedule and not fall asleep at the wheel. But that’s old news.

The real dirty little secret of the GMT-Master is that at least couple of them made it to the Moon. Jack Swigert wore one on the Apollo 13 mission (you know, the one during which the command module almost blew out from under Swigert, James Lovell, and Fred Haise; pretty sure they made a movie about it). Some claim it was the GMT and not the NASA-authorized Omega Speedmaster that Swigert used to time critical rocket burns as a crippled Apollo 13 limped home. That one hangs on a plaque at Rolex HQ.

And several missions later, Apollo 17 Commander Ronald Evans wore his GMT-Master clear down to the lunar surface, albeit under his space suit. There it stayed for a little over three days. When he got home, he took his buzz-pencil and hand engraved the case back with “FLOWN ON APOLLO XVII 6-19 DEC 72 ON MOON 11-17 DEC RON EVANS.” The watch sold at auction in 2009 for $131,450. Not bad for an illicit piece of history, eh?

Patek Philippe Nautilus
Patek Philippe commissioned famed watch designer Gerald Genta to design this one in 1974. Even though he’d done thousands of watch designs in his career, at this point he was fresh off designing the Audemars Piguet Royal Oak. One imagines he must have been a little tapped out in the inspiration department.

He was eating lunch during a break in the 1974 Basel Watch Fair when inspiration finally struck. He borrowed a paper and pencil from the waiter and did the first sketches of what would become the Nautilus in about five minutes.

Breitling Cosmonaute
You can guess by the name of this watch that it’s got a spacefaring background. When Korean air combat veteran Scott Carpenter was selected for the Mercury space program, he realized he’d be orbiting — and going through day/night rotations — so fast that he could lose track of whether it was day or night back at Mission Control in Houston.

So he went to his buddies at Breitling and discussed the problem. The solution was a watch with a 24-hour dial: the Cosmonaute, based on Breitling’s famous Navitimer platform. Carpenter’s was delivered to him a mere three weeks before his mission. Although his Mercury Aurora Seven mission only lasted five hours, the watch functioned well in space.

Unfortunately, upon splashdown and recovery, Carpenter dipped his watch hand in the sea and the non-water-resistant watch was toast (the Navitimer was notorious for its lack of water resistance). Here’s where the story gets interesting. NASA apparently sent it back to Breitling for repair, but it was never returned.

No one has seen that particular watch in 54 years. But the Cosmonaute is still being produced today.

Jaeger-LeCoultre Reverso
A sport watch refers to a diver or other ticker made for exploration. And the Jaeger LeCoultre is probably the original sport watch. In 1930, an executive of the forerunner to JLC was in India on business. He was approached by an army officer who played polo in his spare time. It seemed the officer kept breaking the crystals on his watches and needed a solution.

The watch executive considered the problem and discussed it with his associates back in Switzerland. The Reverso, a watch with the case that can flip over to protect the dial side and crystal, is what they came up with. It has seen size changes and dozens of versions in the 85 years since it debuted, but the base model is remarkably like the one that first saw the light of day in 1931.

Omega Speedmaster
Ah yes, the Moon watch. Originally conceived in the late 1950s as a racer’s watch (and said tales about the Rolex GMT-Master notwithstanding), the Omega Speedmaster is the official Moon watch — as designated by NASA. One still goes into space on nearly every U.S. astronaut’s wrist.

The fable goes that NASA engineers went undercover to several jewelers in Houston to buy off-the-shelf timepieces to test for use in space. This story is great, like an actress being discovered in a drugstore at Hollywood & Vine, but it’s generally acknowledged to be untrue.

No matter.

What is true is that the Speedmaster proved to be so tough in tests that, to this day, it’s still the only timepiece approved for spacewalks. And Swigert’s GMT-Master be damned, the Speedy is credited with timing the rocket burns that got Apollo 13 home and saved the crew’s necks.4

Watch nerds everywhere count at least one Speedy in their collection. Watch blogFratelloWatches pioneered the concept of “Speedy Tuesday” on social media, one day each week where aficionados post photographs of their beloved watches in various poses: the nerdier, the better.

BILLIONAIRE SOLUTIONS

18 Quotations With Images (from Billionaires)

quotations with images

We all know them. Those damn lucky bastards at the helm of billion-dollar empires and in command of countless employees. From Oprah Winfrey to Steve Jobs or Mark Zuckerberg, rich people always helped shape the world we live in. Not only that, but they haunt us with their quotes. It’s annoying because the all principles from their quotations are correct. But their so damn hard to apply! It’s one thing to know the right path. Quite a different thing to walk it. These guys talk the talk because they’ve walked the walk.

Regardless, whether rich or poor, we can at least enjoy the philosophy from this rich folks and forget for a moment that they’re worth zillions of dollars. In the end, we’re all the same. Most of the people from the list below started out with nothing at all. They were dirt poor. I don’t believe in destiny or luck. There must have be something else at play in their equation ofgetting rich.
Let’s see if they are willing to share their insight and maybe we’ll catch a glimpse of how they made pennies from their thoughts.

Worlds-Wealthiest-Advice-Andrew-Carnegie

Worlds-Wealthiest-Advice-Bill-Gates

Worlds-Wealthiest-Advice-Donald-Trump

Worlds-Wealthiest-Advice-Elon-Musk

Worlds-Wealthiest-Advice-Henry-Ford

Worlds-Wealthiest-Advice-Jeff-Bezos

Worlds-Wealthiest-Advice-JK-Rowling

Worlds-Wealthiest-Advice-John-Rockefeller

Worlds-Wealthiest-Advice-JP-Morgan

Worlds-Wealthiest-Advice-Mark-Cuban

Worlds-Wealthiest-Advice-Mark-Zuckerberg

Worlds-Wealthiest-Advice-Michael-Bloomberg

Worlds-Wealthiest-Advice-Michael-Dell

Worlds-Wealthiest-Advice-Oprah

Worlds-Wealthiest-Advice-Sam-Walton

Worlds-Wealthiest-Advice-Steve-Jobs

Worlds-Wealthiest-Advice-Warren-Buffett

Worlds-Wealthiest-Advice-Warren-Buffett

SILVERCAR AND AUDI

Audi Leads $28M Investment In Rental Startup Silvercar

Silvercar, a startup rethinking the auto rental experience in airports, already seems pretty tied to Audi — after all, every vehicle that Silvercar rents out is a silver Audi. Now the companies are deepening that relationship with a $28 million Series C investment.

Audi led the round, with the company’s North American president Scott Keogh joining Silvercar’s board of directors. Silvercar and Audi are also looking beyond airports with a new initiative called the Audi Shared Fleet, where businesses will be able to offer cars to employees on their corporate campuses.

“Silvercar represents not just the future of the car rental industry, but a vision for the future of mobility,” Keogh said in the funding release “We want to utilize the company’s strengths in technology and innovation to merge connectivity and mobility for today’s consumer.”

Silvercar has raised a total of $60 million in funding. Previous investors Austin Ventures and Facebook co-founder Eduardo Saverin also participated in the new round.

The service doesn’t just offer every customer access to the same high-end vehicle. It also streamlines the reservation and payment process, allowing you to make bookings through a mobile app and unlock the car by just scanning a QR code.Writer Ryan Lawler (now sadly departed from TechCrunch) tried the service out three years ago in Dallas-Fort Worth, Silvercar’s very first airport. He came away impressed with “the ease of getting in and out of the airport rental dock,” and he suggested that business travelers, in particular, might be willing to pay a premium to get a better experience. (The exact pricing varies from market to market.)

The company says its business tripled in 2015, and it’s now launching in its twelfth market, Las Vegas, just in time for this week’s Consumer Electronics Show.

FEATURED IMAGE: SILVERCAR

EVERGREEN AND ALWAYS – BUSINESS OF BUSINESS

5 Types of Evergreen Content for Your Website

SEPTEMBER 25, 2015
This story originally appeared on PR Newswire’s Small Business PR Toolkit
In general, two types of successful content exist: Topical content that is relevant now and will lose its influence over time, and evergreen content that is pertinent now and will continue to be in the future. While both are important components of a content strategy, evergreen allows a brand to re-use, reshare and repurpose the same information, saving both time and resources while increasing the amount of traffic the website and business receive.

Create evergreen content with:

1. Instructions
According to Internet Live Stats, Google processes over 3.5 billion searches per day. A significant number of those are inquiring how to accomplish a task. “How-to” guides and tutorials can perpetually provide valuable answers. Tackle challenges that will continue to be relevant in the future, with solutions that will remain the same. A guide on how to change a lightbulb, for example, is and will continue to be accurate and important to residents new to DIY chores. And if the content is tailored to a certain skill level, it’s recommended to clarify that information in the title. For instance, specify if your tutorial on a software program is for beginners or for experts.

2. Interviews
Interview industry experts and influencers. Interviews are a great form of evergreen content because they’re not only timeless but also simple to repurpose. Take the podcast or video and convert its content into a blog, white paper, ebook or PowerPoint presentation.

3. Answers
Because answers to questions regarding the practices and standards of a company as well as industry terms rarely change, FAQ and glossary pages are ideal for evergreen website content. According to PlainLanguage.gov, readers complain about jargon more than any other writing fault. So when creating term definitions, be as clear and straightforward as possible so every reader can understand the information and won’t reference another source instead.

4. History
When providing historical content either about the industry or the brand, avoid using adverbs of time. For example, using words like “last year” or “recently” will quickly cause the content to be inaccurate and outdated. Instead, use the actual date that the historical event took place.

5. Lists
“Top 10” lists of topics that aren’t time-sensitive are not only perennial but also very easy for readers to digest since the information is concisely broken down and organized. Lists can vary from a compilation of industry resources or tools to the best and worst practices of a particular subject or technique.

Because evergreen material will remain pertinent, new users will continue to find and reference the already established content, which will increase traffic and visibility over time. In fact, according to a case study conducted by Moz.com, creating perpetually relevant content improves a brand’s website traffic, overall growth and reputation as an authority.

Written by Phillip Thune of Textbroker

NATIVE PR?

Why PR Firms Shouldn’t Be Worried About Native Ads

Why PR Firms Shouldn't Be Worried About Native Ads
Image credit: Shutterstock.com
174
528
244
Comment

On a recent trip to New York, I took the opportunity to attend a digital publishing summit that brought together key digital players including The Huffington PostThe Onion, Buzzfeed and others to discuss trends in publishing. I was interested to learn more about how the media landscape is changing as a result of digital.

Changing reader habits, geared towards a preference for consuming media online and through devices, have led to the decline of print and a subsequent decline in revenue for media outlets. Unsurprisingly, the number one issue up for discussion at the conference was revenue models, most predominately native advertising.

Is the wall between editorial and advertising coming down?

Many critics suggest that native advertising has led to one of the most significant shifts of our times, the gradual breakdown of the wall that used to exist between editorial and advertising. Editorial has never stood completely independent (after all we have a whole industry, public relations, which has given interest groups a platform through editorial), the line has certainly begun to blur.

On the other hand, one could also argue that native advertising leads to more transparency about corporate interests, unlike public relations where corporate interests are buried in editorial. Critics could argue that indeed the wall remains intact.

What does this mean for public relations practitioners?

In any event, native advertising is already sending earned media opportunities into decline. We’re already seeing fewer opportunities to secure media coverage for clients through traditional means—pitching for interviews, guest blogging, op eds, media releases etc.—without paying for it.

What does this mean for today’s public relations practitioner? Practitioners must be well versed in digital, social, content and paid media. Borrowing the tactics of other disciplines is now the norm. This doesn’t mean, however, that public relations doesn’t have its place.

Ultimately, public relations brings to the table a crucial focus on understanding target audience and crafting messages and content which cuts through with that audience. This is also paramount for a sound content, digital or social strategy. Public relations also understands the unique role of a brand’s reputation and credibility, which goes beyond simply building brand awareness.

Native advertising won’t mean the end of public relations, but it will mean that public relations will start to look very different.

GOOGLE’S BIG QUBIT – BUSINESS OF BUSINESS

GOOGLE’S QUANTUM COMPUTER JUST GOT A BIG UPGRADE

Google's 1000+ Qubit chip.

CONFIDENCE – BRAINSTORM

8 Ways to Boost Your Confidence

8 Ways to Boost Your Confidence
Comment
SEPTEMBER 16, 2015

Successful people often exude confidence—it’s obvious that they believe in themselves and what they’re doing. It isn’t their success that makes them confident, however. The confidence was there first.

Think about it:

  1. Doubt breeds doubt. Why would anyone believe in you, your ideas, or your abilities if you didn’t believe in them yourself?
  2. It takes confidence to reach for new challenges. People who are fearful or insecure tend to stay within their comfort zones. But comfort zones rarely expand on their own. That’s why people who lack confidence get stuck in dead-end jobs and let valuable opportunities pass them by.
  3. Unconfident people often feel at the mercy of external circumstances. Successful people aren’t deterred by obstacles, which is how they rise up in the first place.

No one is stopping you from what you want to accomplish but yourself. It’s time to remove that barrier of self-doubt.

Related: 7 Challenges Successful People Overcome

Confidence is a crucial building block in a successful career, and embracing it fully will take you places you never thought possible. With proper guidance and hard work, anyone can become more confident. Once you pass a certain point, you’ll feel it from the inside.

Here are eight bulletproof strategies to get you there.

1. Take an honest look at yourself.

Johnny Unitas said, “There is a difference between conceit and confidence. Conceit is bragging about yourself. Confidence means you believe you can get the job done.” In other words, confidence is earnedthrough hard work, and confident people are self-aware. When your confidence exceeds your abilities, you’ve crossed the line into arrogance. You need to know the difference.

True confidence is firmly planted in reality. To grow your confidence, it’s important to do an honest and accurate self-assessment of your abilities. If there are weaknesses in your skill set, make plans for strengthening these skills and find ways to minimize their negative impact. Ignoring your weaknesses or pretending they’re strengths won’t make them go away. Likewise, having a clear understanding of your strengths enables you to shake off some of the more groundless feedback and criticism you can get in a busy, competitive work environment—and that builds confidence.

2. Say no.

Research conducted at the University of California in San Francisco showed that the more difficulty that you have saying no, the more likely you are to experience stress, burnout, and even depression, all of which erode confidence. Confident people know that saying no is healthy, and they have the self-esteem to make their nos clear. When it’s time to say no, confident people avoid phrases such as “I don’t think I can” or “I’m not certain.” They say no with confidence because they know that saying no to a new commitment honors their existing commitments and gives them the opportunity to successfully fulfill them.

3. Get right with your boss.

A troubled relationship with the boss can destroy even the most talented person’s confidence. It’s hard to be confident when your boss is constantly criticizing you or undermining your contributions. Try to identify where the relationship went wrong and decide whether there’s anything you can do to get things back on track. If the relationship is truly unsalvageable, it may be time to move on to something else.

Related: 5 Habits of Mentally Tough People

4. Seek out small victories.

Confident people tend to challenge themselves and compete, even when their efforts yield small victories. Small victories build new androgen receptors in the areas of the brain responsible for reward and motivation. This increase in androgen receptors increases the influence of testosterone, which further increases your confidence and your eagerness to tackle future challenges. When you have a series of small victories, the boost in your confidence can last for months.

5. Find a mentor.

Nothing builds confidence like a talented, experienced person showing you the way and patting you on the back for a job well done. A good mentor can act as a mirror, giving you the perspective you need to believe in yourself. Knowledge breeds confidence—knowing where you stand helps you focus your energy more effectively. Beyond that, a mentor can help educate you on some of the cultural inner workings of your organization. Knowing the unwritten rules of how to get things done in your workplace is a great confidence booster.

6. Schedule exercise.

A study conducted at the Eastern Ontario Research Institute found that people who exercised twice a week for 10 weeks felt more competent socially, academically, and athletically. They also rated their body image and self-esteem higher. Best of all, rather than the physical changes in their bodies being responsible for the uptick in confidence, it was the immediate, endorphin-fueled positivity from exercise that made all the difference. Schedule your exercise to make certain it happens, and your confidence will stay up.

7. Dress for success.

Like it or not, how we dress has a huge effect on how people see us. Things like the color, cut, and style of the clothes we wear—and even our accessories—communicate loudly. But the way we dress also affects how we see ourselves. Studies have shown that people speak differently when they’re dressed up compared to when they’re dressed casually. To boost your confidence, dress well. Choose clothing that reflects who you are and the image you want to project, even if that means spending more time at the mall and more time getting ready in the morning.

8. Be assertive, not aggressive.

Aggressiveness isn’t confidence; it’s bullying. And when you’re insecure, it’s easy to slip into aggressiveness without intending to. Practice asserting yourself without getting aggressive (and trampling over someone else in the process). You won’t be able to achieve this until you learn how to keep your insecurities at bay, and this will increase your confidence.

Bringing it all together

Your confidence is your own to develop or undermine. Confidence is based on reality. It’s the steadfast knowledge that goes beyond simply “hoping for the best.” It ensures that you’ll get the job done—that’s the power of true confidence.

QUIRKED

The Rise and Fall of Quirky — the Start-Up That Bet Big on the Genius of Regular Folks

By

Photo: Courtesy of Quirky

One of the start-up world’s favorite words, in addition to disruptpivot, and on-demand, is community. Kickstarter identifies as “a community of people committed to bringing new things to life.” “The heart and soul of Etsy,” begins the About Etsy page, “is our global community.” Airbnb calls itself “the world’s leading community-driven hospitality company.” You’re not, in other words, just joining a platform where you can fund your screenplay, or hawk your hand-knit iPhone koozies, or rent your apartment — no, you’re belonging to something bigger than yourself.

But back in 2009, perhaps before the word had lost all meaning, a small-time-invention start-up called Quirky built a community that really acted like one. It told the first-world-problem solver in all of us — the one who thought up single-serve French-fry-makers and foldable coffee mugs and musical footballs while out walking the dog — that she no longer had to innovate in a vacuum. Anybody could join. On Quirky’s website, users would assess and workshop each other’s inventions. The most successful ideas, as determined by a vote, would be designed and built by the company. In some cases, the inventors made a lot of money. And it is for that tiny dreamer that the company’s recent death spiral feels like a true loss.

It all came to a head on what seemed like a typical Thursday evening this July, during the weekly Quirky ritual known as Eval. A studio audience of about 100 people gathered in the company’s former-rail-car-terminal headquarters in Chelsea. Lit by webcams from above and a bank of futuristic equipment behind, Quirky’s 28-year-old founder, Ben Kaufman, stood at a lectern in his usual black V-neck tee and announced a panel of product-evaluation experts by nickname: Anna “Make a Buck” Buchbauer, Justin “J-Bomb” Seidenfeld, Aaron Dignan, a.k.a. El Presidente. Ideas submitted and voted on by the Quirky community — watching the livestream from their living rooms — were presented via pitch videos and commentary from Kaufman: a voice-activated lightbulb, a paper-thin Bluetooth speaker that fits in your back pocket, an on-the-go beverage carbonator. The masterminds who won majority approval would hear the rallying mantra “Congratulations, you’re a Quirky inventor!” and have the chance to be like fellow Eval winner Garthen Leslie, a 63-year-old IT consultant from Columbia, Maryland. Leslie came up with the idea of a smart air conditioner during his morning commute, uploaded a rough diagram of the idea to the Quirky platform, and found the community waiting to help him refine it, suggesting additional features and weighing in on the sizing, specs, and the name, which would be Aros. And keeping with Quirky’s leave-the-rest-to-us business model, the company then patented, manufactured, marketed, and sold the unit into Walmart and Amazon, returning 10 percent of the profits to the inventor and those that played Watson to his Graham Bell (in this exceptional case, that’s amounted to more than $400,000 for Leslie and more than $200,000 for the community).


Quirky founder Ben Kaufman, center.

But this Thursday, July 16, it would turn out, was not an ordinary Eval. In fact, it would be the next to last one Kaufman ever did. Following the broadcast, he tacked on what he called an “after-party” — a.k.a. a crisis-management session aimed at addressing recent bad press that the company had gotten. In June, in a sweaty interview onstage at the Fortune Brainstorm conference, Kaufman admitted the company was all but “out of money,” which had once amounted to $185 million in funding from investors like Andreessen Horowitz and GE. In July came the news that nearly the entire New York City staff would be laid off. By August 1, Kaufman would officially step down from the company he started at age 22. It so happened that for every Aros-type success, the community had waved in many more duds like the Beat Booster, a wireless speaker with a built-in charging station that by one account cost the company $388,000 to develop but only sold about 30 units.

It’s not surprising that Kaufman used the word transparency no fewer than three times in the first five minutes of that after-party, the bottom line of which was that he frankly didn’t know if the company would survive — Quirky’s fate was in the investors’ hands. Because, for all the aspirational, rarefied Bushwick-bar vibes telegraphed by the Evals, Quirky was, of course, all about being real. Its cluster of a million members included folks like — to cite some of the most recent inventors featured on the website — Tony Lytle, a welder and proud grandfather from Larwill, Indiana, who’d dreamed up the Pawcett, a step-on drinking fountain for dogs; and Hadar Ferris, a licensed cosmetologist in Oceanside, California, responsible for decorative muffin-top molds called Bake Shapes; and Pennsylvania-based Navy veteran Jason Hunter, who gave birth to the Porkfolio app-enabled piggy bank. (In the age of artisanal everything, just as we want to know where our pickles were brined and our former-church-pew coffee tables were carved, here, too, was the meaningful personal backstory behind your magnetic bottle opener.)


Aros was a rare commercial success for Quirky.

A few weeks after he was ousted, Kaufman emailed with me from his first-ever personal email account: “It’s weird waking up one day and not even having an email address,” he later said on the phone. “This had been my whole life.” He was a small-time inventor himself at first, for a range of iPod accessories he started in high school that went on to become the company Mophie. At the 2007 Macworld Expo, he handed out pens and sketchpads and asked people to help design Mophie’s 2007 product line (sound familiar?) and then held a vote for the top three ideas. That same year, he sold Mophie, reappropriated the Macworld crowdsourcing schtick, and tried to launch a similar concept to Quirky. What helped Quirky finally get off the ground in 2009 was the recession-driven push for alternative incomes (no coincidence that Kickstarter as well as the entrepreneur-competition show Shark Tank, another bastion of scrappy innovation, also launched in 2009). Plus, there was more of a universal comfort with the practice of online sharing: We were now very used to telling our Facebook friends what we ate for breakfast, and by extension, we might as well tell the Quirky forum about our concept for a better egg-yolk extractor. Our notion of community, then, was evolving, and Kaufman — Mark Zuckerberg wrapped in a teddy-bear build, with the mischievous smile of your son or younger brother (depending on where you fell in Quirky’s wide-ranging age demographics) — was a relatable leader.

On the consumer end, seeing these ordinary tinkerers immortalized on the shelves of the Container Store (a big Quirky perk was that inventors’ names and faces appeared on their products’ packaging) was like watching the Spanx lady on QVC for the first time in the early aughts — a humble fax-machine salesperson from Clearwater, Florida, who just wanted to wear control-top pantyhose without the hose. Inventors were just like us! And now everybody could be the Spanx lady (albeit for only a tiny fraction of the profits), because unlike her, we didn’t have to side-hustle all alone. Next it could be my cousin in Westchester, who had four kids but no one to help her prototype her idea for a mother-baby bath towel. Next it could be my semi-retired father, who was in a private war with his never-shuts-properly pantry door and needed a constructive, supportive outlet for his aggression. Next it could be my friend Sarah, who was full of lightbulb moments — an Oreo-dunking robot claw, a universal key for all your locks — but was too stoned to sort through the mechanics by herself.

Quirky was catnip for the press: The Sundance Channel produced a short-lived reality show on the company in 2011. Kaufman appeared on Leno. This magazine featured it as a Boom Brand of 2013, noting, “It’s a pretty rare company that’s so hippieish — Let’s have everyone get a say! — yet so purely free-market.” The Times devoted several thousand words to a piece called “The Invention Mob, Brought to You by Quirky” just last February (by then its financially unsustainable business model had given way to a pivot — a smart-home subsidiary called Wink — that was too little too late).\

Another Times piece, from this past April, cited Quirky as a springboard for the realest of all Real People: older people. “There’s a boom in inventing by people over 50,” John Calvert, the executive director of the United Inventors Association, told the paper. And indeed, Quirky had plenty of them in its hive — like 59-year-old Lorin Ryle, a full-time caretaker for her dementia-stricken mother. When her clip-on baby monitor for the elderly won at Eval, she says she cried, watching from her Hutto, Texas, home. It never actually made it to development (in fact, only about half of the Eval winners ever do), but for Ryle that didn’t take away from the experience of “working with people to make something work,” she says. “I’ve made lifelong friends on there.” (Another Quirky boomer, Marc Rumaner, who came up with a nifty little wine-bottle anchor called Vine Stop, has even gone so far as to host barbecues for fellow community members in his Chicago area.)

Of course, the inmates didn’t always like running the asylum. There was much talk in the forums that the Eval system seemed too democratic. “I failed to see how any of us could know what a product scout from a company like GE or Mattel could know,” says one community member. And indeed, when you look at misfires like the Drift, a $200 wooden balance board that simulates snowboarding and surfing, or the $80 Egg Minder, an app-enabled egg tray that signals to your smartphone when you’re running low on eggs, it would appear that the company’s raison d’être was also the reason for its downfall, a colony of amateurs green-lighting unscalable solutions to nonexistent issues. Quirky brought more than 400 products to market in just six years.


Inside Quirky’s workshop.

Yet Kaufman points out that the community had much less say than all the high-pressure voting would suggest; the real decisions were made when the cameras stopped rolling and he and the actual experts did the math on a product’s marketability. (So, maybe not so much power to the people, after all.) But, he adds of Eval, “There had to be a thing to look forward to on a regular basis — otherwise how are you going to keep the community engaged?” Quirky steered the ship, you might say, but the community was still the North Star.

Steering the ship — handling all of the engineering, manufacturing, marketing, and retailing, even when you’re taking 90 percent of the subsequent profits — was ultimately too expensive of a proposition, especially in comparison to other, less-handholding-oriented start-ups. “The reason why Kickstarter makes a ton of money is they don’t have to do anything besides put up a website,” Kaufman notes. After that, the failure (and let’s face it, many Kickstarter-funded products go on to fail) is all on the individual. Which is not meant to be a dig, Kaufman clarifies. He won’t confirm his next venture but says, “I love Kickstarter.” And: “I will likely use it.”

OBJECTIVES AND GOALS – THE BUSINESS OF BUSINESS

What I have to say below on the topic of Objectives and Goals (and the differences between the two) was sparked by a Linked In post on a Consulting Blog. What follows is my response to the question posed on the blog:

 

OBJECTIVES AND GOALS

To me these words have very specific, practical definitions for my own Work, though they might very well be used interchangeably by clients or others. By my own definitions, which are pragmatic and geared towards utility, an Objective is a wide-scale enterprise or endeavor, strategic in nature, and therefore separate and distinct from a Goal which is carefully and tightly targeted and tactical in nature.

Let me use a warfare analogy. An objective might be to “take a town,” (I am using a narrow strategic objective, whereas it could just as easily be that my objective is wide-scale, to “defeat an enemy”) but my goals in doing so might be as follows: cut off enemy resupply routes, attrit enemy forces, reduce the number of enemy fortified hard-points, and constrict enemy fuel and power resources. Each Goal then is a clear and very specific and tactical aim which when taken all together, and if each is successfully executed then I achieve my overall Objective (which is strategic in nature.

I could use the very same type of analogy and apply it to a business or investment enterprise. Suppose I or my client wanted to begin a new start-up. The Objective would be to obtain sufficient Capital and investment to properly fund operations thereby increasing the odds of a successful launch and the building of a profitable enterprise.

My specific goals therefore in pursuing this strategic Objective would be as follows; construct a viable business plan with acceptable financial projections, create a pitch capable of exciting investors, secure angel or venture capital sources to fund the project, develop a strong operational team to run the day to day business operations of the Start-Up, etc.

Each goal to me therefore has a very specific and tight aim which I can easily measure and that contains a very specific time-frame for completion. Complete all of the Goals successfully, or most of them successfully, and you eventually reach your Objective which is also successfully concluded and obtained.

Therefore to me Objectives are always strategic and large-scale (and because of this somewhat flexible in nature), whereas Goals are always specific and targeted and tightly measured.

Objectives to me are always Objective (in nature, as is implied by the denotation of the word) and general but state the desired end-point aim, whereas Goals are always tactical, pragmatic, (and to some degree subjective in nature) and consist of the necessary sub-components used to achieve the overall Objective.

The point to me is a pragmatic and practical one, to differentiate between the overall strategic Objective and the specific and tactical Goals necessary to obtain that Objective.

In that way you neither confuse your Goals and how they operate, nor do you lose sight of your True Objective(s).

BLOG

Ardbrin Enterprise Goals Optimisation Platform

ARE OBJECTIVES AND GOALS THE SAME THING?

Ok, so let’s be pedantic for a minute. Are goals and objectives the same thing? Their usage seems to cause a certain degree of debate, and this is certainly the case amongst our own team. Both words describe things that a person may want to achieve or attain but are used specifically at certain times and situations for differentiation. Some would argue that goals are broader than objectives as goals are general intentions and are not specific enough to be measured, whereas in most cases objectives are measurable. Or some would say that goals are longer term with objectives being used on the short to medium term.

 

Regardless of whether we choose to use the word ‘goal’ or ‘objective, in order to get the best results, they must all be measurable. At Ardbrin, we have drawn our own conclusions and use the word ‘goal’ in our model, but only because it’s shorter and easier to spell! All of our goals are measurable as we apply SMART criteria to them. For us therefore smart goals = objectives. In case you need reminding, SMART is the acronym for specific, measurable, assignable, realistic and time related. So when we speak to our customers, our advice would be to have the confidence to use either word interchangeably, as when it comes to strategic planning we know what you mean.

THE BOOK OF PLANS – BRAINSTORM

THE BOOK OF PLANS

It’s a very interesting process (the process followed in the video) but also extremely complex, expensive, and time consuming. Over time and as I have aged I have learned that simplicity, not complexity, is in my opinion, what actually yields both more productivity and more profit on most enterprises and projects and endeavours. Therefore I tend to eschew complexity nowadays. Plus, complexity tends to be both highly redundant and very expensive. For instance if you want intact copies of each book in your library then you have to buy two copies of each book to execute this process.

 

Not that I don’t think this process would yield valuable results, especially the fact that he reviews books while his heart rate is up, etc. (his data absorption process) but my information preparation and absorption process is extremely simple by comparison.

 

I simply take a book, go through it as he said early in the video and highlight everything that is useful and practically applicable. Then I distill each highlighted chapter or section or paragraph or item into a single sentence which contains an actionable premise or instruction set. In this way I can distill a single book down to a Single Plan of perhaps 8 to 12 Actionable Points (sometimes also containing some side-notes explaining the most relevant new information). I also tend to place each plan in Chronological Order so that each plan can always be followed in the most logically progressive manner. See this entry for more detail on what I mean: 8 to 12 Point Plan.

 

In this way, over the years, I have created literally hundreds of Plans of various types of information, processes, and actions (derived both from my own experiences and from information obtained from books and other sources) which when they are all combined together in a single source I call my Book of Plans. (Again, as I have aged I have become far more interested in how information can be practically and usefully and profitably applied than in “information” as a principal or principle or component in and of itself.

 

I also sub-divide my Book of Plans into chapters relevant to what most interests me in a given Field. For instance I have chapters on Business, Art, Invention, Technology, Science, Religion, Exploration, etc. and each chapter may have 30 pages (or more or less depending on the subject matter) of plans in it with each page being a separate plan on a particular subject.

 

That is my method. It is simple, fast, data-targeted, actionable, inexpensive, and when necessary it is extremely easy to review each plan in order to follow my Plans or to pick back up again from where I had previously left off operations.

12 PROFITABLE DOCUMENTARIES

12 documentaries on Netflix that will make you smarter about business

Freakonomics documentaryScreenshot from Netflix“Freakonomics” looks at how economics explain what motivates people.

Here’s a quick and fun way to enrich your business knowledge: streaming documentaries on Netflix.

The online movie and TV service has a vast cache of business and tech documentaries that anyone with a subscription can watch instantly. The topics range from profiles of great tech innovators like Steve Jobs to deep dives into industrial design.

Each of these 12 documentaries offers an entertaining storyline, as well as valuable insights into business success.

Alison Griswold contributed to an earlier version of this article.


How lifelong dedication and obsession with quality can pay off

Jiro Dreams Of Sushi” profiles Jiro Ono, a Japanese sushi chef and restaurant owner who is widely revered for his skill and $300-a-plate dinners. It follows the 85-year-old master as he works with vendors to secure the finest ingredients, manages and mentors his staff, and prepares his son to succeed him when he retires. The movie brings viewers inside the dedication, obsession, and decades of hard work it takes to achieve perfection.

The best tricks to transform your life

The best tricks to transform your life

TED

TED Talks: Life Hacks” is a collection of 10 popular TED lectures that offer tips and insights for success in life and business. You’ll learn body-language secrets from Harvard psychologist Amy Cuddy, research-backed productivity tricks from positive psychology expert Shawn Achor, and more.

How to stage a dramatic turnaround

How to stage a dramatic turnaround

Screenshot from Netflix

Inside: Lego,” a short 2014 film by Bloomberg, takes viewers inside one of the greatest turnaround stories in recent history. Lego, the Denmark-based toy maker, was in trouble in the early 2000s. It had overextended, lost its identity, and was bleeding money. After executing CEO Jørgen Vig Knudstorp’s strategy to refocus on the core business, Lego rebounded to become the world’s fastest-growing toy company.

How to adapt constantly to stay relevant

Joan Rivers: A Piece of Work” takes viewers deep inside the business of the late Joan Rivers. After following the comedian for a year, filmmakers reveal the highs and lows of Rivers’ decades-long quest to stay relevant. What does it take to get to the top and stay there? From meticulous organization systems to her willingness to take any job to make sure her staff got paid, the movie shows the fierce determination necessary for success.

How to make decisions under enormous pressure

Few people know pressure better than Hank Paulson, the former CEO of Goldman Sachs and the US Secretary of the Treasury during the height of the financial crisis. “Hank: 5 Years from the Brink” explores the momentous task Paulson was handed in September 2008 — saving the global economy — and how he dealt with it.

The psychology behind great industrial design

The items you think the least about may have the most effective designs, according to the 2009 film “Objectified.” Take the Post-it note. Have you ever considered that someone put a lot of time into its appearance? The movie explores the unconscious but influential relationship we have with the objects around us, and why the smallest tweaks in design make an enormous difference.

How to rise to the top of an ultra-competitive industry

If you’ve ever thought about starting a restaurant, Danny Meyer knows a thing or two about success in the business. “The Restaurateur: How Does Danny Do It?” offers a behind-the-scenes look at Meyer, the New York City restaurateur and man behind Shake Shack and Gramercy Tavern. The movie shows how Meyer’s philosophy of putting great food first launched his career.

How early venture capitalists helped build American tech giants

Something Ventured” portrays some of the most successful and prolific venture capitalists, who through genius or luck made big early-stage bets on tech companies like Apple, Google, Atari, and Intel. For a crash course in venture capital or a modern business history lesson, this 2011 documentary shows how entrepreneurs partnered with investors to build some of the greatest American companies.

Behind the scenes of the business world’s biggest scandal

Behind the scenes of the business world's biggest scandal

Screenshot from Netflix

The 2005 documentary “Enron: The Smartest Guys in the Room” is a cautionary tale. It’s a deep dive into the fall of Enron, the energy company that was at one point valued at $70 billion but filed for bankruptcy in 2001. It’s become one of the most well-known cases of financial corruption and accounting fraud, and this film explores the psychology behind and fallout of the collapse of an empire.

Why showmanship and great marketing is just as important as the products you sell

Steve Jobs was one of the most revered entrepreneurs and designers of our time. In the PBS documentary “Steve Jobs: One Last Thing,” the filmmakers trace Jobs’ inspiring career and lasting legacy in technology and retail, as well as his legendary product presentations.

How Silicon Valley became a hub of innovation

How Silicon Valley became a hub of innovation

Screenshot from Netflix

The 2013 PBS documentary “American Experience: Silicon Valley” chronicles the beginning of the modern technology age. It follows a group of eight technologists who took a risk and decided to start their own company in 1957. It’s a telling look at the history of the Valley and the birth of a culture characterized by openness, innovation, and idealism.

How economics explain what motivates people

Why do people do the things they do? “Freakonomics,” a 2010 film based on the book by Steven Levitt and Stephen Dubner, explores the scientific and economic concepts behind human behavior. It will open your eyes to what motivates your customers, employees, and coworkers.

Read more: http://www.businessinsider.com/netflix-business-documentaries-to-watch-instantly-2015-5?op=1#ixzz3bp4Fratp

THE BIOGRAPHY – BRAINSTORM

This exercise might be critical to your success

For inspiration, motivation, and amusing historical anecdotes about the lives of famous people, we turn to the biographies of others.

But according to Aliza Licht, SVP of global communications at Donna Karan International and author of “Leave Your Mark: Land Your Dream Job. Kill It in Your Career. Rock Social Media,” there’s an essential biography that never makes the best-of lists — and it could be the most critical for your future success.

There’s just one caveat: you have to write it first.

A few years back, Licht needed a bio for something, and the process of writing it actually changed the way she saw herself. Now, it’s one of the exercises she recommends to everyone — and recent research suggests she might be onto something.

In one study from Stanford, married couples who wrote about conflicts in their relationship as though they were neutral observers showed “greater improvement in marital happiness” than couples who didn’t reflect in writing.

In a different study from Ohio State University, people were better able to perceive personal progress when they narrated embarrassing moments from their lives in third person.

In other words, the way we tell ourselves our stories matters — and Licht isn’t alone in thinking so.

Aliza LichtGerardo SomozaAliza Licht.

To be clear here, she’s not saying you should be writing a 300-page retrospective of your life and choices — at least for the purposes of this exercise — and she’s also not talking about a high-concept version your three sentence LinkedIn blurb. Imagine you’re a journalist writing a profile, Licht advises. It’s just that the subject of that profile happens to be you — and you’re the only one that needs to read it. (That’s why it’s a “biography” and not an “autobiography” — as much as possible, you want to be outside yourself.)

“It’s such a great lesson in self-reflection, and I think it can really help a person get outside of themselves for a minute.” In the book, she describes it as an “out of body experience,” key to taking stock of where you’ve been, what you’ve done, and where you might be going.

Here’s how it’s done:

1. Write in the third person. Not only is it more effective — pretending you’re not yourself gives you something much closer to an outside perspective, she says — it’s also more comfortable. “It is so awkward to talk about ourselves,” Licht acknowledges. Switching from “I” to “she” can be freeing.

2. Be thorough. You contain multitudes (and so should your bio). Things to cover: education, career path, jobs and titles, hobbies and passions, talents and awards, affiliations (charities, societies, groups), personality, physical attributes, and family status. The total effect should be an “aerial view,” she tells Business Insider.

3. Read it back to yourself. Evaluate the person you’re reading about like you aren’t you. Do you like you? Would you hire you? Is the story you’re telling about yourself the same story someone could piece together by Googling you?  Is that the story you want told? The goal is to get an honest assessment to help you figure out what you’ve got — and what you might be missing.

“The best thing that can happen is you don’t like it,” Licht says. “Because if you don’t like it, you have the power to change it.” That’s why she thinks the exercise is especially critical for people who are “consistently getting the door shut on them when they apply to places.” If doors keep closing, then something isn’t working. The bio can help identify what that something is.

And if it feels a little unnatural? That’s fine, she says. “I don’t think it’s natural to constantly think ‘how am I doing? What do people think about me?'” Licht points out. But then, that’s the point. “You kind of have to make yourself sit down and do it.” The effort is worth it, she says.

Read more: http://www.businessinsider.com/why-you-should-write-your-biography-2015-5#ixzz3bNyMY7xM

WHEN GOVERNMENTS DIRECT from POLITICAL CAUSE

WHEN GOVERNMENTS DIRECT THE MARKETS

When governments direct markets the very best that they can possibly hope to achieve is misdirection.

 

Germany’s Energy Poverty: How Electricity Became a Luxury Good

By SPIEGEL Staff

Photo Gallery: The Costs of Green EnergyPhotos
DPA

Germany’s agressive and reckless expansion of wind and solar power has come with a hefty pricetag for consumers, and the costs often fall disproportionately on the poor. Government advisors are calling for a completely new start.

If you want to do something big, you have to start small. That’s something German Environment Minister Peter Altmaier knows all too well. The politician, a member of the center-right Christian Democratic Union (CDU), has put together a manual of practical tips on how everyone can make small, everyday contributions to the shift away from nuclear power and toward green energy. The so-called Energiewende, or energy revolution, is Chancellor Angela Merkel’s project of the century.

“Join in and start today,” Altmaier writes in the introduction. He then turns to such everyday activities as baking and cooking. “Avoid preheating and utilize residual heat,” Altmaier advises. TV viewers can also save a lot of electricity, albeit at the expense of picture quality. “For instance, you can reduce brightness and contrast,” his booklet suggests.Altmaier and others are on a mission to help people save money on their electricity bills, because they’re about to receive some bad news. The government predicts that the renewable energy surcharge added to every consumer’s electricity bill will increase from 5.3 cents today to between 6.2 and 6.5 cents per kilowatt hour — a 20-percent price hike.

German consumers already pay the highest electricity prices in Europe. But because the government is failing to get the costs of its new energypolicy under control, rising prices are already on the horizon. Electricity is becoming a luxury good in Germany, and one of the country’s most important future-oriented projects is acutely at risk.

After the Fukushima nuclear accident in Japan two and a half years ago, Merkel quickly decided to begin phasing out nuclear power and lead the country into the age of wind and solar. But now many Germans are realizing the coalition government of Merkel’s CDU and the pro-business Free Democrats (FDP) is unable to cope with this shift. Of course, this doesn’t mean that the public has any more confidence in a potential alliance of the center-left Social Democrats (SPD) and the Greens. The political world is wedged between the green-energy lobby, masquerading as saviors of the world, and the established electric utilities, with their dire warnings of chaotic supply problems and job losses.

Even well-informed citizens can no longer keep track of all the additional costs being imposed on them. According to government sources, the surcharge to finance the power grids will increase by 0.2 to 0.4 cents per kilowatt hour next year. On top of that, consumers pay a host of taxes, surcharges and fees that would make any consumer’s head spin.

Former Environment Minister Jürgen Tritten of the Green Party once claimed that switching Germany to renewable energy wasn’t going to cost citizens more than one scoop of ice cream. Today his successor Altmaier admits consumers are paying enough to “eat everything on the ice cream menu.”

Paying Big for Nothing

For society as a whole, the costs have reached levels comparable only to the euro-zone bailouts. This year, German consumers will be forced to pay €20 billion ($26 billion) for electricity from solar, wind and biogas plants — electricity with a market price of just over €3 billion. Even the figure of €20 billion is disputable if you include all the unintended costs and collateral damage associated with the project. Solar panels and wind turbines at times generate huge amounts of electricity, and sometimes none at all. Depending on the weather and the time of day, the country can face absurd states of energy surplus or deficit.

If there is too much power coming from the grid, wind turbines have to be shut down. Nevertheless, consumers are still paying for the “phantom electricity” the turbines are theoretically generating. Occasionally, Germany has to pay fees to dump already subsidized green energy, creating what experts refer to as “negative electricity prices.”

On the other hand, when the wind suddenly stops blowing, and in particular during the cold season, supply becomes scarce. That’s when heavy oil and coal power plants have to be fired up to close the gap, which is why Germany’s energy producers in 2012 actually released more climate-damaging carbon dioxide into the atmosphere than in 2011.

If there is still an electricity shortfall, energy-hungry plants like the ArcelorMittal steel mill in Hamburg are sometimes asked to shut down production to protect the grid. Of course, ordinary electricity customers are then expected to pay for the compensation these businesses are entitled to for lost profits.

The government has high hopes for the expansion of offshore wind farms. But the construction sites are in a state of chaos: Wind turbines off the North Sea island of Borkum are currently rotating without being connected to the grid. The connection cable will probably not be finished until next year. In the meantime, the turbines are being run with diesel fuel to prevent them from rusting.

In the current election campaign, the parties are blaming each other for the disaster. Meanwhile, the federal government would prefer to avoid discussing its energy policies entirely. “It exposes us to criticism,” says a government spokesman. “There are undeniably major problems,” admits a cabinet member.

But this week, the issue is forcing its way onto the agenda. On Thursday, a government-sanctioned commission plans to submit a special report called “Competition in Times of the Energy Transition.” The report is sharply critical, arguing that Germany’s current system actually rewards the most inefficient plants, doesn’t contribute to protecting the climate, jeopardizes the energy supply and puts the poor at a disadvantage.

The experts propose changing the system to resemble a model long successful in Sweden. If implemented, it would eliminate the more than 4,000 different subsidies currently in place. Instead of bureaucrats setting green energy prices, they would be allowed to develop indepedently on a separate market. The report’s authors believe the Swedish model would lead to faster and cheaper implementation of renewable energy, and that the system would also become what it is not today: socially just.

Trouble Paying the Bills

When Stefan Becker of the Berlin office of the Catholic charity Caritas makes a house call, he likes to bring along a few energy-saving bulbs. Many residents still use old light bulbs, which consume a lot of electricity but are cheaper than newer bulbs. “People here have to decide between spending money on an expensive energy-saving bulb or a hot meal,” says Becker. In other words, saving energy is well and good — but only if people can afford it.

A family Becker recently visited is a case in point. They live in a dark, ground-floor apartment in Berlin’s Neukölln neighborhood. On a sunny summer day, the two children inside had to keep the lights on — which drives up the electricity bill, even if the family is using energy-saving bulbs.

Becker wants to prevent his clients from having their electricity shut off for not paying their bill. After sending out a few warning notices, the power company typically sends someone to the apartment to shut off the power — leaving the customers with no functioning refrigerator, stove or bathroom fan. Unless they happen to have a camping stove, they can’t even boil water for a cup of tea. It’s like living in the Stone Age.

Once the power has been shut off, it’s difficult to have it switched on again. Customers have to negotiate a payment plan, and are also charged a reconnection fee of up to €100. “When people get their late payment notices in the spring, our phones start ringing,” says Becker.

In the near future, an average three-person household will spend about €90 a month for electricity. That’s about twice as much as in 2000.Two-thirds of the price increase is due to new government fees, surcharges and taxes. But despite those price hikes, government pensions and social welfare payments have not been adjusted. As a result, every new fee becomes a threat to low-income consumers.

SUCCESS AS ACHIEVEMENT

I concur with this assessment.

7 ways highly successful people achieve more

ProductivitySebastiaan ter Burg/FlickrThey can do their best even on their worst day.

LinkedIn Influencer Jeff Haden published this post originally on LinkedIn.

Some people get more done than others — a lot more.

Sure, they work hard. And they work smart. (While “smarter, not harder” is fine, smarter and harder is way better.) But they also possess a few other qualities that make a major impact on their performance:

1. They do the work in spite of disapproval or ridicule.

Work too hard, strive too hard, appear to be too ambitious, try to stand out from the crowd… and the average person resents you. It’s a lot easier and much more comfortable to dial it back and fit in.

Pleasing the (average-performing) crowd is something highly productive people don’t worry about. (They may think about it, but then they keep pushing on.) They hear the criticism, they take the potshots, they endure the laughter or derision or even hostility… and they keep on measuring themselves and their efforts by their own standards.

And, in the process, they achieve what they want to achieve. (Which is really all that matters.)

2. They accept that fear is an expected element in the process.

One of my clients is an outstanding — and outstandingly successful — comic. Audiences love him. He’s crazy good.

Yet he still has panic attacks before he walks onstage. He knows he’ll melt down, sweat through his shirt, feel sick to his stomach. That’s just how he is.

So right before he goes onstage he takes a quick shower, drinks a bottle of water, jumps up and down, and does a little shadowboxing.

Sure, he’s still scared. He knows he’ll always be scared. But he accepts it as part of the process — and has developed a process to deal with it.

Anyone hoping to achieve great things gets nervous. Anyone trying to achieve great things gets scared.

Productive people aren’t braver than others; they just find the strength to keep moving forward. They realize dwelling on fear is paralyzing, but action naturally generates confidence and self-assurance.

3. They can do their best even on their worst day.

Norman Mailer said, “Being a real writer means being able to do the work on a bad day.”

Extremely successful people don’t make excuses. They forge ahead, because they know establishing great habits takes considerable time and effort. They know how easy it is to instantly create a bad habit by giving in… even “just this one time.” (Because once you give in, it’s rarely just one time.)

4. They see creativity as the result of effort, not inspiration.

Most people wait for an idea. Most people think creativity somehow happens. They expect a divine muse will someday show them a new way, a new approach, a new concept.

And they wait, and wait, and wait.

Occasionally, great ideas do just come to people. Mostly, though, creativity is the result of effort: toiling, striving, refining, testing, experimenting… The work itself results in inspiration.

Highly productive people don’t wait for ideas. They don’t wait for inspiration. They know that big ideas most often come from people who do, not people who simply dream.

5. They view help as essential, not a weakness.

Pretend you travel to an unfamiliar country, you know only a few words of the language, and you’re lost and a little scared. Would you ask for help? Of course.

No one knows everything. No one is great at everything.

Productive people soldier on and hope effort will overcome a lack of knowledge or skill. And it does, but only to a point.

Highly productive people also ask for help. They know asking for help is a sign of strength — and the key to achieving more.

6. They start…

At times we all lack motivation and self-discipline. At times we’re easily distracted. At times we all fear failure — and success.

Procrastination is a part of what makes people human; it’s not possible to totally overcome any of those shortcomings. Wanting to put off a difficult task is normal. Avoiding a challenge is normal.

But think about a time you put off a task, finally got started, and then once into it, thought, “I don’t know why I kept putting this off — it’s going really well. And it didn’t turn out to be nearly as hard as I imagined.”

(That’s no surprise; it’s always easier than we think.)

Highly productive people try not to think about the pain they will feel in the beginning; they focus on how good they will feel once they’re engaged and involved.

So they get started…

7. …and they finish.

Unless there’s a really, really good reason not to finish — which, of course, there almost never is.

Read more: https://www.linkedin.com/pulse/7-ways-highly-successful-people-achieve-more-how-you-can-jeff-haden#ixzz3aAH2WEcI

THE SACRIFICES – BUSINESS OF BUSINESS

I’m always thinking about Work (not just business, though that’s part of it, but all of my Work – business, careers, inventing, writing, etc. which short of God and family are my most interesting and vital concerns), and I constantly go without sleep.

The rest of these to a slightly lesser degree, but I know exactly what the man is saying and why.

5 tough sacrifices every entrepreneur must make

richard bransonDavid McNew/GettyRichard Branson.

Every entrepreneur starts out with big dreams and excitement.

As an entrepreneur, you control your own destiny, and with the right ideas, the right skillset and unflinching dedication, you can build wealth or establish an enterprise to serve as your legacy.

This is the bright side of entrepreneurship, but unfortunately, there’s also a darker side.

The rigors of entrepreneurship demand sacrifices, and if you don’t make those sacrifices you’ll never be able to succeed. Business is, at its core, a give-and-take process. The more you invest, and the more you’re willing to part with, the more you’ll reap in rewards in kind.

Related: 5 Reasons Entrepreneurs Burn Out and Quit

These are the five sacrifices that every entrepreneur needs to make:

1. Stability

You’re starting a new venture, and there’s no guarantee you’re going to succeed. The foundation of your company, even if your idea and plans are solid, is rocky at best, and there’s no telling which direction your business is headed until you’re several months, or often much longer, into running things. If you haven’t already sacrificed a comfortable, well-paying, stable job to follow this route, odds are you’ll have to sacrifice some other kind of stability before you can move forward.

Entrepreneurship is, by nature, an unstable path to follow. Don’t be surprised if you encounter multiple, unpredictable shifts in your fortune as your work progresses. It’s natural and part of the process. Eventually, if you work hard with a clear vision, things will stabilize.

2. Work/life split

When you become an entrepreneur, the lines between your working life and your personal life will blur. You’ll start thinking about business even when you’re away from the office, sometimes because you want to and sometimes because you can’t help it. You’ll also get calls and emails urgently needing your attention because you’re the boss and there’s nobody else to answer them.

Your downtime will become “light” business time, but the flip side is that your time in the office will feel more like personal time because you’ll want to be there. Remember, it’s still important for you to balance your work priorities and your personal ones — always make time for your family and your mental health — but the firm split between personal and professional time is going to go away no matter how you try to handle it.

3. Income

This goes along with the stability sacrifice, but for the first few years of your business, you’re probably not going to be making much money. In most businesses, entrepreneurs and their families end up investing heaps of their own money to get the business going. If this is the case for you, you’ll be making even more of a sacrifice since your potential safety net will be gone.

Related: Are You An Entrepreneur Or a ‘Wantrepreneur?’

Since you’ll be deciding where the money goes, you can set your own salary, but many entrepreneurs don’t even take a salary during their first several months of operations, at least not until there’s a steady line of revenue backing them up. Be prepared for this. You’ll need a strong marketing plan to overcome barriers to entry and gain a share of the market in your industry.

4. Sleep

Sleep is vitally important, but no matter how hard you try to preserve healthy sleeping habits, you’re going to sacrifice some sleep in order to run your business. In some cases, you’ll be pulling all-nighters to get that last proposal together. In other cases, you’ll be getting up super early to make a meeting or get all your tasks in order. In still other cases, you’ll be lying awake at night, restless and wondering about the future of your company.

Whatever the case may be, your sleeping habits are going to change when you become an entrepreneur, and you’ll have to make the best of them no matter how they end up.

5. Comfort

Being the boss of your own company means the buck stops with you. You’re going to have to wear dozens of hats, make decisions you’ve never made before and delve into subjects you’ve never before considered. Part of being an entrepreneur means stepping out of your comfort zone, often multiple times every day.

The most successful entrepreneurs are the ones who approach uncomfortable situations with confidence and a degree of excitement. Learn to thrive in uncomfortable environments, and you’ll find yourself much more at peace with your job.

Don’t think of these sacrifices as literal sacrifices. You’ll be giving something up, sure, but try to think of it as a type of investment. You’re giving up intangible luxuries in exchange for something better down the road. You’re paying for the opportunity to find success in your own enterprise, and your sacrifices will be rewarded many times over so long as you stay committed in your chosen path.

Remember, as an unidentified student of Warren G. Tracy said, “Entrepreneurship is living a few years of your life like most people won’t so you can spend the rest of your life like most people cant.”

Read more: http://www.entrepreneur.com/article/245203#ixzz3ZwI6twTm

TOTAL RECALL

Hit the Gym after Studying to Boost Recall

Like other things that enhance alertness, exercise may help cement new facts in mind

Credit: Casa Velas Hotel/Flickr

Regular exercise boosts brain health, and a fit brain is generally able to learn, think and remember better. But a few recent studies offer an additional exercise-related tip: time your workouts for just after a study session, and you might better retain the information you just learned. In a variety of experiments, people who biked, did leg presses or even simply squeezed a handgrip shortly after or before learning did better on tests of recall in the hours, days or weeks that followed.

Experts think the crucial component is physical arousal. Exercise excites the body in much the same way an emotional experience does—and emotional memories are well known to be the most long lasting. The researchers caution, however, that at most exercise can have a supportive effect—the important thing is to study well first.

More Quick Tips for Creativity and Focus

Lie down to spark insight.

One study showed that people who lay on their back solved anagrams significantly faster than those who stood.

Dress for the occasion.

In one study, people who wore a white lab coat displayed enhanced focus.

Smile when sad to enhance creativity.

People who exhibited contradictory mental and physical states—they thought of a sad memory while smiling or listened to happy music while frowning—were better able to think outside the box. —Victoria Stern

This article was originally published with the title “Hit the GYM after Studying.”

TESLA AND THE ENERGY MARKET

I still consider it somewhat ironic that this is the case considering the real Tesla’s personal work, motives, and desires regarding energy distribution. Still, it is definitely a step in the right direction.

Will Tesla’s Battery for Homes Change the Energy Market?

Tesla did not reveal the price of its larger batteries for businesses and utilities, but it will sell residential models for $3,000—$3,500


Credit: Tesla

More on this Topic

Tesla Motors, the electric-car maker based in Palo Alto, California, has announced that it will sell versions of its battery packs directly to consumers to help to power their homes, as well as to businesses that run larger facilities, and utility companies.

At a press conference in Los Angeles on April 30, the company’s charismatic founder Elon Musk said that the firm’s lithium-ion batteries would enable economies to move to low-carbon energy sources. Solar energy sources are erratic—but by storing their energy and then releasing it when required, batteries could solve that problem, he said.

Many other companies also sell stationary battery storage for buildings and for power grids—but analysts say that the technology is still too expensive for widespread use. Here, Nature explores whether Tesla’s announcement might change the game.

Has Tesla just invented a new battery technology?
No. The company’s packs contain standard lithium-ion batteries based on tried-and-tested technology, which are similar to those that many other firms have on the market.

Although companies and academic labs are pouring billions of dollars into research and development to significantly increase the amount of energy that batteries can store and to lower their cost, it could take years before significant breakthroughs reach the market (see ‘The rechargeable revolution: A better battery’).

Has Tesla managed to cut the cost of battery storage?
Possibly—but it’s unclear. Cosmin Laslau, an analyst for Lux Research, a consulting company in Boston, Massachusetts, says that he thinks Tesla’s batteries may be a bit cheaper than their competitors, although not by a lot.

Tesla did not reveal the price of its larger batteries for businesses and utilities, but it will sell residential models for US$3,000—3,500, or a cost of about $350 per kilowatt-hour (kWh) of energy stored. But that price tag does not include electronics that are required for connecting a battery to a home system, nor installation costs. Together, these costs could more than double the final price for residential consumers.

The internal production cost of lithium-ion battery cells (the cylindrical elements that store energy inside a battery, and which Tesla buys from Japanese electronics giant Panasonic) is generally thought to be around $200 per kWh, according to Mohamed Alamgir, director of research at LG Chem Power in Troy, Michigan, a subsidiary of the South Korean chemistry giant LG Chem. Incorporating those cells into a battery pack typically doubles costs, so that a battery the size of Tesla’s could cost about $4,000 to produce. Tesla could be selling these products at a loss for the time being, says Laslau, but could turn that loss into a profit once it scales up production at the $5-billion battery ‘gigafactory’ it is building in Nevada.

Does a home need a battery?
Most homes in the Western world probably do not. In places that have a good connection to the electricity grid, and where grid power is reliable, households do not need batteries for backup. And even those homes that have solar panels on the roof and extra energy to spare can use the grid itself as their battery: in many places, such as Germany and several US states, homeowners can sell their excess power during the day to the local electricity utility, and buy it back at night.

But the world’s electricity utilities and power grids themselves need more inexpensive energy storage. Countries that have been aggressively installing solar panels and wind turbines but that have not invested enough in energy storage have had trouble integrating the extra capacity into their grids. Germany, for example, has provided lavish subsidies for homeowners who installed solar panels, but when residents installed more photovoltaics than expected, electricity utilities had to spend more to keep the grid running smoothly, says Haresh Kamath, an energy-storage expert at the Electric Power Research Institute in Palo Alto. “The effects of unplanned deployment can be dangerous in terms of grid reliability,” he says.

Could today’s lithium-ion batteries meet utility firms’ needs?
When utilities need to manage loads on the grid, it is still cheaper for them to fire up gas turbines. The US Department of Energy estimates that for energy storage to be competitive, it must not cost much more than $150 per kWh. Assuming a cost of $700 per kWh, Tesla’s systems are still much more expensive than that. Right now, the cheapest way to store energy is to pump it uphill into a hydropower reservoir—where one is available. The next-best storage solution is to compress air in large underground reservoirs.

But even if they cannot economically store hours’ worth of a country’s energy needs, batteries can help to make the grid more reliable. And the US energy department’s target does not take into account the social costs of carbon emissions, says Jeff Dahn, a battery researcher at Dalhousie University in Halifax, Canada. “If there was an appropriate price associated with the generation of carbon, we’d all be using solar panels and paying whatever it costs to store electricity,” he says.

This article is reproduced with permission and was first published on May 1, 2015.

PRINTED CAR – BRAINSTORM

The Printed Car – Business Insider

Is this the future of manufacturing? To some degree I believe it is, although eventually I see many such items being grown rather than printed.

THE LESSON – THE BUSINESS OF BUSINESS

Last night, at our weekly Family Business Meeting important lessons were learned and important lessons were taught.

We had a half hour meeting to discuss old and new business and then I conducted an hour and a half meeting on stocks and successful stock investing, culminating in asking them to each have a profitable Blue Chip stock recommendation for me by next week in which they can invest. Also I asked for an assessment of which industry sectors most interested them when it came to investment.

This is hardly the first lesson they’ve had on investing, or even on stock investing, but it seems to have really sunk in quite well this time, for all of them. Most importantly my wife and children were able to correctly answer almost every question I put to them regarding stock investing. A superb omen for the future.

THE PIIN – BUSINESS OF BUSINESS

This is part of the Abstract and Introduction I wrote for a paper for the DHS on PIINs, a concept of my own. I am writing a much lengthier essay/paper (perhaps even a small book) on the same subject which will include information on how to form PIINs of various kinds and in different industries using the same basic techniques and procedures and networks.

I use these same principles in the development of all of my PIINs regardless or industry or purpose. Although each PIIN is modified to service the particular requirements of how it is constructed and what exact purpose it serves.

Although this is a little out of order for my publishing schedule I offer this post up as my Business of Business post this week.

 

First of all, let me summarize the nature of the PIIN. The Personal (or Private) Intelligence and Investigative Network, like all networks is almost entirely dependent upon a series of established contact points. This is both the strength of the PIIN and the inherent weakness thereof. Therefore it is imperative that high-quality and functionally useful, as well as accurate and practical contact points be created, assessed and reassessed, and maintained over time. This is true whether the contact point is physical, biological, communicative, informational, electronic, technological, or computational. Every asset is a tool and the quality and functionality of those tools are the essential elements in the creation, maintenance, and performance of your PIIN. The Value of any Network is circumscribed by the acute and chronic qualities of those components, which within themselves compose the actual circumference, and separate elements of that real network. If the components of the network are of inferior grade, if the contacts are defectively impositional or of little practical use, or if the contact points are weak or insecure then the entire network is suspect and prone to failure at any and every point of transmission. The PIIN therefore should avoid both obvious and subtle deficits at all times by being practically and pragmatically useful, flexible, adaptable, in a state of constant positive growth and change, accessible, composed of superior components and contact points, secure, and most of all accurate and reliable.

Each and every network is therefore dependent upon the depth and breadth of the human contacts established interior to and exterior to that particular network and subject to the limitations of accuracy and the quality and quantity of valuable information that network can generate. The first real action needed to establish any PIIN and to make it fully functional is the recruitment, development, and maintenance of quality contacts. Contacts are always of the most absolute importance in the establishment of any PIIN. In addition the nature and quality of those contacts should be viewed as central and formative to the capabilities of every other contact point in the configuration and to the network as a whole. After an initial establishment of contacts those contacts should be immediately vetted and/or tested for accuracy and quality. This process of discrimination should be both an immediate tactical and testable undertaking and a long-term strategic process of recurring verification and reverification. Do not expect any particular source to be always accurate, but do not allow any particular source to function in an important role unless it has proven itself capable of both consistent reliability and trustworthiness.

After establishing a few reliable and trustworthy contact points the network must grow in order to gain new sources of information and intelligence as well as to develop and generate new capabilities. Therefore always view already established contacts and contact points as generators of new contacts, informants, intelligence and perhaps even secondary and tertiary networks, or sub-networks. Consider as well every potentially useful new contact or acquaintance as a possible future contact point in your greater network. Contact points should also be capable of redundancy and potential verification of information and intelligence gathered from other points along the nexus and for information gathered from sources outside the network. This is to say that contact points are more than simple sources of information; they will also function as multi-capable nodes along the operational structure of the entire network. I will expound upon the importance of and briefly discuss some of the details regarding contact points later in this paper. For now it is important to remember that contacts and sources provide information and possibly intelligence, but contact points can potentially serve many varied functions, such as; information retrieval, intelligence gathering, analysis, communications, coding, encryption, decoding/decryption, collation, research, as reliable and secure relay points, as information nodes, computational capabilities, disinformation and misinformation dissemination, and even serve as a sort of network disguise, and misdirectional cover or front.

Constantly look for, search out and develop new contacts, contact points, information and intelligence sources, and informants in order to successfully grow your network. Your network’s ultimate effectiveness will depend upon both the quality and quantity of your contacts, contact points, and your contact’s network. In the initial stages of building and developing your network concentrate on the quality of your contacts and contact points, but in the larger and long term concentrate upon both the quality and quantity of those contacts and contact points which comprise the elements of your network. Always develop and maintain quality to the greatest degree possible within all elements of your network, but also always grow and encourage quantity in the most consistent manner possible throughout all aspects of your network. This will assure that your network has both great depth and breadth and that it is capable of the widest and most valuable range of flexible and functional capacities possible.

It does not matter what the major focus of your network is, what it is most well designed to do, what it in actuality best does, or what the functional intent(s) or objective(s) may be, this introductory advice applies equally well to any possible network you might desire to establish in any field of activity or enterprise. The PIIN is a potentially invaluable tool for both the amateur and professional alike, for both citizen and official agent, and no matter the function or objective, the real capabilities of any established PIIN will be determined by the inventiveness, innovation, flexibility, enterprise, imagination and quality of the component parts of the network. And those component parts are composed and arranged by the originator of the network, that individual who is responsible for first establishing the nature and parameters of the own individual PIIN. The originator therefore will establish the genesis of the network and how well it grows and develops in the initial stages, but as the network grows it will develop capabilities never earlier imagined by the originator and will eventually become functional in an almost independent sense, as long as quality contacts and sources are developed and as long as those contacts and sources continue to grow and establish new capabilities and contacts of their own. A PIIN begins therefore as an idea and individual construct but over time develops into an almost biological organization of vast complexity and capacity. Drawing upon the collective skills and capabilities of the PIIN for whatever is desired or needed makes the PIIN a worthwhile and profitable venture for all individuals associated with that network, and because of the potential for continued and even exponential growth the PIIN is an extremely advantageous system of achieving complex objectives rapidly and of multiplying capabilities well beyond the individual level.

Because of the limitations of space regarding this essay I cannot describe all of the potential advantages that would possibly be gained by the formation of individual PIINs, either those advantages that would be enjoyed by agents or officers in the service of some official organization, or those advantages that would be enjoyed by citizens who have formed and are employing their own personal PIIN. But the potential advantages would be numerous, and such networks could beneficially overlap, inform, and service each other in times of national emergency or crisis. More importantly, if such networks were allowed to “cluster” and interact/interface in an efficient, secure, and positive manner then they would serve as invaluable intelligence gathering and investigative tools for the anticipation of disaster and the effective prevention and thwarting of many forms of malicious harm intended by the enemies of the United States.

As just one small example of how PIINs would make highly effective and useful tools for the benefit of both the citizenry and the government let me outline this scenario. A hostile entity decides upon a coordinated and simultaneous cyber-attack against both the American civil government and the Pentagon. These attacks overwhelm official servers who are the obvious targets of offensive action. During such periods of particular and isolated cyber attack against governmental and/or military networks, or even during periods of general and on-going netcentric engagement or warfare the PIIN can act as an emergency secondary or redundancy system of information and communications exchange, intelligence gathering, an investigative force as to who is attacking, why, from where, and how, and for coordinating a necessary and effective counteraction or response. While main systems are under attack, disabled, or malfunctioning PIINs can serve as ancillary and even secretive means of continuing vital operations or responding to attack. It is relatively easy to attack and at least temporarily paralyze large-scale and centralized networks efficiently given the proper time, coordination, planning, resources, incentives, and information on system vulnerabilities, but it would be nearly impossible to simultaneously disable all small-scale private and personal networks. PIINs are the private enterprise of innovative intelligence and investigative networks.

Other examples of the potential usefulness of the PIIN are easy enough to construct, such as creating and fostering “bridging links” between individual citizens, law enforcement agencies, governmental entities, and the military. PIINs can also be used as investigative networks and resources, as research hubs, as communication nodes, as a pool of expertise (both amateur and professional), as an emergency system of collective and clustered capability, as a functional and ever growing database of information, as an ancillary or auxiliary analytical network, and as an exchange for valuable contacts, sources, and useful informants. Perhaps just as important to the overall value-added aspect of the usefulness of the PIIN is the fact that most PIINs can be constructed at little to no cost using already available personal, technological, and organizational resources. It is simply a matter of redirecting already available resources to the construction and maintenance of the PIIN, or of simply reformatting the way in which contemporary networks are thought of and how they currently operate, or fail to operate, effectively.

The next administration would do very well to consider encouraging the development of Private and Personal Intelligence and Investigative Networks throughout our society, and to encouraging the exploitation of such networks for the benefit of all the citizens of the United States of America.

 

 

CREATION AND DISCOVERY – INVENTION AND INVESTMENT

A very interesting perspective and one I agree with to a large extent. Actually I think one should set out to create a Brand – with a certain type of Vision, and adapt accordingly as one meets particular circumstances in and through the world. (Which is basically what he says later in the article.)

In other words one begins with a Vision and then discovers and develops as one goes along. It is not either/or, but both…

 

You Don’t Create Your Company’s Brand — You Discover It.
Matt Hanses

Contributor
Writer & Consultant

April 15, 2015

Over $500 billion is spent on advertising each year. The average American is exposed to an estimated 3,000 ads per day. Fifteen minutes out of every hour of television programming is devoted to commercials.

Branding: 2 Key Lessons in Brand Building

That’s a lot of marketing. And a lot of marketers. With six million companies in the United States alone, that’s a lot of people competing to get their message out. How do you stand out from the crowd? How do you get noticed?

This is where branding comes in.
What is branding?

Branding is the art of distinguishing a product or service from its competitors. It’s the term for creating a recognizable “personality” which people will remember and react to.

A company with poor branding is throwing away marketing dollars. Why? Because without a focused message, companies weak in branding are invisible. Nobody remembers them and they blend in. They become just another leaf swirling in the wind, amid all those marketing messages consumers see each day.

In marketing, the point is to actually reach someone, to connect. The way to do this is by focusing attention, not dispersing it.
Discovering your brand

Too often, people try to “dream up” a brand for their company. However, a brand isn’t something you dream up — it’s something you discover. Specifically, it’s something you have to discover about yourself.

True branding must be based solely on the mission and culture of the organization. When people try to create branding separate from the company itself, the result may be pretentious, clichéd or ambiguous marketing. It waters down the company’s message.

Instead, a brand should reflect the company’s business plan, its mission and values. It has to be authentic. Therefore, when you brand a company (or anything else for that matter), you’re trying to capture its core identity. You have to look past the clutter and opinion and distill its true essence. This is what you convey to consumers — your brand. And your fonts, your design, your writing — all aspects of your marketing — should all align with that central concept. Now, you have focus. Now, you have penetration, because you’ve conveyed your company’s identity by first discovering yourself.

Related: The Basics of Branding
The ingredients of a brand

While there is probably no foolproof formula for discovering a company’s brand, there are pathways to accomplish that. Consider the following points the “ingredients” that go into making an authentic brand:

Company mission. This is the most important element of branding. Your mission is the spirit of your company, it’s the beating heart of what you do. In fact, your brand can be thought of as the outward expression of your company’s internal mission. Think of it this way: Why does your organization exist? What is it there for? You have assets, employees, vendors, relationships and internal systems. . . but why?
Values. What’s important to your company? What do you stand for? Every company has certain ideals that define what it is and does. These ideals could be environmental, social or ethical or could be standards of quality Whatever your company’s values are, they’re the very center of why you’re unique and are a crucial part of your brand.
Culture. Each company in the world has its own ethos — a particular style or panache. Whatever you call yours, embrace it. There may be a million competitors in your market space, but there’s only one you. Your company’s group culture is part of the fabric of who you are.
History. Your history tells a lot about you. Look to the company’s founders to help define your identity today. What were their values? What were they trying to accomplish? Every company came from somewhere. Your roots are an integral part of your company’s brand.
Plans. When you look at your next 10 years, where do you see yourself going? Your business plan and marketing strategy both influence how you present yourself and should be included in your branding. If you’re going after an entry-level market segment, don’t position yourself as a luxury brand. Your brand must encompass your real-world objectives.
Consumers. This is really what it’s all about. Your customers are the reason you exist. What are their needs? What do they think? Understanding your customers is a vital part of branding. Because if you don’t know whom you’re talking to, why bother to say anything at all?

It might take a bit of soul-searching to get at the essence of what makes your company special. The trick is to take a clear-eyed look and see what’s actually there. Because every brand is beautiful, every brand is inspiring.

Each just has to be discovered.

 

SHEDQUARTERS

I think this is an absolutely superb idea, especially for small businesses. I wish I had thought of this product.

Introducing “Shedquarters”: The Hot New Trend Home-Based Business Owners Are Drooling Over

lighterside-staff-authorBy Lighter Side Staff  |  Read More
 

Space-efficient work spaces are becoming all the rage these days. They’re great for maintaining privacy and uninterrupted workflow, and they can also be cozy and stylish as well. Here are some examples of a growing trend of miniature studios (for offices and living structures), that are small enough to fit in someone’s back yard.

We’re fond of calling them, shedquarters. Whether you need your own getaway space, an office, an art studio, or a full on extra home, there’s something for everyone out there!

Kanga Room: Based out of Austin, Texas, Kanga Room has backyard studios in three styles: modern, country cottage, and bungalow. The basic package is an 8×8-foot shed that starts around $5,900 and you can add on a bathroom, kitchenette, and front porch for additional cost.

Via Apartment Therapy
Via Apartment Therapy

Modern Shed: This Seattle-based company was founded by husband and wife, Ryan Grey Smith and Ahna Holder. They create flat-packed prefab structures. Basic 8×10 sheds start at $6,900.

Via Apartment Therapy
Via Apartment Therapy
Via Apartment Therapy
Via Apartment Therapy

Weehouse by Alchemy Architects: The Weehouse Studio was designed by Minnesota’s Alchemy Architects. They start at 435 square feet, and include a main room and bathroom. It can be used as either a home office, guest house, or even a main residence.

Via Apartment Therapy

KitHaus: The KitHause was designed by Tom Sandonato and Martin Wehmann. It is a modular site-constructed prefab housing system. The K-Pod is the starting model and measures 117 square feet. They also have larger models.

Via Apartment Therapy
Via Apartment Therapy

Modern Spaces: “Forts for grown-ups!” Yep, that’s how they describe them. These come in four pretty boxy styles. A fully installed shed with a foundation and finished exterior starts at $6,000. On-site installation is currently only available to California residents.

Via Apartment Therapy
Via Apartment Therapy
Via Apartment Therapy

Loftcube: Werner Aisslinger designed these sheds to make the extra space on top of city skyscrapers more productive. He was able to fit a kitchen and bathroom within these 400 square foot glass-walled studios.

Via Apartment Therapy
Via Apartment Therapy
Via Apartment Therapy

Modern Cabana: The sheds from this San Francisco company start at 10×12 feet, but they have full studios with kitchens and baths. The basic model is perfect for a backyard office, with its sliding door.

Via Apartment Therapy
Via Apartment Therapy
Via Apartment Therapy

Metroshed: The MetroShed, by David Ballinger, is a prefab, flat-packed model that starts around $6,000. This a simple design is made of a cedar wood beam post frame with aluminum-frame sliding doors, and comes in 9×13 feet or larger.

Via Metro Prefab
Via Metro Prefab

Related article: ‘Pub-Sheds’ Quickly Becoming Hot Trend in Backyard Entertainment

THE STRUGGLE IS THE ACHIEVEMENT

Hiring Rule: How Elon Musk Screens for Real Experience

The best employees will be able to easily recall their struggles, says SpaceX’s CEO.

IMAGE: Getty Images

If your company frequently runs into complex-problem issues, it helps to be surrounded by a team of experienced problem solvers.

While that might sound overly obvious, the hard part is detecting this skill during the hiring process. You’ll want to make sure that your employees have cracked tough codes by themselves–not just by blindly following someone else’s instructions, says Tesla Motors and SpaceX CEO Elon Musk.

That’s why, as a hiring rule, Musk asks job candidates to recall a problem they solved. Then he has them explain how they arrived at each and every step, up until the solution.

“If someone was really the person that solved it, they’ll be able to answer multiple levels. They’ll be able to go down to the brass tacks,” Musk said in an interview at Ignition, an annual Business Insider event. “Anyone who’s struggled hard with a problem never forgets it.”

Note that when a candidate says he or she was able to arrive at a conclusion by asking someone else or consulting a book, that’s a perfectly acceptable answer. Musk said this is exactly how he’s been studying rocket science for more than a decade. The grueling process has made him more confident in his abilities.

When you struggle with a problem, that’s when you understand it,” he said.

Published on: Mar 31, 2015

BIAS, BUSINESS, AND HUMAN PSYCHOLOGY

I can attest, from personal experience, both the powerful bias effects of some of these items listed below, and to their disastrous effects on the behavior and psychology of certain people…

In my experience, as well, not all of these biases are equally dangerous or even problematic, but they can all be barriers to success at one time, or in one set of circumstances, or another, if you allow them to be.

Especially when such biases become habitual and completely unexamined. Bias is bad when it comes to critical and acute assessment, but it can also be catastrophic when habitual and stubborn.

 

58 Cognitive Biases That Screw Up Everything We Do

Follow Business Insider:

smoking couplemoriza via www.flickr.com

We like to think we’re rational human beings.

In fact, we are prone to hundreds of proven biases that cause us to think and act irrationally, and even thinking we’re rational despite evidence of irrationality in others is known as blind spot bias.

The study of how often human beings do irrational things was enough for psychologists Daniel Kahneman to win the Nobel Prize in Economics, and it opened the rapidly expanding field of behavioral economics. Similar insights are also reshaping everything from marketing to criminology.

Hoping to clue you — and ourselves — into the biases that frame our decisions, we’ve collected a long list of the most notable ones.

 

Affect heuristic

The way you feel filters the way you interpret the world.

Take, for instance, if the words raketake, and cake flew across a computer screen blinked on a computer screen for 1/30 of a second.

Which would you recognize?

If you’re hungry, research suggests that all you see is cake.

Anchoring bias

People are overreliant on the first piece of information they hear.

In a salary negotiation, for instance, whoever makes the first offer establishes a range of reasonable possibilities in each person’s mind. Any counteroffer will naturally react to or be anchored by that opening offer.

“Most people come with the very strong belief they should never make an opening offer,” says Leigh Thompson, a professor at Northwestern University’s Kellogg School of Management. “Our research and lots of corroborating research shows that’s completely backwards. The guy or gal who makes a first offer is better off.”

Confirmation bias

Confirmation bias

NOAA

We tend to listen only to the information that confirms our preconceptions — one of the many reasons it’s so hard to have an intelligent conversation about climate change.

Observer-expectancy effect

A cousin of confirmation bias, here our expectations unconsciously influence how we perceive an outcome. Researchers looking for a certain result in an experiment, for example, may inadvertently manipulate or interpret the results to reveal their expectations. That’s why the “double-blind” experimental design was created for the field of scientific research.

 

Bandwagon effect

The probability of one person adopting a belief increases based on the number of people who hold that belief. This is a powerful form of groupthink — and it’s a reason meetings are so unproductive.

Bias blind spots

Failing to recognize your cognitive biases is a bias in itself.

Notably, Princeton psychologist Emily Pronin has found that “individuals see the existence and operation of cognitive and motivational biases much more in others than in themselves.” 

Choice-supportive bias

When you choose something, you tend to feel positive about it, even if the choice has flaws. You think that your dog is awesome — even if it bites people every once in a while — and that other dogs are stupid, since they’re not yours.

Clustering illusion

This is the tendency to see patterns in random events. It is central to various gambling fallacies, like the idea that red is more or less likely to turn up on a roulette table after a string of reds.

Conservatism bias

Where people believe prior evidence more than new evidence or information that has emerged. People were slow to accept the fact that the Earth was round because they maintained their earlier understanding the planet was flat.

Conformity

Conformity

Drake Baer/BI

This is the tendency of people to conform with other people. It is so powerful that it may lead people to do ridiculous things, as shown by the following experiment by Solomon Asch.

Ask one subject and several fake subjects (who are really working with the experimenter) which of lines B, C, D, and E  is the same length as A? If all of the fake subjects say that D is the same length as A, the real subject will agree with this objectively false answer a shocking three-quarters of the time.

“That we have found the tendency to conformity in our society so strong that reasonably intelligent and well-meaning young people are willing to call white black is a matter of concern,” Asch wrote. “It raises questions about our ways of education and about the values that guide our conduct.”

Curse of knowledge

When people who are more well-informed cannot understand the common man. For instance, in the TV show “The Big Bang Theory,” it’s difficult for scientist Sheldon Cooper to understand his waitress neighbor Penny.

Decoy effect

Decoy effect

Mario Tama/Getty Images

A phenomenon in marketing where consumers have a specific change in preference between two choices after being presented with a third choice. Offer two sizes of soda and people may choose the smaller one; but offer a third even larger size, and people may choose what is now the medium option.

Denomination effect

Denomination effect

People are less likely to spend large bills than their equivalent value in small bills or coins.

Duration neglect

Duration neglect

When the duration of an event doesn’t factor enough into the way we consider it. For instance, we remember momentary pain just as strongly as long-term pain.

Availability heuristic

When people overestimate the importance of information that is available to them.

For instance, a person might argue that smoking is not unhealthy on the basis that his grandfather lived to 100 and smoked three packs a day, an argument that ignores the possibility that his grandfather was an outlier.

Empathy gap

Where people in one state of mind fail to understand people in another state of mind. If you are happy you can’t imagine why people would be unhappy. When you are not sexually aroused, you can’t understand how you act when you are sexually aroused.

Frequency illusion

Where a word, name or thing you just learned about suddenly appears everywhere. Now that you know what that SAT word means, you see it in so many places!

Fundamental attribution error

This is where you attribute a person’s behavior to an intrinsic quality of her identity rather than the situation she’s in. For instance, you might think your colleague is an angry person, when she is really just upset because she stubbed her toe.

Galatea Effect

Galatea Effect

en.wikipedia.org

Galatea by Raphael

Where people succeed — or underperform — because they think they should.

Halo effect

Where we take one positive attribute of someone and associate it with everything else about that person or thing.

Hard-Easy bias

Where everyone is overconfident on easy problems and not confident enough for hard problems.

Herding

Herding

YouTube

People tend to flock together, especially in difficult or uncertain times.

Hindsight bias

Hindsight bias

REUTERS/Adnan Abidi

A model poses with the new Nokia “E90 Communicator” phone during its launch in New Delhi June 28, 2007.

Of course Apple and Google would become the two most important companies in phones — tell that to Nokia, circa 2003.

Hyperbolic discounting

Hyperbolic discounting

Tony Manfred/Business Insider

The tendency for people to want an immediate payoff rather than a larger gain later on.

Ideometer effect

Illusion of control

The tendency for people to overestimate their ability to control events, like when a sports fan thinks his thoughts or actions had an effect on the game.

Information bias

The tendency to seek information when it does not affect action. More information is not always better. Indeed, with less information, people can often make more accurate predictions.

Inter-group bias

Inter-group bias

AP

We view people in our group differently from how see we someone in another group.

Irrational escalation

Irrational escalation

REUTERS/Luke MacGregor

When people make irrational decisions based on past rational decisions. It may happen in an auction, when a bidding war spurs two bidders to offer more than they would other be willing to pay.

Negativity bias

The tendency to put more emphasis on negative experiences rather than positive ones. People with this bias feel that “bad is stronger than good” and will perceive threats more than opportunities in a given situation.

Psychologists argue it’s an evolutionary adaptation — it’s better to mistake a rock for a bear than a bear for a rock.

Omission bias

Omission bias

Speaker Pelosi via Flickr

The tendency to prefer inaction to action, in ourselves and even in politics.

Psychologist Art Markman gave a great example back in 2010:

The omission bias creeps into our judgment calls on domestic arguments, work mishaps, and even national policy discussions. In March, President Obama pushed Congress to enact sweeping health care reforms. Republicans hope that voters will blame Democrats for any problems that arise after the law is enacted. But since there were problems with health care already, can they really expect that future outcomes will be blamed on Democrats, who passed new laws, rather than Republicans, who opposed them? Yes, they can—the omission bias is on their side.

Ostrich effect

Ostrich effect

The decision to ignore dangerous or negative information by “burying” one’s head in the sand, like an ostrich.

Outcome bias

Judging a decision based on the outcome — rather than how exactly the decision was made in the moment. Just because you won a lot at Vegas, doesn’t mean gambling your money was a smart decision.

Overconfidence

Overconfidence

Chris Hondros/Getty Images

Some of us are too confident about our abilities, and this causes us to take greater risks in our daily lives.

Overoptimism

When we believe the world is a better place than it is, we aren’t prepared for the danger and violence we may encounter. The inability to accept the full breadth of human nature leaves us vulnerable.

Placebo effect

Where believing that something is happening helps cause it to happen. This is a basic principle of stock market cycles, as well as a supporting feature of medical treatment in general.

Planning fallacy

Post-purchase rationalization

Post-purchase rationalization

Alex Davies / Business Insider

Making ourselves believe that a purchase was worth the value after the fact.

Priming

Priming

NFL Network

Priming is where if you’re introduced to an idea, you’ll more readily identify related ideas.

Let’s take an experiment as an example, again from Less Wrong:

Suppose you ask subjects to press one button if a string of letters forms a word, and another button if the string does not form a word.  (E.g., “banack” vs. “banner”.)  Then you show them the string “water”.  Later, they will more quickly identify the string “drink” as a word.  This is known as “cognitive priming”

Priming also reveals the massive parallelism of spreading activation: if seeing “water” activates the word “drink”, it probably also activates “river”, or “cup”, or “splash”

Pro-innovation bias

Pro-innovation bias

Daniel Goodman / Business Insider

When a proponent of an innovation tends to overvalue its usefulness and undervalue its limitations. Sound familiar, Silicon Valley?

Procrastination

Reactance

The desire to do the opposite of what someone wants you to do, in order to prove your freedom of choice.

Reciprocity

The belief that fairness should trump other values, even when it’s not in our economic or other interests.

 

Regression bias

People take action in response to extreme situations. Then when the situations become less extreme, they take credit for causing the change, when a more likely explanation is that the situation was reverting to the mean.

Restraint bias

Salience

Our tendency to focus on the most easily-recognizable features of a person or concept.

Scope insensitivity

Scope insensitivity

This is where your willingness to pay for something doesn’t correlate with the scale of the outcome.

From Less Wrong:

Once upon a time, three groups of subjects were asked how much they would pay to save 2,000 / 20,000 / 200,000 migrating birds from drowning in uncovered oil ponds. The groups respectively answered $80, $78, and $88. This is scope insensitivity or scope neglect: the number of birds saved — the scope of the altruistic action — had little effect on willingness to pay.

Seersucker Illusion

Over-reliance on expert advice. This has to do with the avoidance or responsibility. We call in “experts” to forecast when typically they have no greater chance of predicting an outcome than the rest of the population. In other words, “for every seer there’s a sucker.

Selective perception

Self-enhancing transmission bias

Self-enhancing transmission bias

Boonsri Dickinson, Business Insider

Everyone shares their successes more than their failures. This leads to a false perception of reality and inability to accurately assess situations.

Status quo bias

The tendency to prefer things to stay the same. This is similar to loss-aversion bias, where people prefer to avoid losses instead of acquiring gains.

Stereotyping

Expecting a group or person to have certain qualities without having real information about the individual. This explains the snap judgments Malcolm Gladwell refers to in “Blink.” While there may be some value to stereotyping, people tend to overuse it.

Survivorship bias

Survivorship bias

AP

An error that comes from focusing only on surviving examples, causing us to misjudge a situation. For instance, we might think that being an entrepreneur is easy because we haven’t heard of all of the entrepreneurs who have failed.

It can also cause us to assume that survivors are inordinately better than failures, without regard for the importance of luck or other factors.

Tragedy of the commons

We overuse common resources because it’s not in any individual’s interest to conserve them. This explains the overuse of natural resources, opportunism, and any acts of self-interest over collective interest.

Unit bias

We believe that there is an optimal unit size, or a universally-acknowledged amount of a given item that is perceived as appropriate. This explains why when served larger portions, we eat more.

Zero-risk bias

Zero-risk bias

The preference to reduce a small risk to zero versus achieving a greater reduction in a greater risk.

This plays to our desire to have complete control over a single, more minor outcome, over the desire for more — but not complete — control over a greater, more unpredictable outcome.

THE 20/88 PLAN

THE 20/88 PLAN

Today is the first official day of my Spring Offensive. I had planned to begin yesterday but a back injury prevented my proceeding.

In conjunction with my Spring Offensive I have developed a new Operational Plan for further building both my Businesses (including my inventions) and Careers (as a fiction writer, songwriter, and poet).

The new plan is what I call the 20/88 Plan.

It covers most all of my efforts during my current Spring Offensive. It is very simple in construction and should be simple in execution, though it might also possibly be somewhat time-consuming in execution, at least to an extent, depending on how events actually transpire.

I developed this plan as a result of my experience as a Contacts Broker and a Consultant. Basically it says this,

“Every month I will submit to 20 potential Agents or Contacts who will be able to help me achieve my ambitions. At the same time I will seek 8 Partners to work with me on various projects.”

Since I am basically pursuing Four Basic Fields of Endeavor, or Four Separate Types of Enterprises for my Spring Offensive that will equal twenty agents, new clients, etc. in each field, and two partners for each enterprise.

Four times twenty in each Field of Endeavor equals 80, plus the overall eight partners (two in each Enterprise) equals eight, and added all together equals 88.

Therefore 20 in each Field plus 8 partners equals 88.

If in the first month I fail to secure at least one agent or client or so forth in any given Field of Endeavour or at least one partner in any given Enterprise then I will just move on to the next list of 20 or 2 that I have prepared until I secure worthwhile, productive, and profitable agents or partners.

These are the actual details of my Current 20/88 Plan.

General Fields of Endeavor:

20 Agents Contacted (for my Writings)

20 Publishers Contacted (for my Poetry, Songs, and Writings)

20 New Clients Contacted (for my Business Enterprises and for Open Door)

20 Capital Partners and Investors Contacted (for my Business Enterprises, my Crowdfunding Projects, and my Design and Inventions Laboratory)

Enterprise Partners:

2 Songwriting Partners (composers primarily, since I am primarily a lyricist)

2 Publishing Partners (for my books and writings)

2 Business Partners

2 Major Capital or Investment Partners

WORDPRESS AND THE SELF-CREATED CLASSIC EDITOR FIASCO

As many of you WordPress Users know by now WordPress has reduced their Classic Editor to an extremely hard to get locate set of complicated linkage maneuvers and basically replaced it with an extremely inferior “new” post editor. This has frustrated and outraged many WordPress Users, and with very good reason, especially since the problem was entirely self-created and would be extremely easy to resolve had WordPress either the foresight or the desire to do so.

But to me this points to any even bigger set of current problems in and with WordPress, those being: their total lack of response to user complaints both with the new editor and with a desire to return to easy access to the Classic Editor (and believe me it’s called Classic for a reason, they seem to be entirely missing their own definitional admissions), their willful attempt to avoid problem-solving (when this would be an extremely easy problem to resolve), and their apparent reliance upon an attempt to woo millennial and younger customers with hipster-huckstering tricks like a slick-looking and streamlined yet vastly inferior posting editor.

None of these things bode well at all for the WordPress Business Model.

WordPress is publicly displaying exactly how you do not run a business. Recently though, in an attempt to persuade WordPress to fully understand the type of business suicide they are committing by pursuing this entirely unnecessary course of action I have been participating in this thread and forum:

https://en.forums.wordpress.com/topic/please-reinstate-the-option-of-choice-to-use-the-old-publishing-format?replies=692

If you too are bothered by the inferior nature of the new editor and would like to to see a return to easy user access of the Classic Editor then let your opinion be known.

Here was my first reply to this entirely self-created and easy to resolve fiasco:

For God’s sake this would be so easy to correct. A single line of code that allowed the user to choose by which method and editor he would like to make his or her post.

If this were the marketplace, or a business, the idea of imposing upon your customer, client, or user a choice they find distasteful, inefficient, and functionless would be suicide. And the idea of making your customer, client, or user wade through a large number of entirely pointless steps to correct a “problem” that should have never existed in the first place is utterly ridiculous and juvenile.

There is a certain distasteful arrogance to the modern Geek that borders on a desire to be a petty tyrant. Look ma, I’m powerful! Technology – BOOM!

This is simply a programmer or group of programmers with a month-long hard bone to gnaw, doesn’t matter whether it is infected and full of maggots or not. It’s his to gnaw and tough luck everybody else, get your own maggot-filled bone to gnaw.

In the time it took some code-writer or technician or board-monitor to read this complaint (or any of the other complaints on this easy to resolve matter) some clever code-writer could have devised a simple line of code to install at the top of the editor that allows the user to choose “Classic Editor” as their editor of choice. As a matter of fact a clever or smart code writer who cared about the end-user would do that very thing. Immediately.

Case closed.

This ain’t rocket-science boys and girls.

This is mere psychological and professional pettiness to make a juvenile point.

Bravo Einsteins. Technology – BOOM!!!

 

MARK CUBAN’S ADVICE

Simplistic, yet very sound and useful advice.

Mark Cuban’s 3 fundamental rules for running a business

Mark Cuban is the billionaire investor best known for his roles as a “Shark” and the owner of the Dallas Mavericks.

Throughout his career, he’s made over 120 investments, from large companies like Landmark Theatres to startups on “Shark Tank.”

For all of the businesses he’s been a part of, he’s developed a set of “rules that have been almost infallible,” he writes in his 2013 book “How to Win at the Sport of Business.”

We’ve summarized the three he’s used “religiously.”

1. Understand the difference between adding value and benefiting from a bull market.

In the same way that some stock market investors think they’re geniuses when they keep picking stocks that go up, failing to acknowledge that all stocks are doing the same thing, Cuban says entrepreneurs can fail to recognize that a good deal of their success is due to a fad or trend.

“There is nothing wrong with going along for the ride and making money at it, but it will catch up with you if you lie to yourself and give yourself credit for the ride,” he writes.

Cuban says that he saw this happen with professional sports leagues in the aughts. He says that many team owners became enamored with rising revenues from television rights deals, crediting it to their own “brilliance.” He says, however, that he and his Mavericks partners recognized that revenues were actually rising due to competition among cable and satellite providers. Cuban couldn’t become complacent.

“It’s a bigger challenge to recognize that the bull market may end and our programming needs to be of sufficient value to our customers and viewers for it to maintain or continue to increase in value,” he writes.

2. Win the battles you’re in before moving onto new ones.

Cuban writes that he had a chance to take Landmark Theatres international but that any time spent on developing a global presence was time not spent growing its national presence, and so he decided against it.

“You do not have unlimited time and/or attention,” he writes. “You may work 24 hours a day, but those 24 hours spent winning your core business will pay off far more. It might cost you some longer-term upside, but it will allow you to be the best business you can be.”

3. Don’t drown in opportunity.

“If you are adding new things when your core businesses are struggling rather than facing the challenge, you are either running away or giving up,” Cuban writes. “Rarely is either good for a business.”

Melissa Carbone, president of horror attraction company Ten Thirty One Productions, tells Business Insider that after the $2 million deal she made with Cuban on “Shark Tank” went public, she was flooded with partnership and investment offers, some of which were quite attractive.

Cuban told her to take a step back and not let emotions make her impulsive. She says she still hears Cuban’s voice in her head reminding her, “Don’t drown in opportunity.”

SHARING CONTENT – THE MARKETS

My opinion is that it depends entirely upon the methodologies you employ and the sites you target. As is the case with most anything you do in life.

Is Reposting Blog Content On LinkedIn Pulse, Medium, and Other Sites a Good Idea?

Is Reposting Blog Content a Good Idea

I’ve been questioning recently whether publishing to sites like LinkedIn Pulse and Medium is worth my time and effort.

While the benefit seems obvious (more eyeballs on your content) there’s a big cost—the precious time it takes to create content.

Compared to guest posting on other sites, LinkedIn and Medium use “no follow” links so there’s no link building SEO benefit. The benefit is purely exposure, awareness, and branding. And those are fleeting benefits, unlike the long-term benefits of creating content on your own site.

So what about reposting blog content? It would certainly be more time efficient, but are there drawbacks to that?

When I saw this post on Quicksprout confirming that you shouldn’t repost your content, I shelved the idea. My time would be better spent on guest posting where I could also increase exposure and get links back to my site.

But then I saw Andy Crestodina (one of my favorite bloggers) post the same article I had already read on his blog.

I never walk away from reading his posts without learning something new. So I had to get his take. I was confident he’d have the answers to my burning questions. And he did.

Below is an interview I did with Andy to pick his brain on the pros and cons of reposting blog content.

Chime in to the comments if you have any of your own questions.

Q: What are the benefits of reposting your blog content (verbatim) on sites like LinkedIn, Medium, Forbes, Entrepreneur, Inc, etc?

Andy:

Reach. The idea behind copying and pasting an article into another location is simply to make it more visible to a broader audience. It’s a brand builder and it works. But there are a lot of things that it doesn’t do…

  • Drive traffic to your site (well, it might send a few referral visits if you have internal links
  • Help with your search engine rankings (Google knows that this is the same article you already posted)

So if your goal is branding, but not traffic, the benefits are real.

Q: Ok, we can’t expect it to help our organic traffic, but can it hurt it? In other words, is it bad for SEO to repost an exact replica of your blog content elsewhere?

Andy:

It’s duplicate content, but I actually don’t think it will hurt your search rankings. It’s only a problem if the two versions go live at almost the same time. You want to have the original version on your site to be live for a few days or a week before posting it someplace else. This let’s Google know where the original is and avoids confusion.

Although “duplicate content” is a fairly new buzzword, it’s something that Google has been dealing with since the beginning. Trust me. They don’t get confused easily and I have seen VERY few examples of actual penalties. It’s not that easy to raise flags at Google.

Still, it’s a bit lazy to just hit ctrl+c and ctrl+v. It’s far better to add value and give the article a rewrite. One great way to do this is to write the “evil twin” of the original article. This was one of the tips in our recent What to Blog About article. Here’s how it works.

If the original post on your site was a how to post listing best practices, you can easily write it from the other perspective, explaining what not to do, or worst practices. Although the research and recommendations are almost the same, it will feel original.

Suppose you’re a dog trainer, writing a post about puppies. Here’s an example of a how-to original post, and an “evil twin” that could be posted elsewhere. Same article, different angle.

Evil twin posts help you avoid duplicate content when reposting blog content

The more effort you put in, the more ethical and effective it is.

Q: What if your article on LinkedIn, Forbes, or wherever starts getting a bunch of inbound links and social media buzz. Wouldn’t that be selling yourself short if the larger publication you republished on starts getting all the link juice and social shares instead of your original post?

Andy:

Yes, it would.

It would be a sad thing if the copied version got all the links and shares. But if this happens, don’t feel too bad about it. You already tried posting it on your site and it didn’t win those links, so you really didn’t lose anything. And hopefully, some of the sharing led to a social media benefit for you. Remember, this is more about branding and awareness than measurable Analytics.

If you want to get value from the social media buzz, put the URL into Topsy, see which influential people shared it and go thank them. Since they liked your article, they’re likely to be gracious and follow you back.

Q: Do you think it’s a good idea to republish all of your blog posts, or just a select few? When should you not republish your blog posts on other sites?

Andy:

It doesn’t hurt to republish them all, as long as everything is published in a place where the topic matches the audience. For example, articles with broad-based business advice are good for LinkedIn. Articles with narrow niche topics may do well on Medium.

Don’t just push everything out everywhere. Make it fit. As always, web marketing is a test of empathy.

Q: How do you go about getting your content republished on publications like Forbes, Inc, and Entrepreneur? I believe LinkedIn and Medium are self-service type of platforms? For the larger publications, what’s the best way to get your foot in the door?

Andy:

There is a two word answer to this question: influencer marketing. There are specific people who have control over the content on these websites. They will post your content (new or old) when they decide they like it and they trust you. So the trick is to impress them with your work and your character.

There are a hundred little steps that lead to these outcomes. First, you’ll need to have a nice body of work on your own site so that once you do get their attention, they’ll take a look at your content and be impressed. Now, we just need to get them to notice us.

Here are a hundred steps that you can take on the path toward getting the attention of a blog editor using social media. It really helps if you’ve taken the time to build up a credible following of your own. Each of these makes you slightly more visible. Some of these make them a bit grateful. They are all about networking and relationship building.

ProTip: This influencer marketing tactic works just as well for journalists, podcasters, event directors and any other influencer who makes content and has an audience they can share with you.

  1. Follow the editor on Twitter
  2. Retweet the editor
  3. Subscribe to their content
  4. Mention them in a Tweet
  5. Follow them on Quora, Instagram or other social network
  6. Comment on their content
  7. Like their comments (Google+, LiveFyre, Disqus)
  8. Add them to a Google+ Circle
  9. Friend on Facebook
  10. Like their content on Facebook
  11. Connect with them on LinkedIn
  12. Mention them in your content
  13. Email them, inviting them to a quick video chat
  14. Invite them to participate in an email interview for your website (this tactic is highly effective!)
  15. Call them on the phone, Skype or Google+ Hangout
  16. Meet in person if possible!

Once you’ve built a real connection, it’s time to pitch. Send them a concise, sensitive email that positions your article in a way that aligns with the goals of their readers. Remember, blog editors care most about the interests of their readers. If that’s also your top concern, the pitch should go well…

Kim:

Thanks Andy! The verdict is finally in. I’ll try reposting blog content on LinkedIn, starting with this post 🙂

Readers…Any more questions out there for Andy?

REFERENTIAL TREATMENT

Wise advice when referring to such enterprises.

In my opinion references are not only a two way street, they are a multi-lane overpass leading in so many possible directions that you never know where the road might eventually end. If it does end.

References should be looked upon the same way you look upon clients and employees, as Human Capital.

 

5 Things Super-Smart People Do to Prepare Their References

Great references can help you clinch a job offer or new client. So why not help them help you?
IMAGE: Getty Images

You’ve applied for a job or pitched a new customer. Interest seemed high, and you’ve provided a list of references in hopes of closing the deal. But do you know exactly what those references will say, and whether–even inadvertently–they’re failing to make you seem like a top contender?

Before you give a reference, your best strategy is to know exactly what that reference will say. And while it can seem awkward to prepare a reference for questions he or she may receive, that’s exactly what you should do. That advice comes from career counselor Peter K. Studner, author of the book and website Super Job Search IV. Here’s the approach he recommends:

1. Choose your references carefully.

You want your reference to not only sing your praises, but also support any claims you’ve made about your skills, or the qualities of your product and service. So try to choose people who’ve had specific experiences that will show you and your work in the best light. If you’re referring customers, look for those who can tell a good story about how your product or service solved a problem in exactly the way you want to promote. If you’re applying for a job, consider former managers–but also people you’ve managed and helped to mentor, particularly if you’re looking for a managerial position.

“In addition, put some thought into how your references might present you to potential employers,” Studner advises. “Effective references are good communicators who can discuss you and your work in an objective manner without exaggerating.” A reference who’s bad at communication, impossible to reach, or will offer an unnecessarily long-winded tribute might do you more harm than good.

2. Figure out how each reference can best help you.

An innocent comment about your personality or approach can easily raise a red flag with a hiring manager or cautious customer, so try to have as good an idea as you can of what your reference might say. If you can, set the stage by letting each reference know the specific skills or benefits of your product you would like them to mention. This might be different from reference to reference, and depending on the customer or job you’re seeking.

3. Meet with your references.

Ideally, Studner says, this should be an in-person meeting, but you can also talk by phone or video chat if that’s impractical. Keep in mind that, both for the meeting and for the reference itself, you’re asking someone to sacrifice their time–the most precious commodity any professional has these days. So use that time wisely, and express your appreciation.

4. Ask the tough questions.

That is, the same tough questions that a prospective customer or employer is likely to ask. An employer might ask why you left the company, what your greatest areas for improvement were, and whether they would hire you again. If you’re applying for a managerial position, they will ask about your leadership skills. They are also likely to ask who else in the company managed you–and then also contact these others and ask for their thoughts as well, even if you did not list them as a reference. Both you and your reference should be prepared for this question.

A prospective customer may ask about anything that went wrong with your product or service, whether they would purchase it again, and may also ask if your reference can refer them to any other of your current or past customers. They may also ask about any price concessions you made. Your reference should be prepared to answer all of these.

5. Keep in touch.

Don’t think of your references as a one-time need. They’re an asset to your career just like your resume or branding materials. So keep them in the loop about jobs you’ve applied for or customers you’ve pitched so they’re not caught by surprise when these companies get in touch. If appropriate, ask the reference to let you know if they’ve been contacted and how the conversation went.

Going forward, nurture the relationship. Look for opportunities to send your reference useful articles or make introductions that might benefit him or her. Remember that references can make or break your career. “Don’t treat references as an afterthought,” Studner says.

THE LETTER

I have read Buffett’s books as well as several books about/with/sponsored by Buffet, including The Intelligent Investor. Which I have in my personal business and consulting library.

I do not consider Buffett either that brilliant, or that great of a man, except when it comes to investing. When it comes to investing and how to maximize the inherent capacities of any given business he supports he can be, and is indeed, far more often than not, quite incredibly brilliant.

Therefore I found the letter Bill Gates spoke about in the article quite interesting. I downloaded a .pdf copy to study.

Bill Gates recommends you read this specific part of Warren Buffett’s letter

warren buffett bill gates ping pongREUTERS/Rick Wilking Buffett and Gates.

Bill Gates is a big Warren Buffett fan.

Gates’ charity, the Bill & Melinda Gates Foundation, was gifted shares of Buffett’s Berkshire Hathaway, worth almost $30 billion back in 2006, and Buffett serves as a trustee of the foundation.

In a tweet on Tuesday morning, Gates highlighted what he thought was the most important section of Buffett’s latest letter to shareholders, the 50th edition of the widely circulated missive.

Gates links to page 23 of the letter, where Buffett walks through the earliest days of Berkshire (as well as the “monumentally stupid” decision Buffett made over $0.125 back in 1964).

In a YouTube video posted Sunday, Gates talked a bit about why he liked this passage from the letter so much — it’s about the history of Buffett the investor and Berkshire the company.

In the video, Gates says what works about what he calls the “Berkshire system” is that it maximizes the potential of businesses by giving them autonomy as well as the explicit support of the whole Berkshire organization, even if mistakes are made.

Gates added: “What really struck me this time about the letter was the value of experience. [Buffett] is better today than ever because he’s seen so many businesses and he understands business profitability so incredibly well.” Gates says this is the most important annual letter Buffett has ever written.

Read Buffett’s full letter here »

HARMONIZING BUSINESS AND CAREER – THE MARKETS

An interesting article.

But this is exactly why I have harmonized my Business (as a non-fiction writer and copywriter and inventor) enterprises and my Career (as a fiction writer and designer) ventures.

By having my Business and Careers complimenting each other I avoid the “I hate this job syndrome” (actually I very much enjoy everything I do) and I expect this will inevitably advance and accelerate both my Business and Career successes.

Whereas both sets of markets may by separate by nature, and operate differently to some degree, both are complimentary and entirely cross-fertilizing in the long run.

Vonnegut Sold Saabs: 11 Author Day Jobs

Gabe Habash — August 5th, 2011


We all have that same romanticized image of The Writer: sitting alone, hunched over his/her desk, pen in hand, thinking deeply about Writing before putting the pen to the page and Writing. But, unfortunately, doing this for long stretches of time doesn’t pay the bills, and that’s why things like Sylvia Plath working as a receptionist in the psychiatric unit at Massachusetts General Hospital happen. Writers are normal people, too. Just how normal? Here’s a few of our favorite writer day job finds:

1. John Steinbeck was a caretaker and tour guide at a fish hatchery in Lake Tahoe, where he worked on his first novel and also met his future first wife, Carol Henning. She was a tourist on one of his tours.

2. Douglas Adams first thought of the idea for A Hitchhiker’s Guide to the Galaxy while moonlighting as a hotel security guard in London.

3. Jeanette Winterson, in addition to driving an ice cream truck, was a make-up artist at a funeral parlor.

4. Dashiell Hammett was hired by the Pinkerton Detective Agency as an “operative” at age 21. His job description included staking out houses and trailing suspects. He was thankful for the work; his previous job had been a nail machine operator.

5. Robert Frost changed light bulb filaments in a factory in Massachusetts shortly before he sold his first poem, “My Butterfly: An Elegy” in 1894 for $15.

6. Kurt Vonnegut was the manager of a Saab dealership in Cape Cod, after he’d already published his first novel, Player Piano. The dealership was supposedly Saab’s first in America.

7. Jack London was an “oyster pirate.” At night, he would raid the oyster beds of big-time oyster farmers and sell them in the Oakland markets.

8. Jean Rhys, a 23-year-old and in need of money, posed nude for a British artist.

9. James Ellroy led a life of petty crime and shoplifting as a wayward youth, most likely as a response to his confusion following his mother’s unsolved murder.

10. Harper Lee struggled when she first moved to New York at age 23, working as a ticket agent for Eastern Airlines before befriending Broadway composer Michael Martin Brown. In 1956, Brown gave Lee a Christmas present: a year’s wages so she could devote herself full-time to her craft. During this time, she began work on what would eventually become To Kill a Mockingbird.

11. Ken Kesey, in order to earn some extra cash, was a guinea pig for the psych department at Stanford in a CIA-sponsored drug experiment. As a result of the drugs, Kesey had hallucinations of an Indian sweeping the floors, which compelled him to write One Flew Over the Cuckoo’s Nest.

Which mundane (or strange) day jobs for writers have we missed? Let us know in the comments below!

 

NEW PUBLICATION SCHEDULE

NEW PUBLICATION SCHEDULE

Recently I have been involved in a number of different projects that have left me little time for blogging. I have been writing the lyrics for my second album, Locus Eater, I have been writing and plotting my novel The Basilegate, I have been putting together a crowdfunding project for one of my inventions and one of my games, I have been helping with and compiling material for my wife’s new career as a public speaker, and helping my oldest daughter prepare to enter college. In addition I have been speaking with and seeking a new agent. I have even been preparing a new paper on some of the work of Archimedes and what I have gleaned from it. Finally I have been preparing my Spring Offensive, which is now completed.

All of which have kept me extremely busy.

However I have not been entirely ignoring my blogging either. In background I have been preparing a much improved Publication Schedule for all five of my blogs, my literary blog Wyrdwend, my design and gaming blog Tome and Tomb, my personal blog The Missal, my amalgamated blog Omneus, and this blog, Launch Port.

Now that most of these other pressing matters are well underway and on an even keel this allows me more time to return to blogging.

So below you will find my new Production Schedule which I’ll also keep posted as one of the header pages on my blogs.

So, starting on Monday, March the 15th, 2015, and unless something unforeseen interferes this will be the Publication Schedule for this blog every week, including the Topic Titles and the general list of Subject Matters for that given day. That way my readers can know what to expect of any given day and what I intend to publish for that day. I will also occasionally make off-topic post as interesting material presents itself.

Launch Port – 10:00 – 12:00 AM

Monday: The Markets – Brokerage, Entrepreneurship, Markets, Marketing
Tuesday: Business of Business – Business, Entrepreneurship, Employment, Self-Employment, Start-Ups, Writing
Wednesday: Brainstorm – Reader Discussions and Commenting, Reblogs
Thursday: Invention and Investment – Innovation, Invention, Investment, Tools
Friday: Capital Ventures – Banking, Capital, Finance
Saturday: Reassessment – Reblog best Personal Post, Review
Sunday – Sabbath

A VALIANT EFFORT

I have to admit that if I were Valiant comics, and given Valiant’s roster of characters, having a Chinese entertainment company as a capital and marketing/production partner would probably seem like a near ideal arrangement.

 

Valiant Comics Plans to Launch Its Own ‘Cinematic Universe’

By

Fear not: There will be no shortage of comic-book movies in years to come, even if DC and Marvel give up on constantly rebooting Batman and Spider-Man. The independent comic-book publisher Valiant Entertainment has secured an eight-figure equity investment from Beijing-based DMG Entertainment, plus an additional nine figures for the production of film and TV projects. The publisher has a library of 2,000 characters, including X-O Manowar and Harbinger, and films based on the titles Bloodshot, Shadowman, and Archer & Armstrong were already in the works. Valiant says its partnership with DMG — which co-produced and co-financed Iron Man 3 — will allow it to “begin to establish its cinematic universe in the United States, China and beyond.”

The two companies plan to develop more superhero films for simultaneous release in the U.S. and China, and to expand Valiant’s Asian audience via Chinese-language publishing, animation, online games, merchandise, and theme parks.

“Audiences in China and the rest of the world are hungry for heroic stories that they can more easily relate to … and with the international box office accounting for the biggest piece of the total gross, the time is right for a truly international superhero franchise,” said DMG President Wu Bing in a press release. “DMG will bring its unique global perspective to the task of transforming the Valiant Universe into the first international comic-movie universe.”

 

TOILING UPWARD IN THE NIGHT

I used to worry about this, but the truth is, I’ve always needed very little sleep. As a kid (a teenager and in my twenties) I got by with as little as three or fours hours a night, and sometimes as little as two. When I was a boy this aphorism/line of verse by Longfellow hung on my bedroom door, as many of my friends can probably recall:

The heights by great men reached and kept were not attained by sudden flight, but they, while their companions slept, were toiling upward in the night.

Henry Wadsworth Longfellow

Nowadays, unless I overtrain (physically overtrain – I rarely mentally overtrain, it happens but I rarely really tire mentally or psychologically), I still need relatively very little sleep. About 5 to maybe 6 hours at most. And despite aging I’ll often have to make myself sleep that much.

I do not like sleeping in the daytime, unless injured or sick, so that becomes unavoidably necessary, and have always been nocturnal by nature. Often even when I am actually in bed (supposedly sleeping) I am making notes, writing, inventing, composing, developing new business projects, working cases, etc. The bed and the dark are good stimuli for my creativity, and since my wife can sleep anywhere and sleeps a lot my bedside lamp doesn’t bother her (she tells me). So I’m free to work in bed too. Additionally I will often wake from dreams or during the night to make notes on things that have occurred to me in my sleep. People often tell me I am prolific, and that may well be true. Often however I am simply awake and working far more than they are. I have always been this way and it is natural and enjoyable to me to walk outside at 2 or 3 o’clock in the morning and hear the silence of the world long ago asleep around me and know I am just finishing up or about to restart at my Work.

I also rarely take stimulants, except I’ll drink a cup of coffee sometime during the day. I do take supplements and drink a lot of water. Watch my diet and exercise frequently (and that is my real problem with rest, either physically overtraining or becoming dehydrated – I have to guard against both things).

As I get older I do tend to rest more, as in relax more and recreate more and take more breaks from Work, but as far as sleep goes, I still seem to need very little.

And this both greatly affects and effects my level of productivity. As in I can get far more done with little sleep and by instead concentrating upon my Work.

Unless, of course, I drive myself to injury, sickness, or exhaustion. Then I know I have overextended myself. At those points I force myself to rest and to sleep until I return to normal.

 

What It’s Like to Need Hardly Any Sleep

“I get three or four hours sleep a night, and I never get tired.”
Collages by Eugenia Loli

While most people don’t function well after an extended stretch of four or fewer hours of sleep a night, there may be a very small percentage who can thrive under these circumstances. In a landmark 2009 study, researchers discovered a genetic mutation in a mother and daughter who seemed to need much less sleep than the average person — the first time any mutation relating to sleep duration had been found (while the sample size wasn’t huge, the effect was replicated in mouse and fruit fly studies). A more recent study, by researchers at the University of Pennsylvania, revealed a variation in that gene, and other researchers are currently observing the sleep patterns of research participants who claim to function on very little sleep.

Nobody knows exactly how many true “short sleepers” exist, but estimates put it at one percent of the population. They wake refreshed and energized after just a few hours of sleep, and those who have been studied tend to pack their lives with tasks that they perform well unaided by stimulants or other crutches. For instance, the very productive Thomas Edison may have been a short sleeper. “Cells don’t sleep,” he said in his most quoted anti-sleep rant. “Fish swim in the water all night. Even a horse doesn’t sleep. A man doesn’t need any sleep.”

Recently, Science of Us spoke with Jenn Schwaner, a 43-year-old short-sleeper from New Port Richie, Florida.

How much sleep do you usually get each night?
On average, I get about three or four hours, and I never feel tired.

Have you always needed so little sleep? What about when you were younger?
When I was a little girl, I’d wake with my father at 5 a.m. I can remember getting up with him that early from when I was about 3 years old. He worked as a computer programmer at Fort Hamilton. On average, we’d get about four hours sleep a night, but we didn’t know that there might be a medical reason for why we didn’t seem to need much.

When we were up, we had to be quiet, because we had a very small house and we didn’t want to wake the rest of the family. My dad would go on the computer or we would watch TV together: old movies like Laurel and Hardy, The Three Stooges, or Shirley Temple. He moved to Florida when I was around 7, but when I was older I had a computer, so I taught myself programming.

Did your lack of sleep impact your performance at school?
I went to a private Catholic school and I was always a very quick, sharp student. But I was also very bored in school, and looking back, I should have pursued so many other things but instead I studied to become a court reporter. I was so bored that I wasn’t looking forward to another four or six years of study. My mother told me about court reporting, which you can do at your own pace.

What did you do when you finished that course?
I got married the very next day — I was only 20. I had my first child when I was 26. Then I had a son in 2000 and another daughter in 2006.

What was pregnancy and nursing like for you? Did you get tired then?
Not really. In fact, with my third child, I didn’t find out I was pregnant until I was 20 weeks in. I wasn’t trying and I was very busy. I was coaching sports, sitting on community boards, and I was president of PTA. I couldn’t even remember when I last had a period, I was running around and doing so many things like a chicken without a head.

But I always said I was made to have children. It never bothered me when I got up in the middle of the night. It didn’t matter if it was every two or three hours, and I nursed all my kids. And then I started taking in foster children. A lot of the babies were born addicted to drugs — meth or prescription meds — and they need somebody to cuddle them and hold them in the middle of the night when they are going through withdrawal. I felt like I didn’t sleep at night anyway, and I knew that these kids really needed someone who wouldn’t get frustrated being up with them all night.

When I had my first baby, my husband was working nights, so he’d sleep during the day. I couldn’t make noise in the bedroom, so I was up doing all the things I normally did during the day while I was also nursing the baby at night. I breastfed her for 18 months. It was just the way it was. It never bothered me.

Was it just the fact that you didn’t need sleep that drew you to foster care?
I worked as a court reporter in dependency court for 23 years. One of my first jobs was in a very small town where everyone in the court system knew each other. I remember one Friday afternoon a 4-year-old kid came in — he had just been taken away from his parents and there was no place for him to go. They were arguing about where he should go. It totally sickened me. Here we were fighting over where a child needs to lay down for the weekend.

So that was my first experience of it, but I didn’t start taking in kids for long-term care until my kids were a older. I’d been hosting foreign-exchange students and I didn’t feel like that was a help. They were all so privileged and I wanted to do something for kids that needed it. And also, it’s not that my parents were hippies, but I was kind of a Peace Corps “I want to make the world better” person.

What’s it like sharing a bed with you? Do you bother your husband in the night?
I was married 22 years, but we are now divorced. My sleeping was an issue for him. He was a very light sleeper, so I slept on the couch for a number of years, probably for about the last eight years of our marriage. It definitely put a strain on our relationship, because he’s the type of person who has to sleep either eight or nine hours a night, and if I walk into the room at one in the morning, I would wake him up and he couldn’t go back to sleep. It caused issues.

You know, when I got divorced, it was kind of a relief. It was like, “Oh my gosh, I can walk around my house without waking anyone.” We had a one-story house for the majority of our marriage. I would think nothing of vacuuming at 2 a.m. and of course that would wake everybody, but now I didn’t have to worry about that. And I have a two-story house so everybody is asleep upstairs and I can vacuum all I want downstairs.

Are you single at the moment?
I have a boyfriend who understands it, and he’s not a light sleeper, so we can share a bed without a problem. There are some nights when he turns around and is like, “You have not slept all night.” And I’m like, “I know. I’m sorry.” He asks, “How do you function?” And I say: “it’s just the way I am. It doesn’t bother me.”

Can you talk me through a typical day from the minute you wake up to when you go to bed?
It really depends on which children I have at my house. At the moment, I have my kids plus three foster kids — a 13-year-old, a 2-year-old, and a 17-month-old. So the babies sleep through the night. I don’t use an alarm clock. I generally get up between 3 and 4 a.m. and I will start to do some work or laundry or cleaning and then I’m usually taking kids to the bus stop starting at 6:30 in the morning. Then I come back and wake up the others who get ready for school for 7 a.m., and then I start the rounds of dropping them off at different bus stops.

I drop the babies off at child care at about 8:30 and I start court calendar at 8:30 or 9 a.m. and I work until between 3 p.m. and 5 p.m.  Then I start picking kids up again. The babies first, usually at about 3 p.m.; my 8-year-old gets off the bus at 4 p.m. and then the other kids usually get home between 4 and 5 p.m.

It’s softball season right now, so it’s crazy. We go five days a week at about 6 p.m. One of my morning rituals is cooking dinner. I’ll crock pot so everybody can grab something to eat before their evening activities. And we do homework in the car, then we come back home and the kids shower. If you walk into my hallway, there’s charts everywhere: the rules of the house, who gets showers at what time (to avoid any bathroom collisions).

Read More

What It’s Like…

To Have A Massive IQ

To Remember Almost Everything That Has Ever Happened to You

To Need No Sleep

To See 1,000,000 Colors

To Be a Lucid Dreamer

My oldest is in by 11 p.m.; on the weekends, she’s in by midnight, but that doesn’t mean she shuts down because her friends come to our house and they stay up until about 2 a.m., and they sleep through to 10 a.m. The babies and little kids are asleep by 9 p.m. and the older kids are asleep by 11 p.m.

I don’t worry about my oldest too much anymore, but she can still keep me up. Her curfew is midnight and because I sleep when I’m tired — I don’t fight sleeping — I might sleep from eleven until two. If she’s not home yet, I have to wait for her. My house has always been the hang-out house. I am a big cook and she has a very large room with a fridge and a couch in there, which is the hang-out room for all her friends.

But I usually go to sleep close to 12 and then start all over again. It’s crazy. My life is extremely hectic.

Do you ever feel tired?
If anything gets me tired, it’s stress, and it’s more that I get stressed than tired.

Can you describe what that feels like?
You know, I think as I’m getting older — I’m 43, so I feel it more in my muscles, but my mind still doesn’t shut down. I’ll sit at the computer for an hour. I’ll do a load of laundry. Then I’ll go back to the computer for 45 minutes. And I’ll start making dinner and then go back to the computer and start doing something else. I’m not a very sedentary person. There’s always something to do: laundry, dinner, clothes in the dryer. It never ends.

How did you learn that you are a short sleeper?
I only found out I was a short sleeper about a year and a half ago. My father was working at FSU and he had heard of a study that was being led by a geneticist at the University of Califonira, San Francisco, so he contacted them. When the media heard about it, he was interviewed and he said, “Well, if anyone has this worse than me it’s my daughter.” So ABC came and followed me for 24 hours. My father was characterized by researchers as having features in common with other short sleepers.  They think it’s caused by a variation in a gene, but they don’t know a whole lot about it — for example, if it’s more likely to be passed on from men to their daughters or if we even carry it.

Do you think any of your children are short sleepers?
I don’t think so, but if there is a candidate, it might be my youngest … She’s nothing like I was at her age, but she does come through to my room all the time in the night. She’s a light sleeper. She could fall asleep in a wheelbarrow and then be awake after 15 minutes.

When I found out that “short sleepers” were a real thing, it relieved me. I wish that I had looked at it the way the reporters saw it. They thought it was so great, that I was so lucky because I had so much more time in my life to accomplish things. Even though I always had an instinct to fill that time, I didn’t really cherish it and I should have from a much younger age. I fought it for so many years. I would lie in bed and tell myself go to sleep, go to sleep. Shut down! I did everything possible with the exception of medication. I tried meditating and nothing did it. I’ve embraced it a lot more seeing how jealous other people are of me. I have overfilled my life with things, but it’s what I enjoy doing.

You work as a court reporter. I bet that requires a lot of concentration and attention to detail?
It does. I mostly do high-profile criminal cases — first degree felonies. I do death-penalty cases and I have to write real-time, verbatim reporting of everything everyone is saying in the court room. We do it on a steno machine. You can only touch ten keys at a time and you make a language based on phonetics. I’m certified at 235 WPM on the steno machine.

Given that your job deals with such heavy subject matter, do you find it hard to switch off from that? Do you think about the court in the middle of the night?
Very rarely now do I dwell on my work. But when I was young, I would come home and I would be really bothered by the divorce cases. It was terribly hard to see people who had once loved each other treat each other so horribly. I used to joke to my husband, “Don’t ever try to divorce me because I will take my chances in criminal court before I take my chances in divorce court.” We had a very amicable divorce since I didn’t want to do anything that would hurt my kids. But very rarely did the criminal cases bother me.

What happens when you’re sick. Do you find it hard to take to your bed?
Yes, I find it hard to lay still, but it’s actually very rare that I get sick. It actually stresses me out to have to be sick, even just the thought of it, because I can’t imagine being stuck in my bed and recuperating. Who is going to look after all the kids? Who is going to take care of them? Who is going to make dinner? Some of them are getting old enough now that they can function, but they don’t function well. I have to come downstairs and spend three days cleaning after I have been sick for a day, so being sick really stresses me out.

What’s air travel like for you? And are you impacted by time difference?
I never get jet-lag and it annoys me when I travel and I see people asleep on the plane. I don’t sit still. In any relationship I’ve ever been in, they ask me to please sit still and watch the movie and I can’t, it’s like I have laundry to do or this other task to do, so being on a plane just drives me absolutely crazy. I feel like I need to get up and jog or something.

I’m happy to go on very long road trips — I’ve driven very, very far. I’ve taken my softball team to Louisiana, to Tennessee, to North Carolina. I’ve driven from Florida to New York a few times, and California. I usually take the kids and go straight through the night, so there’s about six to eight hours of everyone sleeping. I just keep on driving.

Does drinking impact your sleep?
I don’t get hangovers. If I overdo it and I get a headache, that’s saying a lot. Most people in their 40s are sick for a day and a half. If I drink too much, then I may go to bed at two and get up at six — maybe I get an extra hour’s sleep!

What happens when you take stimulants? I’d imagine things like a 5-Hour Energy or recreational uppers would have an extreme effect on you?
I have one cup of coffee a day, usually in the morning. I’m a Dunkin’ Donuts junkie — I love my iced coffee, so I usually have a medium whatever their specialty coffee of the month is and that’s my thing. I do think I need the caffeine.

What would you say is the best thing about being a short sleeper?
The best thing is that I have so many more hours in the day to get things accomplished. I still say I wish I had more hours in a day, and I have more hours than most people.

Do you get annoyed with people who count how much sleep they have had and complain about being tired?
Yes. Even when my kids sleep crazy amounts of hours I get annoyed. Teenagers can sleep probably for 12 hours straight, and I get so annoyed because I think they are wasting their lives. Why are you wasting your life sleeping? There are so many things that you could be doing. That’s how I see it.  So, I don’t like them sleeping for longer than necessary because they are wasting their lives. That’s always been my thing. You have plenty of time to sleep when you die. You might as well embrace life.

This interview has been edited.

%d bloggers like this: