That’s thanks to a recent Justice Department settlement with a crusader named Cody Wilson, who since 2015 has been battling regulators and government attorneys over his right to publish the 3D-printed gun CAD files online through an open source platform. It’s an unexpected twist in a long legal battle that seemed all but over after the Supreme Court refused to hear the case back in January. Josh Blackman, one of Wilson’s attorneys told Inverse that preventing Wilson from publishing the designs was a free speech issue.
“The argument is that they have a first amendment right to speech, and the government was telling Cody he couldn’t put these files on the internet,” Blackman explained. “The State Department used to regulate this kind of technical data, but the government shifted that to the Commerce Department which is a much more lenient approach … Cody was the only one subject to this old regime.”
It does seem fair to point out that it isn’t particularly difficult for someone who wants to find these designs to get them, torrent files have been available pretty much since Wilson first posted them.
But gun control activists like Adam Skaggs, chief counsel at the Giffords Law Center to Prevent Gun Violence, tells Inverse the decision will make it easier for people who can’t buy guns legally to 3D print their own. They also worry that the more widely available these schematics are, the more likely it is law enforcement officials will encounter more untraceable guns without serial numbers.
“What we see again and again is that people who aren’t legally allowed to have guns — they go into a gun store and fail a background check — they’re just going to turn around and go online,” Skaggs explained. “And with the click of a mouse, they’ll get the info and materials to build their own, that’s exactly what they’re going to do.”
Fortunately, the technology for manufacturing 3D printed guns isn’t terribly effective yet, and 3D printers can also be expensive. But the problem may have more to do with what tomorrow’s criminals are able to do with Wilson’s designs as opposed to what will happen when the software files go back online later this summer.
“When you make it that easy to buy guns where you don’t have to pass a background check, they don’t have registered serial numbers … that presents a huge range of problems,” Skaggs said. “Criminal enterprises that face challenges in legally acquiring guns are just going to start avoiding gun stores entirely and just building their own.”
I know that we are only two days in but so far this entire week has already been or will be meetings, taking people places, talking to investors, research, reorganization, testing processes, and travel.
I know that technically all of these things are productive, but it doesn’t feel very productive to me. It feels like I’ve already blown the entire week due to the time suck.
I just want to work uninterrupted.
I sometimes wish there were ten of me that I could delegate mundane tasks like travel to these other selves while I just worked. Usually that’s all I really want to do… just the Real Work.
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.
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.
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.
I have been experimenting with a new way of Working that is succeeding quite well. I have narrowed down all of the really important things I do every Work Day plus on my 3 Sabbaths and reduced them to 4 (or less) Essential Items. I therefore get up every day and do these 4 Essential Items every day first thing.
Then, and only after these 4 Essential Items are done do I go on to the rest of my schedule and whatever else I have to do. This assures I do the most Essential things first and foremost without excuse or interruption or interference.
This system has worked out extremely well for me… I highly recommend it. This is my Personal System (below). Of course develop one of your own to cover what is most essential to achieve for you.
One of the start-up world’s favorite words, in addition to disrupt, pivot, 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).
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.)
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 Timespiece, 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.
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.”
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).
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.
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.
You may live as the King Fish in a small pond for as long as you wish but one thing you will never do is cause the pond to grow any larger. Therefore if you would truly reach your real mass you must swim for the sea.
BETA READERS for my fictional writings and novels and (if you wish) the poetry and songs that I intend to publish. I want only brutally honest opinions, and I want a wide range of readers/reader-types. (There will be no pay but I will exchange favors and see to it that you are provided with free copies of the finished works). Confidentiality regarding my writings will be expected of course, and I will restrict my beta readers to maybe 6 to 8 people, but I will treat you right.
A good, decent, hard-working, and ambitious LITERARY AGENT (to match myself).
An EMPLOYEE TEAM for my start-ups. (People to run the businesses, handle marketing, and run day to day operations while I and my partners handle funding and investors, etc.) More on that later.
A TEAM OF BUSINESS BUILDERS/DEVELOPERS AND INVESTORS (start-ups primarily but we may also handle brokerage and turn-arounds on rare occasions) to be put together to found and profit from new business ventures. More on that soon.
PARTNERS to work with me on developing and designing (CAD and prototype designs) my inventions and app designs.
GAME DESIGN PARTNERS who can take the games I’ve designed and/or written and either build physical products out of them or in the case of computer and video games program basic builds that we can use to pitch to game studios.
A brief word of explanation on the above:
Beta Readers – I tend to write my fictional works, short stories, and novels in the following genres: children’s stories, detective and mysteries, espionage, fantasy and myth, historical fiction, horror, and science fiction. My current novel is a high fantasy/myth about Prester John and the Byzantine Empire. I tend to insert a lot of historical and literary references into most of my works. I would not expect my Beta Readers to provide me with detailed critiques or edits, though if you wished to do so that’s up to you. I’m really just looking for basic opinions and do you like the plot, stories, works, etc., and do you have any advice for improvements? As I said I’m open to favor exchanges and free copies of my works.
Also, when it comes to my songs I write the lyrics but I have no real time right now for composing. If you are a composer or lyricist and you wish to enter into a song-writing partnership with me then we will split the credits and your contributions and shares of any successful songs will be protected by contract.
Literary Agent – I want a literary agent with a wide range of interests and one with whom I can develop both a professional relationship and a personal friendship. (I much prefer doing business with people I enjoy.) I want a literary agent who is ambitious, as I am, and one who can help me make my writings successful so that we may both profit handsomely.
Employee Team – more on this later but I’m looking for a good employee team as well as a strong, tight, efficient, and profitable team of administrators, managers, and officers.
Business Builder/Investor/Investment Team – more on this later but I need good people from all areas/sections of the country, and possibly members from outside the US, who can look realistically at start-ups and help develop and fund them into successful enterprises. Backgrounds in brokerage, business building and development, communications, entrepreneurship, investment, and deal-making most desired. But we can also look at other backgrounds. Realistically risk will be high, and loss always possible, but profits should be considerable on successful ventures. This will be both a business creation and development and investment team, sort of like an Investment Club but with a far wider range of interests and with more hands on developmental involvement.
Invention Partners – partners in design and prototyping and product development. We’ll start out with my inventions and maybe yours as well and possibly graduate to taking stakes in other inventions and related businesses if the idea seems solid and viable.
Game Design Partners – people who can take my game designs, and your own, and build programs or physical products out of them. Depending on how much you contribute we’ll take profit shares on sales of the games, regardless of whether it is by the game or we sell the designs outright. As with the inventions your work will always be attributed in the design and protected as a share of profit by contract.
Finally you should know that in working with me my very basic and fundamental Worldview is that I am a Christian by religion, spirituality, philosophy, and nature, a Conservative (with some strong Libertarian leanings) in cultural and political and social matters, and a Capitalist when it comes to economics and monetary affairs.
Therefore I am a disciple and proponent of the teachings of Christ (Truth, Justice, Personal Honor, Honesty, and Fair Treatment of all based on individual behavior are extremely important to me, and I tend to like Charity and Philanthropy), God is my mentor and my best friend, I am Conservative in nature and very much believe in Hard Work and Personal Effort and Individual Initiative and Self-Discipline, and I am pro-Business, Development, Entrepreneurship, and Wealth. I also like to see people exploit their own talents and benefit and profit thereby. I set extremely high goals for both myself and others, and I expect much, but think I am fair and just to work with. I do discriminate and unapologetically so, but not regarding matters of background, class, race, or sex. I only discriminate between good and bad behavior, and between industry and laziness. As a boss or partner I will not long endure intentionally bad or destructive or self-destructive or foolish or apathetic behavior. I am not at all bothered by failure if you seek to improve and advance the next time.
If that all sounds fine by you and you are interested in any of these ventures then please contact me via email or by my Facebook or Linked-In pages or through my blogs or other webpages. We’ll begin Work.
Much of my morning will be spent writing up my proposal for a new business project and the functional and operational structure of the business itself. Or, to be more accurate, transcribing my formulation notes into a proper form for developing the body of the actual proposal.
Later today, in the afternoon, I’ll be devising much of the pitch, assessing the projected financials (it should be able to generate more than one income/revenue stream, and should be able to be funded in more than one way), and so forth.
By the end of the week I plan to present the idea to some potential partners and maybe even an investor or two.
I’m looking forward to this as it is an excellent idea and in a field/industry that interests me a great deal.
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
“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
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.
“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.
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 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
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
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.
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.
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.)
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.
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.
These are the five sacrifices that every entrepreneur needs to make:
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.
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.
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.
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.
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.”
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.
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.
Start Blogging, Start a Business, and Build an Authentic Brand
Bestselling author and successful entrepreneur Emily Schuman of Cupcakes and Cashmere on building a thriving business.
BY JEFF HADEN
Some months ago I published a post about commonly misused words. Several hundred thousand people read it, so it was reasonably popular, but as with most posts, in time the views slowed.
Then one day, seemingly out of nowhere, tens of thousands of people read it.
I did a little digging and learned that all those readers came from one small link in a post called “Links I Love” on the fashion, food, and lifestyle inspiration blog Cupcakes and Cashmere. That’s far and away the most readers an external link has generated for one of my posts, including tweets from people with millions of Twitter followers.
Tell me where the idea came from, what you were doing at the time, what your hopes were.
I started my blog in 2008 as a purely creative endeavor. I was working in online ad sales at the time, which was a good job, but didn’t provide any sort of outlet for creativity or cover any of my passions, which are fashion, food, beauty and home decor.
I didn’t have any specific goals or ambitions, other than to document ideas and create simple content that I enjoyed and perhaps a handful of others would appreciate. Over the first six months I noticed a slight increase in traffic, which led me to think I might be able to earn a little extra income to supplement my normal salary.
Early on, what challenges did you face and what mistakes did you make?
One of the biggest challenges I faced early on was trying to do everything by myself, rather than delegating or working with other skilled people. I’m not tech savvy, so when my site would crash or I wanted to add a new feature I would spend hours looking up tutorials and sloppily coding pieces into the backend of my site… which would often make things worse.
I eventually turned to people (specifically my then boyfriend, now husband) to help find support for the growing site. Thankfully he worked in the digital media space and called in a few favors, but I definitely learned you can’t build or run a successful enterprise singlehandedly.
How did you differentiate yourself in such crowded space?
One advantage I have is longevity. I started my site when blogging (specifically fashion/lifestyle) was still a nascent area of media, so the fact that I’ve been doing it for over seven years has provided a little bit of legitimacy. I’ve also evolved over time, so rather than focusing on the same content I’ve tried to diversify and expand on the categories I cover.
A lot of the readers have grown up with me, so there is a very personal connection we share and they relate to a lot of the experiences I’ve showcased (like getting married, buying a home, having a baby) that provide a more authentic experience than simply sharing pretty photographs.
Lastly, consistency is key. I haven’t missed a post in seven years, so readers know there will be something new each morning… and I’ve heard from a lot of them that they love starting their day with a cup of coffee and reading the latest post.
Tell me about your overall theme, “aspirational meets attainable.” Intuitively I get it, but I would think striking that balance is tough.
This has been the core idea of the site since day one primarily because I wasn’t making a lot of money–so my goal was to create a lifestyle that felt elevated without draining my bank account. (A lot of this stemmed from my experience at Teen Vogue where I was exposed to a mix of amazing designers and media that was semi-relatable but simply out of reach.)
As my business has grown and I’ve been lucky enough to increase my income, I’ve worked hard to maintain the tenets of the “attainable” tone, primarily through the data we’ve collected. We know the price points readers respond to, we know the retailers they prefer… so while not every piece of content will resonate, we make sure most of what we put out is in line with what people expect to see and makes them feel comfortable.
There are a lot of blogs that suddenly change their tone or content once they begin to grow, but I feel a big part of my long-term success is built on knowing the audience and not straying from the core messaging.
How do you decide on your topic mix? You have food, clothing, household items, career advice, fashion…
Every topic is based on something I’m passionate about, but we also have a set editorial calendar to make planning easier. This has evolved and been refined over the years, based on audience response, but we look at it kind of like TV programming (i.e. Monday = Fashion & Decor, Tuesday = Food & DIY, etc.)
I think consistency and knowing what to expect on a certain day gives the audience a sense of comfort.
You make your living with your blog, which means partnerships and advertising. A great offer from a potential advertiser has to be tempting, even if it isn’t great for your brand or your audience. It’s always tough to turn away revenue.
As with many bloggers in this category I receive dozens of advertising opportunities each week, almost all of which I don’t accept.
However, the advertisers I do work with are a natural fit for the content we’re producing; you wouldn’t see me driving a Hummer in a post.
That’s not one of the advertisers I’ve turned down, but I have had offers from companies who clearly have never read my blog and have offered a lot of money to integrate a product into the site, regardless of whether their audience was even remotely aligned aligned.
You get dozens and often hundreds of comments on every post. Why do you think your audience is so engaged?
I don’t mean to sound redundant, but consistency and authenticity are the key elements to building an engaged audience.
The readers have built an emotional connection with the site and ultimately they look at it as more than just some text and words. I’ve had people approach me on the street and say, “You’re Cupcakes and Cashmere,” rather than calling me by my name, so there is sometimes a disconnect between the brand and myself… but either way, the connection is real and they relate to what I’m creating.
You’ve published one bestselling book and have another book in the works. How have you leveraged your online presence to offline products and ventures? And do you have a longer-term strategy?
My second book, Cupcakes and Cashmere at Home, comes out on May 19 and I can’t wait to share some of my favorite interior design and entertaining tips.
I’ve been working with a licensing agent for the past two years to explore and expand retail opportunities with the brand and we’re actually launching a new product line this summer. I can’t say more about it yet but it is within one of the main categories I cover on the site. We’ve locked in two large retail partners (one is brick/mortar online, one purely e-comm) and we’ve been in the process of developing two other product lines within another category.
The long-term goal is to establish a successful line of branded products that benefit from the blog but are a stand-alone business.
Say I meet you in an airport lounge, find out what you do, and say, “I’ve always wanted to start a site on (my passion.) Any quick tips you’d give me, and common mistakes to avoid?
Be patient with your goals since success will most likely come slowly, if at all.
If you’re creating original content, be prepared for it to consume a lot of your time.
For areas that you’re not skilled in, find great collaborators.
Get a basic understanding of the digital media landscape. Learn about analytics, do some research on advertising, and be able to speak about your audience value.
Be authentic and learn to differentiate yourself. Most likely the category you’ll cover is overly saturated with content, so you need to find a way to make your work stand out.
Mistakes to avoid:
Sacrificing quality over quantity. Your audience will be built on trust and the entertainment value you provide. If your quality slips, so will they.
Taking every offer that comes your way. At first it’s very tempting to accept offers from an advertiser, but ultimately, it degrades your credibility if you become an advocate for anyone willing to pay you. Be selective.
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.
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…
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.
The modern men of the West rarely lack for sustenance of the body. What they most lack is substance of the Soul.
What they are most in need of is True Courage and Virtue. What they most hunger for, without even being aware of it, is Real Manhood.
If the modern man of the West were regularly fed Real Manhood, or even far better, if he could habitually grow his own, then the benefit to himself, and the profit to the entire World would be incalculable.
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.
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.
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.
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.
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.
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.
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.
The best employees will be able to easily recall their struggles, says SpaceX’s CEO.
By Laura Montini
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.
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 Enterprisesfor 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)
2 Songwriting Partners (composers primarily, since I am primarily a lyricist)
At this point in my Business Career I am moving more and more back into the fields of Brokerage, primary Contacts Brokering, and Consulting.
Yes, I will still engage in Business and Copy Writing, especially as regards producing my own books and works. I will also still occasionally engage in Business and Copy Writing for some clients, old and new, if the project is interesting and profitable enough.
But more and more lately I feel myself being drawn back into the worlds of Brokerage and Consulting. The same for my company, Open Door.
So my new business emphases will lean more and more heavily towards Contacts Brokerage and towards Consulting, specifically with an aim towards Strategic Business Planning and Growth and Development.
Those will once again be my primary Business Markets.
In addition I will still be pursuing my Careers as an inventor, a fiction writer, and a songwriter.
Contact me if you are interested in pursuing projects of this type.
I was charging my cell phone just now when I was struck with a great idea regarding the eventual miniaturization of things like quantum computing.
A charger and switch filter which doesn’t just charge your phone but does things likes control the flow of electrons so tightly that you can even arrange how the spins align on the battery or circuits to achieve things like spintronically aligned quantum computing and the room temperature mimicry of superconductivity.
Functions might be practically unlimited based on exactly how we could devise and design the actual control elements.
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.
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.
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.
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.
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!
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
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.
“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).
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.