A proactive community partner providing quality financial products and services that go beyond a typical bank through recognized extraordinary service and valued relationships.
In every community MVB serves and in every action we take as the total MVB Team, we must clearly show our commitment to a set core values we will always demonstrate in our talk and in our action.
Integrity - We will do the right thing, live our values, and always demonstrate appropriate actions and a positive attitude.
Accountability - We will demonstrate unconditional responsibility, support the whole team, and consistently deliver on our commitments.
Teamwork - We will show common courtesy, pull together to achieve greater results, always putting the team above self, and foster family values through faith and solid relationships.
Respect - We will remain humble, accept all others, embrace diversity and treat others as we want to be treated.
Honesty - We will build trust, have open communications, always be authentic and seek to be valued for the care we give to our working relationships.
Community - We will transform lives, grow businesses, and strive to bring out the best in each other, our clients, and the communities we serve.


When undertaking an engine build of this level, there is always some sort of hurdle. Add into the equation the use of newly developed parts and you'll definitely find surprises. In this installment, we initially planned on featuring the balance and assembly of the block, but we ran into some problems of our own. However, it would be an injustice to you, as the reader, to make every job seem like a cakewalk (like certain TV shows that start with Horsepower). Due to the tight schedule of our build, we wanted to give you the reality of our problems and what we did to get through them. Blueprinting and building engines isn't an easy undertaking and should never be taken lightly. In this installment we are going to go over the importance of pre-fitting components and balancing the rotational mass of the engine assembly.
Progress is the most important part of any build/project. Even with these roadblocks, we were still able to do what we needed to move forward. This goes back to what we've been stressing from the beginning: be meticulous. From here, we'll be sending out any component with a friction surface to WPC for treating and assembling the motor. Be on the lookout for the next installment of our 750hp KA24DE(T).


RPM. Capstan 24,000 lbs. @ 30 FPM. 12,000 lbs. @ 60 FPM. Barrel size 22" diam, 24%" high, 2 for sale.
Style M—electric—totally enclosed motor tor outdoor use.
Aluminum, double dia- — phragm. Wilden M15—3" —W' air inlet. 125 lbs. air needed; M8—2"—V2" air nlet, 75 lbs. air needed.
HORIZ. DUPLEX PUMPS 5%" x 4" x 5" mfg by Union: 5V2" x 4%" x 5" mfg by Fairbanks-Morse.
CRANE SCALES 50,000 & 200 000 lbs. Attach to hook.
STEEL DOGS 6-Dog rightand left hand hinged doors with frames. Constructed of V«" steel plate and meet Coast Guard regulations for above deck as well as below deck use. All dogs are bronze bushed. Built to ABS.
WHEEL OPERATED LEVER OPERATED 6-DOG 26" x 48" 30" x 60" 8-DOG 26" x 66"
They feature in-line flow, packless gate con- struction and a pilot solenoid that is positioned to allow good radiation to the ambient and isola- tion from the main valve body temperature.
Specifications include: temperature range of — 65°F to +750°F operating pressure range of 20-250 psig; proof pressure of 570 psig; burst pressure of 950 psig; 0.03 lbs/minute external leakage over operating pressure range; voltage, 18-30 VDC; Cv of 5.2 to 10 (depending on mod- el); available in xh and 1-inch line sizes.
Options available include internal or external venting, latching coil and a variety of port fit- tings and electrical connections.
PHASAR-TACH, measures rotational speed over the range of 50 to 20,000 rpm to an accuracy of +/ -1 rpm. Speeds are measured by aiming the instrument at a single reflective marker on the rotating object and reading the displayed speed directly in rpm. Speeds can be measured at distances up to three feet and angles up to 45 degrees from the reflective target.
Two models of PHASAR-TACH are avail- able, the PHASAR-LCD featuring a liquid crys- tal display, both equipped with an on-target indicator. Both models are powered by four "AA" batteries accessible by lifting the hinged top cover of the instrument.
For those applications where the operator needs both hands free, PHASAR-TACH may be latched in the 'on' mode by means of a locking push button on the pistol grip trigger, and mounted on a standard '/-20 threaded bushing at the base of the handle.


text:
Sector Involvement
Advised Funds
Impact & Results
Industry News feeds
Organizations Seeking Funding
Gawa Microfinance Fund
Investment Targets
Our Team >
Board of directors of GAWA Capital
Antonio Garrigues Walker
Non-executive Chairman of GAWA Capital. Honorary Chairman of law firm Garrigues Abogados and Chairman of Garrigues Foundation
Mr. Garrigues is currently Chairman of law firm Garrigues, Spain's largest law firm and one of the most important firms in Latin America. He also serves as Honorary Chairman of United Nations High Commissioner for Refuges in Spain, Executive Committee member of Trilateral Commission Asia-Europe-North America, Chairman of the Foundation Council Spain-Japan, Honorary Member of the Foundation Council Spain-USA, Member of the Foundation Council Spain-China, Honorary Member of the American Bar Association and Chairman of the University of Navarra Global Law Chair. Mr Garrigues is "Doctor Honoris Causa" by Universidad Europea de Madrid, Universidad de Ciencias Empresariales y Sociales de Buenos Aires, Universidad Pontificia Comillas and Universidad Ramon Llull.
Esther Giménez-Salinas
Board member at Banco Santander
Ms. Giménez-Salinas is the former president of Universidad Ramon Llul, one of the most prestigious private universities in Spain. She is currently an independent director at Banco Santander. She has been Chairman of the "Mona i Ciencia" Commission of the Catalunya Interuniversity Council and an Advisor to Spain Ministry of Education. She has been member of the Consejo General del Poder Judicial (Highest Spanish Judicial Body) and General Manager of the Centre d'Estudis Jurídics of the Justice Department of the Generalitat de Catalunya. She has been board member of the Fundación Catalunya Oberta, Member of the Spanish Group of the Trilateral Commission, member of the Scientific Committee of Criminal Policy of the Council of Europe. She is an advanced researcher and publisher of many academic papers related to justice for the youth, poverty, education, delinquency and immigration. She was Professor of Criminal Law at ESADE, and holds a PhD in Law and a degree in Psychology.
Eduardo Diez-Hochleitner
Chairman of MásMóvil Telecom and of Samaipata Ventures
Mr. Diez-Hochleitner holds more than 30 years of experience in general management and corporate finance. He has played a key role in the founding of GAWA Capital as one of its Co-Founders. As a business angel Mr. Diez-Hochleitner has helped launching several companies including MásMóvil, Canalmail and Bodaclick. He has been Vice Chairman and CEO of 20 Minutos España (publisher of Spain's leading free newspaper). He is also an advisor and board member at several companies.
He has been a Partner at Apax Partners for 5 years, where he was heading the media investment group in Spain. Before Apax Partners, Mr. Diez-Hochleitner was the COO and CFO for the largest media group in Spain, Grupo Prisa, where among other responsibilities he led the expansion of the group in Latin America and the group's IPO process.
Mr. Diez-Hochleitner started his career in banking, where he held various responsibilities at the Dresdner Bank and BNP Paribas group, including heading Banexi in Spain.
He holds a Master of Business Administration (MBA) degree from IESE (Universidad de Navarra) and a BA from Universidad Autónoma de Madrid.
David Jiménez-Blanco
Group Strategy and Chief Restructuring Officer, Abengoa
Mr. Jiménez-Blanco has over 25 years of management and investment banking experience at top global institutions in London and Madrid. During his investment banking career he advised the largest Spanish and Portuguese companies in their most important strategic and financial transactions, including Telefonica, Endesa, Banco Santander, Repsol, ACS, Ferrovial, EDP, Portugal Telecom.
Prior to joining Abengoa he was CFO at World Duty Free Group (the European leader in airport travel retail with global sales of over €2bn in 2012). Previously he was a partner at the private equity firm BK Partners, which manages among other funds the Balam Fund, specializing in investment in the renewable energy sector in Mexico. Mr. Jiménez-Blanco was from 2006 to 2009 the Chairman and CEO of Merrill Lynch in Spain and Portugal. He became involved in GAWA Capital in 2009, due to his high interest in microfinance, impact investing and poverty alleviation. Before joining Merrill Lynch in 2006, David served as Head of the European Industrials Group at Goldman Sachs' London Office, having been Co-Head of the Spanish Investment Banking Team in Madrid. He worked for Goldman Sachs from 1995 to 2006. Before Goldman Sachs, Mr. Jiménez-Blanco was a Director of Investment Banking at Salomon Brothers in London, where he worked from 1989 to 1995.
Mr. Jiménez-Blanco holds a Business Administration degree from CUNEF (ascribed to Universidad Complutense Madrid).
Santiago de Torres
Chairman of the Economic Commission of the Fundación Albéniz
Mr. de Torres is the Chairman of the Economic Commission of the Fundación Albéniz, Vice-Chairman of the Alzheimer International Foundation and Board Member of Fundación Solidaridad Internacional.
Over 30 years of experience in public service, social organizations and as board member of several corporations. He was Deputy Secretary of State of Culture and of Social Affairs, Delegate in Madrid of the Generalitat de Catalunya and General Manager of Public Health.
He holds a MD degree from Universidad Autónoma de Barcelona.
Rafael Roldán
Chairman of Ernst&Young Corporate Services
Over 30 years of experience in corporate finance and strategy.
Former founder and chairman of Ambers&Co. He holds a chemical engineering degree from Universidad Complutense Madrid and postgraduate degrees from University of Chicago Graduate School of Business and ICADE.
Ricardo Gómez
Secretary of the Board
Senior Partner and Chairman of the Board of Managing Partners at Garrigues Abogados
More than 30 years of experience as an attorney, Ricardo Gómez-Barreda, is a specialist in M&A and financial taxation. Throughout his career at Garrigues, Mr Gómez-Barreda has specialized in providing tax advice to financial institutions and multinationals, as well as in M&A. He has widely advised ongroup reorganizations and international deal structuring. He is also a renowned expert in management buy-out and leveraged buy-out transactions, project finance, acquisitions and productdesign for the banking industry. He is a frequent speaker at seminars and conferences both in Spain and abroad.
He holds a law degree and an economics degree from Deusto University.
Alfredo Soriano
Managing Director, Head of Investment Banking at JB Capital Markets
One of the founding partners of Ambers&Co, Alfredo has more than 15 years of professional background in M&A practice, with specialization in TMT and renewable energy industries. He has also done consulting work in the definition, development and analysis of business plans for start-ups and lectures on Corporate Finance topics at various institutions.
Alfredo Soriano has a law degree with further education in finance, and is a member of the Madrid Bar Association.
Home page - Contact Us - Copyright 2012 GAWA Capital Partners SL. All rights reserved.

redpajama_set_name: RedPajamaCommonCrawl


text:
WLPW (105.5 FM) is a radio station licensed to serve Lake Placid, New York, United States. Established in 1979, the station is owned by Jonathan Becker and Gregory Gallacher, through licensee North Country Radio Corp.

WLPW formerly broadcast a classic rock format branded as "Rock 105", which was simulcast with WRGR (102.1 FM) in Tupper Lake, New York; the stations subsequently began to simulcast sister station WNBZ-FM. WLPW went silent in June 2017 after the station stopped paying rent on the tower it had broadcast from. In November 2017, as part of its acquisition of WNBZ in Saranac Lake, North Country Radio, owner of WSLP, obtained a right of first refusal to buy WLPW for $25,000 within thirty days of the station returning to the air.

On March 9, 2018, the FCC granted the application to transfer the license and ownership from Radio Lake Placid, Inc. to North Country Radio. The transfer was consummated on March 15, 2018, at a price of $32,500.

References

External links

LPW
Radio stations established in 1979
1979 establishments in New York (state)
Mainstream rock radio stations in the United States

redpajama_set_name: RedPajamaWikipedia


A stranger is watching. . . . — It?s 1881, and life has been good to Sally Lockhart. Unlike most Victorian women, Sally is completely independent, with her own successful business and a comfortable home for her young daughter, Harriet. But Sally?s whole world is about to collapse. A stranger emerges, claiming to be both her husband and Harriet?s ... more »father and threatening all that she has?her business, her child, her very sanity. Sally realizes with growing horror that there is a guiding hand behind this deceit: someone who hates her so passionately that he has devoted years to bringing about her ruin. And there?s only one man that could possibly be. . . .


text:
<?php

namespace com\mohiva\common\lang;

use ReflectionClass as InternalReflectionClass;
use com\mohiva\common\cache\containers\AnnotationContainer;

/**
 * The `ReflectionClass` class reports information about a class.
 *
 * @category  Mohiva/Common
 * @package   Mohiva/Common/Util
 * @author    Christian Kaps <christian.kaps@mohiva.com>
 * @copyright Copyright (c) 2007-2012 Christian Kaps (http://www.mohiva.com)
 * @license   https://github.com/mohiva/common/blob/master/LICENSE.textile New BSD License
 * @link      https://github.com/mohiva/common
 */
class ReflectionClass extends InternalReflectionClass implements AnnotationReflector {

	/**
	 * An instance of the `ReflectionDocComment` class.
	 *
	 * @var ReflectionDocComment
	 */
	private $docComment = null;

	/**
	 * Gets the constructor from a class.
	 *
	 * @return ReflectionMethod A `ReflectionMethod` object or null if the class has no constructor.
	 */
	public function getConstructor() {

		/* @var \ReflectionClass $method */
		$method = parent::getConstructor();
		if (!$method) {
			return null;
		}

		return new ReflectionMethod($this->getName(), $method->getName());
	}

	/**
	 * Get all implemented interfaces.
	 *
	 * @return ReflectionClass[] An associative `array` of interfaces, with keys as interface names and
	 * the array values as `ReflectionClass` objects.
	 */
	public function getInterfaces() {

		$interfaces = array();
		foreach (parent::getInterfaces() as $name => $interface) {
			$interfaces[$name] = new ReflectionClass($interface);
		}

		return $interfaces;
	}

	/**
	 * Returns the name of the first found constant for the given value. The prefix
	 * can be used to restrict the constants to check for. This is an advantage if
	 * multiple constants with the same value exists.
	 *
	 * @param mixed $value The value of the constant to find.
	 * @param string $prefix A string prefix.
	 * @return string The name of the constant.
	 */
	public function getConstantByValue($value, $prefix = null) {

		$constants = $this->getConstants();
		foreach ($constants as $constName => $constValue) {
			$pos = $prefix ? strpos($constName, $prefix) : 0;
			if ($pos === 0 && $constValue === $value) {
				return $constName;
			}
		}

		return null;
	}

	/**
	 * Gets a `ReflectionMethod` object for the given name.
	 *
	 * @param string $name The name of the method.
	 * @return ReflectionMethod A `ReflectionMethod` object.
	 */
	public function getMethod($name) {

		return new ReflectionMethod($this->getName(), $name);
	}

	/**
	 * Gets a list of methods.
	 *
	 * @param int $filter The optional filter, for filtering desired method types. It's configured
	 * using the `ReflectionMethod` constants.
	 *
	 * @return ReflectionMethod[] An array of `ReflectionMethod` objects.
	 */
	public function getMethods($filter = null) {

		$methods = array();
		foreach (parent::getMethods($filter) as $method) {
			/* @var \ReflectionMethod $method */
			$methods[] = new ReflectionMethod($method->class, $method->name);
		}

		return $methods;
	}

	/**
	 * Gets parent class.
	 *
	 * @return ReflectionClass A `ReflectionClass` object or null if the class has no parent.
	 */
	public function getParentClass() {

		$parent = parent::getParentClass();
		if (!$parent) {
			return null;
		}

		return new ReflectionClass($parent->getName());
	}

	/**
	 * Gets a `ReflectionProperty` object for the given name.
	 *
	 * @param string $name The name of the property.
	 * @return ReflectionProperty A `ReflectionProperty` object.
	 */
	public function getProperty($name) {

		return new ReflectionProperty($this->getName(), $name);
	}

	/**
	 * Gets a list of properties.
	 *
	 * @param int $filter The optional filter, for filtering desired property types. It's configured
	 * using the `ReflectionProperty` constants.
	 *
	 * @return ReflectionProperty[] An array of `ReflectionProperty` objects.
	 */
	public function getProperties($filter = null) {

		$properties = array();
		foreach (parent::getProperties($filter) as $property) {
			/* @var \ReflectionProperty $property */
			$properties[] = new ReflectionProperty($property->class, $property->name);
		}

		return $properties;
	}

	/**
	 * Gets a `ReflectionClassNamespace` object.
	 *
	 * @return ReflectionClassNamespace A `ReflectionClassNamespace` object.
	 */
	public function getNamespace() {

		return new ReflectionClassNamespace($this);
	}

	/**
	 * Return the annotation list.
	 *
	 * @return AnnotationList A list containing annotation instances.
	 */
	public function getAnnotationList() {

		if ($this->docComment == null) {
			$this->docComment = new ReflectionDocComment($this);
		}

		return $this->docComment->getAnnotationList();
	}

	/**
	 * Returns the fully qualified class name for the class,
	 * property or method on which the doc comment is located.
	 *
	 * @return string A fully qualified class name.
	 */
	public function getClassContext() {

		return $this->getName();
	}

	/**
	 * Return the name of the class, property or method on which the
	 * doc comment is located.
	 *
	 * @return string A class, property or method name.
	 */
	public function getParseContext() {

		return $this->getName();
	}
}

redpajama_set_name: RedPajamaGithub


text:
22 January 2018 - Florence + the Machine - The Chain
I promise you, this isn't a Fleetwood Mac tribute blog.
Florence + The Machine played "The Chain" exactly once, at the Glastonbury Music Festival in 2010.
Once.
Florence Welch subbing in for Lindsey Buckingham. She really gets it - the anguish, the disjointed structure, the raw energy..... how to act during that bassline...
18 January 2018 - The Cranberries - Go Your Own Way (Live)
We don't normally post twice in one day. However, with the untimely passing of Dolores O'Riordan this week, it's appropriate.
Rarely has there been a more obviously Irish band than the Cranberries, mostly because of O'Riordan's trill brogue. Her raw power helps deliver Lindsey Buckingham's message in a differently angry manner. Her unique voice will be missed.
18 January 2018 - Lissie - Go Your Own Way
If you watched the Twin Peaks revival in 2017, you might recognize Lissie from the end of Part 14. The remarkable singer-songwriter had a minor UK hit in 2012 with this Fleetwood Mac cover that mutes some of the raw anger of the original version and replaces it with anguish.
17 January 2018 - Smashing Pumpkins - Landslide
When Smashing Pumpkins released their sixth single, "Disarm", from the Siamese Dream album, they included a couple of B-sides. One was this surprisingly faithful and reserved cover of this Stevie Nicks-penned classic, a stark contrast to the wall of noise bombast the band had been known for up to that point. Billy Corgan sings the song beautifully, which isn't an adjective I would have thought to use before this to describe his voice.
The song, which got significant enough modern rock radio airplay to reach #3 on the Billboard Modern Rock chart on its own, also ended up on their 1994 compilation Pisces Iscariot, a collection of B-sides that probably wouldn't exist if not for this song.
16 January 2018 - Nina Nesbitt - Don't Stop
This song was legitimately a minor hit for Scottish artist Nina Nesbitt in the UK in 2013. Don't let the former model's looks fool you - she really understands the emotional depth of the song and does the Fleetwood Mac original justice, while giving it a janglier, popier sound. And, to be fair, a Scottish accent.
We don't get the guy showering in blue paint, though.
This song was originally featured in an advertisement for John Lewis, a UK insurance company known for their Christmas advertisements. This was not a Christmas advertisement, but it was still cute.
15 January 2018 - The Engagements - Say You Love Me
As a rule, we don't often feature wedding bands. The Engagements, from Brooklyn, NY, are going to be an exception to that rule. Because their version of this song is fantastic.
Their website claims that they "cover.. songs that haven't been played to death at weddings" and we believe them. This is a bit of a depressing wedding song, but it sure sounds cheery. If you are in New York or the surrounding area, and want to book them for your wedding or corporate event, go to their website for details.
18 January 2018 - The Cranberries - Go Your Own Wa...


text:
In the book Kanban Compass, Justyna Pindel shares her experiences from applying training from the back of the room and systems thinking in her Kanban workshops. She adapted her training approach by connecting with attendees and providing them suitable exercises to maximize learning opportunities.
InfoQ Homepage Presentations Technical Leadership Through the Underground Railroad
Technical Leadership Through the Underground Railroad
Technical leaders are often tasked with guiding teams through difficult times. The Underground Railroad provides insights into how to navigate challenging conditions and find success. The principles that Conductors on the Underground Railroad followed can be directly applied to technical leadership.
Anjuan Simmons is a Technologist & Technical Program Manager at Questback. He is an energetic and informative speaker who presents at conferences, seminars, schools, and community centers around the world on topics including Agile software development, inclusion, and leadership.
Software is changing the world. QCon empowers software development by facilitating the spread of knowledge and innovation in the developer community. A practitioner-driven conference, QCon is designed for technical team leads, architects, engineering directors, and project managers who influence innovation in their teams.
Simmons: This is a talk about technical leadership, and whether you're currently in a leadership role or you aspire to be in one, I think that there are lessons that are really applicable for that work in this talk. I've been a technical leader for over 20 years at companies as big as Accenture and Deloitte, and as small as several startups that you may have never heard of. It's a tough job being a technical leader. You're always managing complexity, there are often changing requirements. You often have to communicate over and over again to make sure that everyone is on the same page.
One of the biggest challenges of being a leader is that you often have to solve problems that other people have failed to solve. I'm fairly good at what I do, but I'm always looking for ways to get better. I've read a lot of leadership books to try to understand what I can do to become a better technical leader, and if you come to my AMA, I'm happy to share that list.
Leadership and History
One underutilized tool to become a better leader is history. I know that technical books on leadership often give you a lot of the theory about what it takes to be a good leader but history lets you know what people who actually had to solve hard problems did to be successful. I really am a big fan of going to history to better understand leadership. Many of you probably took history classes in high school or in college, and you may not have been a big fan of history. After all, why should you be a fan of real history with this fake history like Game of Thrones, which is so exciting and awesome. I really do believe that there are great lessons to be learned from history and understand the conditions under which real leaders have to operate.
I'm going to talk about a technical leader from history who had a very tough project, and we're going to learn lessons that I believe that everyone can apply to your technical teams, either now or in the future. This technical leader was named John P. Parker. We're going to talk a lot about John P. Parker during this talk. He had a development team that was in trouble. He was the lead developer for Project Phoenix and he had a team that was very low on morale. The person who was initially assigned to lead the team left not long after the project started, and the team had just seen a team member recently depart. Even though there was a recent reduction in scope, his team was racing to get everything finished on time. Does this sound familiar to anyone? You've been in this situation? While the finish line was literally in sight, Project Phoenix was in great danger of failing to release into production.
The Underground Railroad Network
John P. Parker was not a leader of a team similar to maybe yours where you're developing web applications delivered on a network. No, he was the leader on a network called the Underground Railroad. The Underground Railroad was in operation in the 19th century in the United States, and this was a time when slavery, where you can own people, was legal. Not only was it legal, but there were immense protections legally in the United States, from the Constitution itself, to local laws that protected this system of oppression. John P. Parker was a conductor on the Underground Railroad, whose mission was to help people escape slavery, and then to get to freedom.
The Underground Railroad, if you really want to understand it, we have to go back to that period of history. I know that this is hard history. This is a history or a time in history that people often don't want to talk about. I know in my country, in the United States, we don't talk about this really much at all. It's really important that we learn to lean into hard history. Part of being an adult and being a professional is leaning into some of the hard things, leaning into some of the dark areas of history. It's really important that we develop the ability to do this.
Code Bases
I'm sure that you work at companies that have code bases. If you're like the code base at Help Scout, our code base is immense. It's almost a decade old. There are parts of the code base that we don't like looking at because it's just old code back there. It's really hard to understand, there's some Marionette Backbone stuff in there that we try to forget about because we're trying to go into React. We found and my developers have found that reading those lines of old code, you get patterns and you get understanding that helps you write better new code. I think that reading through the lines of history, even though it's challenging, even though it's painful, has the same effect. If we can read through those lines of history, I think we'll be better positioned to write a new future for ourselves.
Again, I know that this can be a very difficult endeavor to do that, but if you can learn from hard history, if you can parse hard history, then you'll get familiar with being uncomfortable. You'll get familiar with doing the hard work of looking at hard times, and trying to find things that you can apply to today. I think that that's a skill that is often not very well understood in today's time. We live in this world where there's so many things that we can use with technology, and we can press a button on our phones and a car appears, or we can book a flight to anywhere in the world simply with what we carry in our pockets or in our purses. I really think that hard history is something that we should all be invested and learning from.
One important thing about hard history is that history doesn't really repeat itself, but as Mark Twain said, it often rhymes with itself. If we're going to avoid repeating this harmony in the past and bring ourselves into a more harmonious future, then it's really important that we understand hard history.
Understanding the Underground Railroad
To understand John P. Parker, it's really important that we understand the Underground Railroad. First, it was not an actual railroad. I know that when you hear Underground Railroad you think subway or a system of rails. It was not that. The Underground Railroad was a codename for the operation. For those of you who read comic books, you may have heard the X-Men, the mutant team called the X-Men. They're not x men, though that would be a cool superhero team. The Underground Railroad was a codename for the network. It was a collection of people and pathways and processes that was used during the 19th century to help enslaved people escape to freedom.
It was underground in the sense that it operated in secret. That secrecy was really important because you were trying to dismantle a legal system and help people escape that legal system into freedom. It's really interesting to me that this was a collection of mostly either black people like myself, many of them were former slaves, but they borrowed from the leading ride sharing service of the 19th century, and that was the railroad and the locomotive engine. They borrowed high tech terminology to explain how they operated. I think that that's so cool that these people who lived 200 years ago, were using technical terms to understand how this system worked. I really think that that's a very key point.
That way of borrowing from outside technology to apply to what we do today should not really be that surprising, we do this today. You all may have practiced Scrum. That agile technique is actually from a sport called rugby. A Scrum is a play in rugby. We borrow from the world of sports a term that we use to describe our work today. Sprints, that comes from track and field. I'm not sure if any of these runners ever wrote JavaScript or PHP, but web developers every day use Sprints as a way to describe the work that they do every day. We have in our world today of technology, the pattern of going outside of our field to understand how to build new technology. In a similar fashion, the operatives on the Underground Railroad, borrowed terms from the rail system to really describe their network.
To understand some of the geography, again, the Underground Railroad was a system and they helped slaves leave the slave states in the south and escape to the free states in the northern part of the United States. This operated in 19th century. This picture is from roughly 1860. You see that there was a lot of ground to cover right from Texas where I'm from, all the way to Delaware on the East Coast. This was slave territory where people literally toiled for free, almost always for the entire lives. To be a slave meant that you knew that not only would you live your entire life in slavery, in bondage, but any children that you had, would also live their entire lives in bondage and their children will live their entire lives in bondage. It's a very oppressive system. The Underground Railroad was a secret network of self-organizing teams that almost always operated in a period of immense uncertainty, and their job was to ship the most important product of all, and that's freedom.
3.2 Million Enslaved People (1850 U.S. Census)
The 1860 census, taken at the height of the operation of the Underground Railroad, found this number of slaves in the United States, 3.2 million people. Can you believe that, 3.2 million people, mostly black people were enslaved in the United States? That just shows you how immense this franchise was in my country. By the way, do you know how many people were enslaved in Britain in 1860? Zero, because Britain abolished slavery 17 years earlier in 1833. You know what they say about the United States, you can always trust us to do the right thing, after we've tried everything else. We eventually got there, but Britain got there earlier. That's important to note because a lot of slaves, they fled to the northern states to find freedom but the laws changed surely after 1860, where people who owned slaves could go into the northern states and capture people and take them back into slavery. In fact, there was a phenomenon called the reverse Underground Railroad, where free blacks in the north were captured and taken to slavery in the south. This system was immensely strong and immensely oppressive. The mission of the Underground Railroad was to dismantle this system and to help as many people escape from slavery and find freedom.
By the way, a lot of people when they realized that, even though they were living in the free north, and that they could be recaptured, they fled to other countries like Canada and even to the United Kingdom. The Underground Railroad also came through London. This was where a lot of black Americans found ultimate freedom here in the UK. The mission of the Underground Railroad was again to help as many people as possible escape to freedom.
Software Development Today
It's really interesting that the Underground Railroad was structured with a system that was surprisingly close to how we build software today. Let me explain. Remember, the Underground Railroad used terminology from their day from the railroad system to explain how their system operated. You had stations, and stations were places where there were supplies and food because when you were trying to escape, you could only go so far in a day. There was always a station a day's journey or so away that you can go to and then you can get fresh clothing and get supplies, water, food. That was where you had a structure in place to support the people who were using the Underground Railroad. Today, we call this the office.
Station masters were people who were tasked with making sure that the people who were coming to the stations had support. This was often property that the station masters owned or it could be even some types of natural structures like caves. Station masters also helped the other people that were going through the network to get news, to understand what was happening around the network around the country, but also on the Underground Railroad. Today, we call these people the executive team.
The stockholders were people who donated food, and clothing, and supplies, and even money that helped people who were traveling on the Underground Railroad get to where they needed to be. Today, we might call these people venture capitalists.
Travelers were the people who were using the Underground Railroad to get to freedom. They often had to brave enormous risk to take the Underground Railroad and get to freedom in the north or in other countries. Today, we call these people the development team.
Then, you know this person. This is the person who was a conductor. We're going to talk about John P. Parker, a conductor, today. Conductors were people who often had escaped from slavery themselves. They were risking not only their freedom but their lives to help other people find freedom as well. There were some conductors who operated in the Underground Railroad network but there were also those who were freelancers. Today, we call these people managers.
Do you see yourself in this picture? Do you see your role in the Underground Railroad? I really want to emphasize that this was a network that was operated by many people where it was illegal to teach them how to read, but they were able to form this really sophisticated way of navigating life and navigating the physical world in order to get people to freedom.
Leadership Lessons from John P. Parker
Now that we understand the Underground Railroad, let's go back to John P. Parker. I think that there were a lot of direct leadership lessons that we can apply from what John P. Parker did to what we're doing today. I learned most of what I know about John P. Parker in this book called, "His Promised Land," which is a memoir of sorts of John P. Parker. It's a really great book. You can find it easily on Amazon, or wherever you read books.
John P. Parker was born into slavery. It did not take you long to realize that he hated the institution. At the age of 8 years old, he was chained to an older slave and forced to walk roughly 100 miles from Norfolk to Mobile. I know that most of you may not be from the United States, but that was a long way through really hard territory. He was doing this at 8 years old. Although it was illegal to teach people how to read, he worked for a local doctor because slaves would often hire themselves out in order to try to make money, and so he hired himself out to a doctor who had sons who taught John P. Parker how to read and write.
Parker spent most of his teen years trying to unsuccessfully escape slavery. If you read in the book, you find that he just found himself in these really just hilarious situations where he was trying to get away, he would almost get there, but then he will be recaptured. This happened over and over again. While he was doing this, he also hired himself out to people who were metal workers. He learned the trade of working metal, and this became a way that he could make money. Then John Parker eventually hired himself out to a patient of the doctor, and they came up with this payment plan, where he could learn how to save money, and eventually get enough money to save so that by 18 he paid off his debt. He became a free man. John P. Parker went from being born into slavery to becoming a free man.
Parker eventually settled in Ripley, Ohio, and we're going to learn more about Ripley, Ohio in a little bit, but he actually started up his own foundry. He owned his own business. He had a startup of making metal in Ripley, Ohio, and over time, his foundry became so successful that he was one of the wealthiest men in Ohio, which was a remarkable feat for his time. Parker found a career in Ripley, but he also found a cause. There was a very strong antislavery movement in Ripley and Parker, almost by accident, became an agent on the Underground Railroad.
This isn't a drawing of Parker because even though photography had been invented, John P. Parker was very careful to never have his likeness captured or a picture of him taken, because if you're a rich person who in his part time helps people find freedom, you don't want any pictures of yourself around. There aren't any pictures of John P. Parker even to this day. Parker eventually changed from a wealthy industrialist to someone who lived a double life. He would run his successful business by day, and almost every night, he would take his boat across the Ohio River to help people find freedom on the Underground Railroad.
I know that this is a difficult concept. You have a wealthy person who at nighttime, goes out and helps people, but that was John P. Parker. It's really difficult that this brilliant inventor who worked in iron would risk his life for the benefit of other people. That's who John P. Parker was. He was really a hero of his time, and I just love so much how he really lived his life. I really think that it was his early childhood as a slave that motivated Parker to risk his life again and again, as a conductor on the Underground Railroad. Over the time he was active, he started helping dozens of people, and eventually, he helped hundreds of people escape from the south and find freedom in the north and in other countries. John P. Parker was a very skilled operative or conductor on the Underground Railroad. The Phoenix project was one of his toughest missions, and we're going to learn a lot of leadership lessons from what he learned with this release.
I don't want to assume that everyone knows the geography of the United States. I don't know the geography of Europe very well. I really don't know the difference between Belgium and Budapest. I'm joking, I've been to both cities. I don't want to assume that you know the geography. I have a map and I want to make sure that we're all on the same page. Our story begins in Central Kentucky. This is a map you see most of Texas all the way over to the coast, Kentucky is in the central-east part of the country. This is where our story starts. This is where Project Phoenix starts out. This was a group of 10 individuals that were fleeing slavery. They're trying to find freedom in the north.
I want to make sure that we all understand that there was this real barrier, that you could be in a slave territory for most of your life, and then you could flee across the border, and then you would suddenly become free. It's easy for me to walk across the stage and show that, but there were often forests and rivers that were the boundary of the states. They were hoping to cross over from where they started in Kentucky to go to Ohio, which was a free state. Right after they started out their leader was captured. You can probably imagine that their velocity went down to almost zero. Not only did their velocity go down but they stopped making progress. They found themselves stuck in a part of the country called the Borderlands.
Let's zoom in a little bit to get context and understand what the Borderlands were. The Borderlands were almost like a DMZ between the slaveholding southern states and the free states in the north. You had the Ohio River which was a physical border between Ohio and Kentucky, and so these slaves were trying to make their way through the Borderlands. The danger was extremely real because the Borderlands were constantly patrolled by people who were looking for escaping slaves. If you were captured, then you would be taken back to where you came from, and often you will be beaten or punished in horrible ways for trying to escape to freedom. Not only that, but these patrollers had dogs, if you could find a boat to cross some of the either rivers or lakes, they will often be tied up with the oars removed to keep people from using them. It was the case that almost every night, you had a person who would cross the Borderlands to find freedom, but without the Underground Railroad, it would have been almost impossible to do this. The risk was very real and Parker himself would go on to have a $1,000 bounty on his head if captured. That might not be a lot of money in our days, but back in the 19th century, this was an enormous sum. This was a reward that was given whether you found Parker dead or alive.
Let's zoom into Ripley, Ohio, where John P. Parker lived. These slaves were stuck in the Borderland trying to get to the Ohio River, and you see Ripley on the top part of the screen. Their job or their mission was to try to cross through the Borderlands to get to the river so they could find freedom in Ohio. That's what they were trying to do. The story of these slaves who were now stuck in the Borderlands, eventually got to Ripley where Parker lived. They began to try to plan, what are we going to do to help these people get to freedom? Parker eventually found a way to get to the Borderlands and begin to cross over. Parker, when he did this, he took two pistols and he put them in his belt, and he said that he did that for emergency purposes.
I'm not saying that you should arm yourself when dealing with your engineering teams, but I think that Parker learned something from Harriet Tubman. Harriet Tubman is probably the most famous conductor on the Underground Railroad. While they probably never met, she was really famous and she was very well known for carrying a pistol because often when people were on the Underground Railroad, they got scared. Harry would incentivize them to keep going by pulling out her pistol and saying, "You can either continue with me, you can die here."
Leadership Lesson 1: Prepare Your Incentives Before You Need Them
I think Parker was really finding a way to incentivize his people, which is, really, the first leadership lesson, prepare your incentives before you need them. There are a lot of ways to motivate engineering teams. Some people use spot bonuses, which is usually a nice gift card, maybe $50 bucks to $100 bucks, but I like to use incentives that are really giving people back the one nonrenewable resource and that's time. I find creative ways to help my teams use time to however they want. This may be time to work on a project that they choose. We work in Sprint at Help Scout and we work in dev cycles, which were a collection of four Sprints. On that four Sprints, I really try to give my team time to work on whatever they want. Maybe they want to go on and refactor something that they've been trying to clean up or maybe it's just some pet project. I really love to give my team time back. Or, we can provide external funding for books or conferences like QCon, or to get certified.
The one key thing is to be very intentional in how you design your incentives. You can only do this if you prepare them in advance. You may like to take your team out to get drinks at a local pub. That's great, but what if you have someone who may have a family, and they may not drink alcohol? You may for them, get them the day off and give them a gift card to buy something nice for their kids. By thinking about the incentives in advance, you'll be better able to tailor them to what your team needs. You really can't do this, if you don't plan them in advance.
Let's go back to Parker. There was a guy who lived in Ripley, who took Parker across the river, and they began to go toward the area where the Project Phoenix team was stuck. It's really important to understand that this area, again, was constantly patrolled and Parker could have been killed on site. Parker and this guy go to the cabin of a slave who was an operative on the Underground Railroad and he knew where the Phoenix team was, but it was almost day time, and so Parker hid in the woods until nightfall. You have to understand that the Underground Railroad often, people moved around at night, because you could be easily detected during the day. The sun went down, and Parker and the guy eventually found the location of the Phoenix team.
The Phoenix team, through friends and other operatives had been given food, so they really weren't hungry but because their previous leader had been lost, they were demoralized. They were even filled with fear. They were very afraid. In fact, many of them wanted to just quit and give up and say, "We're just going to give ourselves up. We know people are looking for us. Let's just quit." Parker knew that it took decisive action, that decisive action was needed at this time. In fact, one of the men in the group began to complain because Parker said, "We have to move. We can't just stay here." What did Parker do? He used one of his incentives. He pulled out his pistol and said, "You can come with me, or I'll shoot you where you stand," and the man quieted down. Eventually, the team accepted Parker's leadership. They began to move. To translate this rough way from the past, let's use some of the more elegant weapons we have in today's civilized age.
Leadership Lesson 2: Bold Actions Set the Tone
Leadership lesson number two is bold actions set the tone. This is especially important when you start leading a new team. I've had a career for over 20 years, again, for huge corporations like Accenture and smaller companies. I've done a lot of new team introductions, when I was, 10 years ago, the new Scrum Master or the new engineering manager, and it's really important that in those first few days or couple weeks, what you do speaks volumes. The tone that you set and the practices that you begin to implement are so crucial for how the team will perceive you as you lead them. It's very important that you understand how to take bold actions when necessary.
I remember one team, I was the new Scrum Master and I went to my first stand-up with the team and everyone was sitting down at a table, and the meeting lasted for over an hour. I was like, "This is not a stand-up. This is a Shakespearean play." I knew that I needed to get this meeting under control. The next day, I got to the conference room early, and I took all the chairs out of the conference room and put them into the hallway. Then when the first person came in, he just looked and said, "What's going on?" I'm like, "Stand with me." The next person came in, and she said the same thing. Eventually, we were standing around the table. Then we began to have an actual stand-up, we went over, "What have you done since the last stand-up? What do you plan to do today? What are your blockers?" I began to help them understand that there are principles that we were trying to apply to our meeting. That bold action set the tone and that meeting began to be less than five minutes. We had true stand-ups and we were able to create a daily lightweight plan for what we were going to do and that lightweight plan would eventually become what we would do every Sprint and every dev cycle and our velocity began to go up. That bold action helped me get that stand-up meeting into a pattern that would work.
Parker didn't have time to explain the theory but his actions were effective. Parker knew that the Phoenix team couldn't use the roads because those were heavily patrolled in the Borderlands. He began to lead them through the thick woods. This was really hard and exhausting work. There were lots of trees. Remember, they could only travel mostly at night, but during the daytime when they had tree cover, they were able to travel during the day. They began to make a lot of progress but there was a problem. While Parker was an experienced conductor, the people that he was leading weren't. These were people who were unused to traveling long distances through rough terrain, and so they lacked Parker's experience, and they were constantly breaking through bushes and twigs, and there were snaps and crackles and pops and loud noises, which isn't really good for a group that's trying to move in secret. The team, as they heard the noise of their movement echoing through the woods, they began to get scared that someone would discover them. Some of you have been there. You've been leading a team through thick woods. That's basically the 19th century version of JavaScript. They were really trying to get through this rough time.
Leadership Lesson 3: Don't Let Your Experience Bias You
That leads to lesson number three, which is, don't let your experience bias you. Parker was used to going through the woods, but his team was not. Often, as leaders, we have a lot of influence. We have a lot of power. We have a lot of control. We often want to let that power drive the team toward decisions. Maybe you have a lot of experience in AWS but Google Cloud Platform is really better for what the team is doing, or maybe you've used Angular but you know React will be better for what the team is doing. We have to be able to step aside and let our teams do what's best for what they're doing and tailor their tools and their practices to what is at hand at the project. It's really important that we don't let our experience bias what our teams do. It's hard to do, because honestly, as a leader, you can get a big ego. It's really important that we put our ego aside and learn what's best for our team.
That's what he did. He found out that going through the woods is problematic. He found that when they went through ravines that it was a soft, carpeted area, basically, so they could move in silence. He basically converted the team from JavaScript to TypeScript. The team began to get happy because they realized that they could move throughout this Borderland area, and they could go in a more stealthy way.
Then there was another problem. Again, the Phoenix team were 10 people and there was a single man in the team who got thirsty and he decided that he was going to go find some water. Parker objected, but the man was insistent. Many of you have dealt with thirsty single men, but this single man went out and so they saw him wander off to find water. Eventually, a few minutes later, they heard him cry out, and then they saw him racing through the woods. Then they saw that he was being chased by two Slave Hunters. Parker had the team lay down and hide. This thirsty man must have forgotten where the team was because he ran right past them, and then soon they saw the pursuers chasing him, and they disappeared through the brush. Then they heard the sound of a gunshot.
Parker looked at his team, and he saw that they were beginning to stress. Some of them looked like they might cry out, or they may go running after this person, but Parker knew that if they did that, then that would jeopardize the entire team. Parker turned back to his incentives, he pulled out his pistol and he basically quietly said that if anyone says a sound, he will shoot them, which calmed the team down surprisingly. You may say, "This Parker person was really quick with the pistols." Then you may remember that this is the second time that he used that incentive to deal with the drop in morale. It was a similar problem and a similar solution.
Leadership Lesson 4: Embrace Continuous Solving
That's the next leadership lesson, which is, embrace continuous solving. Most leaders that I work with and coach, they get a little bit depressed when they see the same problems happen over and over again. That's part of being a leader. People are almost like code bases. They're constantly evolving, constantly changing. There's often breaking changes introduced to the team. That's why we do regression testing. You're going to find that the same problems crop up over and over again. In many ways, problems never die, only people do. Be good to your people and work with them to solve your problems. As I worked with that team that I got their stand-up squared away, but I just found that other meetings where there was Sprint planning or the Sprint, even the Sprint Retrospective was just in shambles, that I had to constantly work against what was really a very poor meeting culture. I had to continuously use the same principles to solve many of the same problems. As leaders, we have to be comfortable engaging in continuous solving. That's really something that you only get after you've led several teams and then you just get comfortable, repeating yourself over and over again in different ways, is part of leadership. The good news is that your portfolio of incentives that I mentioned before, if you have to prepare it in advance then you can deploy them as needed to solve those problems. Just make sure you keep that portfolio very well stocked.
Soon, they heard rustling in the bush and they saw the thirsty man being led by two men. He had a rope around his neck and his arms were tied behind the back so he had been captured. Parker realized that his team had just narrowly escaped being captured and returned to slavery. He realized that this person who just got captured may tell the people who caught him that he wasn't traveling alone and that he may alert them to the presence of the Phoenix team. Parker knew that he needed to get the team as far away from the spot as possible. They came to a road but they realized that it's during the day, and so it was too well traveled to risk trying to cross it, so that he had his team hide in the woods until nightfall. After dark, they crossed the road and started the last lap of their journey toward freedom. They finally got to the Ohio River, which was now in sight.
Let's zoom in. You see, they were on the south bank of the Ohio River and across the river was Ripley which represented freedom. They began to slowly move toward the riverbank, but then suddenly, as they were moving toward the riverbank they, by surprise, came across a patrol person, and so they froze in place. This patrol person seeing that he was outnumbered, ran away, and so they began to continue moving toward the riverbank. There was a problem, because since the team had moved during the day, because they were able to move through the ravines, they had made a lot of time and they were basically 24 hours early. They were a day in advance that maybe you never had a project in before the due date, but they actually got there. There was no boat, because the people in Ripley were planning them to get there a day later so they weren't there. It's almost like if you're working on the weekend, you try to check in your code, but the build server is down.
Now we're back where we started this story. The team was scared. The first leader was long gone. They just had seen a team member depart. They began to figure out that if they didn't move quick, then failure was imminent. Someone in the team found a boat next to the riverbank but there were no oars to power it, and so, Parker had the team fan out and begin trying to find oars, at least one oar so they could go across the Ohio River, but they soon heard the barking of hounds. That patrolman must have been a C++ developer because he'd run really fast.
What do you do when you're running behind? You cut scope. John hopped into the boat to try to look for oars, or to try to actually tear a seat out to use that as a makeshift oar, but there was an oar actually inside the boat. John got everyone into the boat, but he heard the sounds of the pursuers coming because they were getting closer and closer. There was a problem, because the boat could only carry eight members of the nine people who were left on the Phoenix project team. One man was left standing on the riverbank while everyone else was in a boat. John couldn't wait, so he began to push the boat into the river, but then one of the women on the boat cried out that the man standing there was her husband and she wasn't going to leave without him.
Leadership Lesson 5: You're a Leader of Leaders
This leads us to our final leadership lesson, and that is, you're a leader of leaders. I know often we have the title of engineering manager, or a lead developer, or a technical lead and we think that every problem has to be solved by us, that we have to come up with every single solution to the problem. That's not realistic. We don't invent every solution. Did you invent Kubernetes? Did you invent Angular? Maybe someone in here did, I don't know. We use tools every day to solve problems that we did not invent. We have to be comfortable letting our team invent their own solutions. You're working with very smart people who are very capable, very driven, or they probably would not be working for your companies. There are times where you have to trust that they're going to be able to solve some of the problems that you're struggling with. Over and over again, I've been very honored and privileged to lead teams just with great leaders. I may have the title, but I find that when I empower my teams, and let them walk in their leadership, we get so much more done, than if I try to hoard power for myself, and think that only I can fix it, only I can solve it. By having the mentality where my team is smart and capable, and that they're leaders, then we get so much better outcomes than if I try to do it myself.
This happened during this incident with John P. Parker. He redeemed a single men, got out, and quietly walked to the riverbank and let the husband get into the boat, and so John P. Parker began rolling away. He looked behind where the man was standing and then he was suddenly surrounded by lights, and John Parker knew that he had been recaptured.
They're able to go over to Ripley, and they go to the house where the Underground Railroad operators were. They were surprised to see him because he was early. He transitioned the team to another leader there, and then he would take them over from there. Parker has successfully completed this part of the release. He never saw the Phoenix team again. One part of leadership that sometimes when your time's over, you move on, and that team finds success with other leaders. Parker was one of many former slaves who risked his life again and again on the Underground Railroad. I hope you've learned a lot of leadership lessons from him. Then they go over to Ripley.
The Underground Mindset
I want to talk about the underground mindset because I think it's so crucial to building strong leadership. Part of this mindset is fearlessness, and that's not fearing failure. If you were someone like John P. Parker, who was a former slave going in the state territory over and over again, there was always the possibility that you could be captured. He had to deal with that but he could not let that fear get to him. He could not let that fear keep him from doing the right thing. He could have given in to the, "What if I do something wrong?" Or, "What if my teams don't like me, who cares I have guns." Or, "What if I do something wrong?" You can't be afraid to make mistakes. Mistakes are part of building software. We have to be willing to get it wrong 1000 times in order to get it right once. Don't fear mistakes, learn from them.
The other aspect of the underground mindset is courage. You can't fight an oppressive system if you don't have the courage to do so. The Underground Railroad operated in a time of extreme oppression. You had a system of slavery that was federally protected by the constitution itself. It was extremely dangerous to do what they were doing. They realized that "You know what? Even though I'm breaking the law, I'm going to a higher principle." Often, the unjust laws that people write have to be overwritten by the laws of humanity. The people in the Underground Railroad had the courage to help enslaved people get to freedom, because it was right.
Like Parker, I'm sure that many of the Underground Railroad operatives had regular jobs, and helping people escape slavery wasn't part of their job description, but they realized that it's the right thing to do. Many of you have jobs that you have to do every day and you have requirements, and doing things like helping fix the toxic culture that often is part of tech isn't part of your job description. I really hope that you do that, because it's the right thing to do.
The underground mindset also required empathy. Many people thought slavery was evil, but it was too risky to do anything about it. They were held back by the question, "If I help people escape from slavery, what will happen to me?" Empathy reverses that question and asks, "If I don't help free slaves, what will happen to them?" Many of us have to do that same reversal. There may be people who are marginalized groups in tech because of their sexuality or their gender or their race. You may think, "If I help them, what's going to happen to me?" We have to be willing to say, "If I don't help them, what will happen to them?"
I've been working in tech for a long time, and the people who I worked with 20 years ago, the software that we wrote back then, it's not in production anymore. Some of it didn't even last one year, but the impact that they had on my life, in my compensation, in my career path, has lasted up to the present day, and will last for generations. I hope that people feel when you leave them, that you made a lifelong change in their lives, that the way that you cared about them, the way that you had empathy for them was life changing, and that it will power them through their career.
I've sat in multi-million dollar meetings and helped people solve hard problems, and when I've sat there, a part of the Underground Railroad was sitting in that meeting, because I'm the descendant of slaves, my ancestors were slaves. That mindset empowers my decisions. It empowers the empathy that I use for leading my teams. It's part of who I am. There are those of you who may not come from illustrious backgrounds, you may not have gone to Harvard or Oxford, or you may not have worked for Google or Facebook or Amazon, but there are things in your past, things in how you were raised that I hope you bring to your teams, that you walk in your humanity, and be willing to be vulnerable with your teams. I hope that you take from your past and you apply that. I never thought that slavery would be a technical topic at a conference like this, but it's such a powerful way of thinking about how to be a leader. I hope that you go through your history and find aspects of what you can learn from that past and apply it to the teams you're leading now or in the future. I think that the Underground Railroad is a great place to start.
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Anjuan Simmons


Published 04/21/2019 12:16:34 am at 04/21/2019 12:16:34 am in Leather And Vinyl Repair Tape.
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text:
Instinct stars Alan Cumming as a former CIA operative who is lured back to his old life when the NYPD needs his help to stop a serial killer. Dr. Dylan Reinhart is a gifted author and university professor living a quiet life teaching psychopathic behavior to packed classes of adoring students. But when tenacious top NYPD detective Lizzie Needham appeals to him to help her catch a serial murderer who is using Dylan's first book as a tutorial, Dylan is compelled by the case and comes out of retirement. Helping them is Julian Cousins, Dylan's invaluable CIA comrade who rivals Dylan in brilliance and wit, and can get top-secret dirt on anyone, anywhere, anytime. Lizzie's boss, Lt. Jasmine Gooden, is glad to see her best detective finally agree to work with someone on a case, since Lizzie has refused any partner since a tragic event one year ago. But as Dylan feels reenergized tapping into his old skill set, his husband, Andy, is concerned that Dylan's breaking their pact about putting away his cloak and dagger for good. Though Dylan and Lizzie initially clash, when it comes to catching killers, they realize they will make an ideal team if they both trust their instincts. Based on the James Patterson novel.
Instinct, Season 1
Former CIA operative Dr. Dylan Reinhart (Alan Cumming) is lured back to his old life when NYPD detective Lizzie Needham (Bojana Novakovic) needs his help to stop a serial killer, on the series premiere.
Although Dylan has returned to teaching, Lizzie calls upon his expertise with profiling sociopaths to assist with a bizarre case in which a venture capitalist was murdered and his body ritualistically displayed.
The murder of a young man who recently left his family's religious community leads Dylan and Lizzie to a series of possible suspects, including a short-tempered photographer and a mysterious girl with amnesia. Also, Lizzie's younger sister, Katie (Genevieve Angelson), unexpectedly drops by for a visit.
I Heart New York
Dr. Dylan Reinhart and Det. Lizzie Needham are reassigned to a murder case in Central Park when their investigation into a chemical attack on the subway is taken over by an FBI team led by Dylan's estranged father, Roger (John Doman). However, Dylan can't shake the feeling that the cases are related.
Dylan and Lizzie investigate the murder of a Jane Doe, but when they realize that the victim was killed by mistake, they must identify the killer's motive and intended target before she suffers the same fate.
Dylan and Julian go undercover in a hospital when they suspect an "angel of death" is killing people with non-life-threatening ailments. Also, Lizzie asks Andy for his legal expertise when a personal trainer sues her for accidentally injuring him.
Dylan and Lizzie are under pressure to deliver results when they investigate the death of Jasmine's friend, the owner of a professional basketball team who died when her car went off a bridge.
When a woman is shot outside a community center, Dylan and Lizzie are challenged by the mayor to solve the case in less than 24 hours to quell pressure from the media and special interest groups.
Bad Actors
Dylan and Lizzie work to uncover who would want to murder a troupe of costumed characters when two members of the group are killed using highly sophisticated poisons. Also, Andy, concerned that Dylan isn't fitting in with his new colleagues, encourages him to accept an invitation to a BBQ being thrown by one of the detectives.
When Celia Baxter (Sutton Foster), a successful author, is almost killed in her home, Dylan and Lizzie's suspect list includes several people who may have held a grudge as she rose in stature in the publishing world. Also, Lizzie gets closer to learning the truth about the death of her fiance, who was killed while undercover.
Dylan and Lizzie are unable to identify a motive or connection when several average people blow themselves up using suicide bombs. Also, Julian, concerned that Dylan could be exposing himself to past enemies, enlists Lizzie to talk him out of hiring Ashely (Nikki M. James), a publicist.
Dylan and Lizzie investigate the murder of a film student whose death was broadcast for the world to see. Also, Andy and Dylan realize that parenting is tougher than they thought when they agree to look after Madison (Onata Statler-Aprile), a friend's 12-year-old daughter.
Dylan and Lizzie investigate the murder of Joan's (Whoopi Goldberg) protégé, Kristy (Paton Ashbrook), uncovering long-buried secrets worth killing over. Also, Dylan and Andy apply to adopt a child, and Lizzie's reliance on Julian's illicitly obtained information puts a promotion in jeopardy.
Inside Instinct
Go inside the new CBS crime drama based on the James Patterson novel starring Alan Cumming (The Good Wife) as Dr. Dylan Reinhart, a university college professor-and former CIA operative-who is lured into a life of solving crimes alongside top NYPD detective Lizzie Needham (Bojana Novakovic). Watch what happens when this unlikely duo links up to stop a serial killer, who happens to be using Reinhart's first book as murderous inspiration.
© 2018 CBS Corp
The Crossing, Season 1
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A spacious one bedroom apartment in mint condition. North, South, and East exposures. High 10 Ft. ceilings, New appliances. Ample closets. Hardwood Floors. The rent includes electricity. 24 hr. doorman. Bike Room. Laundry room, A short walking distance to Columbia University, and to public transportation.


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Live from Los Angeles every weekday morning Sam brings you an entertaining and irreverent show that mixes a variety of the day's topics with funny and smart conversation. The show features a breadth of fascinating guests, bestselling authors and celebrities. Enjoy your morning at the office with spicy talk and smart humor. Call in live and chat with us.
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Idi amin school paper
Lake Kyoga serves as a rough boundary between Bantu speakers in the south and Nilotic and Central Sudanic language speakers in the north. Despite the division between north and south in political affairs, this linguistic boundary actually runs roughly from northwest to southeast, near the course of the Nile. However, many Ugandans live among people who speak different languages, especially in rural areas.
Was set to direct a live-action film version of Fat Albert but disagreed with Bill Cosby and has since left the production. He is the father of three children.
He has two daughters, Sonnet Noel Whitaker b. October 3rd and True Whitaker b. July 2ndby his wife, Keisha Whitaker and a son, Ocean Whitaker b.
He also has Autumn b. Born with an eye condition called ptosis, which translates to "drooping eyelid. Brother-in-law of Jeffrey Nash and Kidada Jones. InWhitaker became Executive Director of the Nodance Film Festival, a festival that celebrates the alternative digital film culture with an emphasis on first-time filmmakers and digital filmmaking.
He tried to be as bulky as possible to play Big Harold in Platoonbut the vigorous boot-camping training, bad food and rough shoot caused him to lose a lot of weight.
When he noticed Whitaker was getting thinner, Oliver Stone said to him, "What are you doing? You're supposed to be 'Big' Harold". Raised in Los Angeles by an insurance-salesman father and schoolteacher mother, the high school football star ditched his jersey and helmet after catching the acting bug in a production of Dylan Thomas ' "Under Milk Wood".
Whitaker hosted Saturday Night Live on February 10,during which his singing talent was featured in several sketches. Spent a total of three and a half months in Uganda researching and filming The Last King of Scotland Uganda was his ever first visit to Africa.
Was member of the dramatic jury at the Sundance Film Festival in Won 23 major awards for his portrayal of Idi Amin in The Last King of Scotland including all the awards that are considered the biggest except Cannes.
He was also nominated for one more award, and won BET's "Best Actor" for the same year presumably for the same film. Holds a Black belt in Kenpo Karate.
He is a supporter and public advocate for Hope North, a boarding school and vocational training center in northern Uganda for escaped child soldiers, orphans, and other young victims of the country's civil war. He met the school's founder during the filming of The Last King of Scotland.
He has worked with 4 directors who have won a Best Director Oscar: As ofhe has appeared in three films that have been Oscar-nominated for Best Picture: PlatoonThe Crying Gameand Arrival Of those, Platoon is a winner in the category.
Forest Whitaker - Biography - IMDb
Personal Quotes 28 I can play a man who's despicable. But I'll still look inside him to find a point of connection.
If I can find that kernel, audiences will relate to me. He's a highly moral man who's brought to the breaking point. To me, he's like an angel.
But his goal is to get Vic Mackey off the street. This is somebody who beats people up on a weekly basis, steals money, blackmails people. But I'm the bad guy? He was retired from the railroad, and he had a small farm with some cows and some pigs.
I remember part of my youth was feeding hogs and plowing fields and stuff, so that's a part of me. And my parents raised me to say "sir" and "ma'am"' to open doors, things like that.
That's the way I was brought up.Alan Abel Sues the I.R.S. After being audited by the IRS, Alan Abel decided to sue the United States government in retaliation.
Under the auspices of a group called Taxpayer's Anonymous, Abel demanded to examine their books and records and ordered the government to bring all of its cancelled checks to his house.
Search the world's information, including webpages, images, videos and more. Google has many special features to help you find exactly what you're looking for. Early life Idi Amin Dada was born sometime between and in Koboko, West Nile Province, in Uganda.
His father was a Kakwa, a tribe that exists in Uganda, Zaire (now Congo), and Sudan. Ilocos Sentinel is a community-based weekly newspaper established on June 19, in Laoag City, Ilocos Norte, located nearly kilometers away north of Manila, the capital of the Philippines. COCORIOKO is produced in Somerset, Franklin Township, New Jersey, USA and Brookfields, Freetown, Sierra Leone.
Home - Ilocos Sentinel
The sole owner, financier, Publisher and Chief Executive Officer (CEO) is the Rev. Leeroy Wilfred Kabs-Kanu. The exact date when Idi Amin was born remains unknown till date, yet most experts and sources concur that Amin was born somewhere around the mids. At a very young age Amin's father abandoned his family, leaving young Idi Amin to be raised by his mother's family in a rural farming town.
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Alan Abel Media Pranks, Hoaxes and Other Satire


Canon has announced the new high-performance XGA-resolution LV-7590 Multimedia Projector. Delivering 7,000 lumens of brightness and a contrast ratio of 1800:1, this new projector offers five optional lenses that enable it to be customized to a variety of front or rear projection applications.
This flexibility makes it a good choice for installation large venues such as houses of worship, school auditoriums, showrooms, large conference rooms, art galleries, museums and small theaters.
Canon LV-7590 Multimedia Projector It also employs a Color Control Device, an advanced technology that helps to deliver exceptional image clarity and precise color.
Five optional lenses enable installers to customize the LV-7590 for a variety of applications. The five optional lenses include an Ultra Wide-Angle lens (LV-IL01); Wide-Angle Zoom lens (LV-IL02); Long-Focus Zoom lens (LV-IL03); Ultra Long-Zoom Focus lens (LV-IL04); and a 1.3x Zoom lens (LV-IL05).
Further enhancing the convenience of the projector is its powered lens-shift function, which can be operated in both the vertical and horizontal directions by up to 40 percent and 20 percent, respectively (lens zoom and focus are also motorized). User-adjustable vertical and horizontal digital keystone correction is also included.
The precise color reproduction of Canon's new LV-7590 Multimedia Projector is driven by its Color Control Device which adds yellow to the traditional red, green and blue color panels of LCD projectors. The Color Control Device independently controls yellow components, adjusting the quantity of yellow light and automatically selecting for brightness of color reproduction. An associated Color Management feature provides manual control for fine-tuning specific hues in the projected image. Up to eight different alterations can be stored at once.
The new model also features Automatic Gamma Adjustment, a picture-control function that monitors average brightness on a frame-by-frame basis and adjusts gamma levels accordingly for greater emphasis of black tones, added clarity and sharper text. Users can select from two levels of adjustment as well. Images projected are further enhanced by the unit's 10-bit digital video processing, 3-D Digital Noise Reduction, and Intelligent Sharpness Control for smoother gradations and faithful color renditions. Four separate user-selectable Image Modes also optimize display, depending on the content being projected: standard, presentation, cinema (video), and custom (computer/video). Users can also display content in either 16:9 or 4:3 aspect ratios.
Multiple design innovations greatly enhance convenience for the installation and maintenance of the projector, particularly in ceiling-mounted or otherwise inaccessible locations. These innovations include: the center lens body design which simplifies projector placement; an easy-access maintenance cover, a side-loading easy-access replacement lamp; and an Auto-Winding Filtering System with a cartridge-type air filter. The Auto-Winding Filtering System automatically advances the filter when needed and can be used for up to 10,000 hours (ten automatic filter changes) before a new filter cartridge is needed.
The Canon LV-7590 Multimedia Projector features an ample array of the latest industry-standard connections including a 5BNC terminal and a high-speed DVI-D interface which provides an all-digital connection between the projector and input source. Video signals include 1080p, 1080i, 720p, 480i, and more; digital computer signals include (but are not limited to) SXGA, WXGA and XGA; analog computer signals include WUXGA, UXGA and more. The projector is HDCP compliant and external speakers can be connected through the audio output, which is useful when a DVD or PC-input source is also linked to the projector.
The LV-7590 Multimedia Projector can be easily integrated into a local control system (touch panel) via the RS-232 port, and into an existing network via the optional LV-NI03 Network Imager (which is PJLink compatible). This is essential for installed applications and those managing larger AV systems as it allows users to conveniently manage projectors from a remote location.
It has a suggested list price of $8,999.
It's aimed at planetariums, museums, simulators, and medical institutions, as well as high-spec design and monitoring facilities.
The PowerLite 450W and PowerLite 460 provide bright projection, versatile viewing dimensions and easy installation without bursting the budget.


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Q: A parametrically defined circle in the complex plane that's a shame for me, but I have a problem with provement of the shape of curve in the complex plane analytically.
The equation given is:
$$F[t] =(1-\frac{A/B}{1+2iA(t/t_{r}-1)})$$
Where $A$, $B$ and $t_{r}$ are constants and $t$ is variable. In the complex plane, namely, $(Re[F[t]], Im[F[t]])$ I get pure circle, which is well fitted. I tried to find complex parametrisation like $$z[t] = x_{0}+iy_{0}+Rcos(t)+iRsin(t)=z_{0}+Re^{it}$$ but it didn't work well because $$z[t] = 1 - \frac{A}{B}\frac{1}{1+4A^{2}(\frac{t}{t_{r}}-1)^{2}}\sqrt{1+4A^{2}(\frac{t}{t_{r}}-1)^{2}}e^{-i arctg[2A(\frac{t}{t_{r}}-1)]}$$
Should I somehow try to use such a parametrisation $$A(x^{2}+y^{2})+Bx+Cy+D=0$$ or it would be wrong? Could you give me some tips how to prove the circle shape and find its center and radius? I appreciate any help.

redpajama_set_name: RedPajamaStackExchange


Who are the USMNT's new guys?
The United States men's national team kicks off its 2018 campaign with a match against Bosnia and Herzegovina on Sunday (9:30 p.m. ET). Interim head coach Dave Sarachan brought a young, inexperienced group into January camp, including 10 players who are getting their first senior team call.
To help you get to know this new crew, we gathered notes about who they are and talked to a few experts and former professionals about where these players might fit into the American player pool.
Who he is: The Real Salt Lake homegrown player moved to the U.S. from his native Honduras when he was 12, eventually joining Justen Glad, Sebastian Saucedo and Brooks Lennon in the club's academy. He made 17 appearances for RSL in 2017, locking down the left-back role and standing up to Clint Dempsey in the process.
An expert's take: "The thing that has everyone talking about Danny right now is his moment talking trash to Dempsey. It always feels like in big games, the U.S. team clams up a bit, so it's nice to see a kid with some swag who clearly isn't scared of anyone. His soccer ability? Who knows at this point? But left-back is still a weakness in the player pool, and Acosta will get a chance to play 30 games this year, which puts anyone in contention."
Who he is: The holding midfielder left the U.S. for Germany in 2011, joining Hoffenheim's youth program. He made a single appearance in the Bundesliga before returning to the States in August and joining D.C. United, with which he was an immediate and effective starter. Canouse has leadership ability, captaining the American team at the 2015 CONCACAF Championship in Jamaica before missing the age-group World Cup due to injury.
An expert's take: "The U.S. player pool has few really good, dedicated No. 6 defensive midfielders, especially with the defection of Jonathan Gonzalez. Canouse had some strong games in 2017 and also some weak games. He needs a good 2018."
Who he is: Jozy Altidore, Michael Bradley, Sebastian Giovinco and Victor Vazquez are bigger names, but Delgado -- a former Chivas USA Youth Academy product who was taken with the 14th pick in the 2014 MLS Dispersal Draft -- makes Toronto FC tick in the midfield. He's a tenacious tackler and an intuitive passer who has made 48 starts the past two seasons. He started all five matches when the U.S. U-20s reached the quarterfinals at the 2015 World Cup.
An expert's take: "Delgado is a player who makes the plays you need to win games. He's been surrounded by special talent at Toronto, which has helped him thrive, and will need to show that he's exceptional in a few areas to climb up the box-to-box midfielder rankings."
Who he is: RSL's solid center-back made 27 starts in 2016, earning the team's Defensive Player of the Year honors, and 18 last season after an early season knee injury robbed him of three months. He's mature beyond his years, though he needs to continue improving if he is to capitalize on his immense promise.
An expert's take: "One of the most promising newcomers, if not the most promising, on the January roster. He is a mature player for his age and has a very nice upside as a central defender. If Glad plays well and outshines others in this camp like [Walker] Zimmerman and [Tim] Parker, he could see himself high up the depth chart."
Who he is: The lightning-quick man from Mississippi finally found a home at right-back, playing more than 2,600 minutes for the Colorado Rapids in 2017 as a wing-back and wide midfielder. He has been on the fringes of the U.S. system, making a single appearance for the U-23 squad in 2014.
An expert's take: "An athletic, energetic attacker who never looked good enough on the ball to make an impact as a forward or winger, it looks like he will get his chance to play wing-back this year in Colorado. With the exception of DeAndre Yedlin, both outside-back spots look up for grabs, so while Hairston has a ton of ground to make up, it's not impossible."
Who he is: The son of U.S. legend John Harkes, the No. 8 went from winning the Hermann Trophy with Wake Forest to starting in D.C. United's midfield in a single year. He was the team's most accurate passer and completed nearly one key pass per game, both indications that he has the vision and ability to succeed in international competition.
An expert's take: "Had an up-and-down rookie year with D.C. Along with Canouse, Harkes will have to show his worth at the club level before we really know what he is at the international level."
Who he is: Lennon left RSL's academy in 2015 to join Liverpool but didn't make any appearances for the English club before returning Stateside, first on loan and then permanently in December. The pacey attacker scored three goals and posted four assists in 1,525 MLS minutes in 2017, looking lively and nearly leading the Claret and Cobalt to an unlikely postseason trip.
An expert's take: "He's a one-on-one guy, which we don't have many of in the player pool right now. He's happy to get the ball wide and run at the outside-back. He also has the acceleration to beat most defenders. He doesn't have the games to say whether he's fully good enough yet, but anyone with his kind of acceleration has a chance."
Who he is: The Homegrown San Jose Earthquake started at right-back for an injured Marvell Wynne in Week One, earning MLS Team of the Week honors, and he didn't look out of place in his rookie year. An injury derailed his campaign, as he started a single match after Aug. 12, but Lima showed more than enough to prove that he belongs.
An expert's take: "Looked solid in limited minutes with San Jose. He has the athleticism and technical ability you want, but his defensive instincts leave a lot to be desired."
Who he is: Were it not for a series of unfortunate injuries, the 2017 MLS Defender of the Year would have been called into a camp well before his 29th year. The No. 3 overall selection in the 2010 MLS SuperDraft finally stayed healthy, starting 30 games at center-back for Sporting Kansas City and playing 90 minutes in every one.
An expert's take: "Ike's a somewhat dying breed of a pure defender. He's an incredible athlete, able to run and jump with anyone, but he also thinks of the game in a defend-first manner, which in itself is a differentiating factor for defenders these days. He might not have the passing ability or comfort on the ball for the international stage, but that depends on the coach's preferences."
Who he is: The former NASL star stayed with Minnesota United when the team joined MLS, tallying 14 goals in 30 games. He's an elegant finisher who has found the net at a clip well above a goal every two games during his professional career.
An expert's take: "Most of his game is based on poaching in the box, and there's always a place on a roster for a guy who can finish chances. Goal scoring is generally form-based, so it's tough to say what the future holds, but he has the ability to score goals, which means he can always be in the conversation."


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Which country suffered the most military deaths in ww2
Which country suffered the most casualties in ww2?
the Soviet Union
Which country suffered the most civilian and military deaths in World War II?
What country killed the most German soldiers in World War 2?
Which country has the most war deaths?
How many died in ww2 total?
How many Germans died in ww2?
How many German soldiers froze to death in Russia?
On 18 January 1942, the Germans were able to reconquer Feodosia. "They found that around 150 wounded German military personnel had been murdered.
Why did so many Chinese died in ww2?
The sheer incompetence and corruption of the Chinese government added millions of victims to the millions raped and murdered by the Japanese. Without the war, the Chinese Communists would never have defeated the Nationalists. The Sino-Japanese War killed between 14 and 20 million Chinese people.
How many Soviet soldiers died in ww2?
The Red Army was "the main engine of Nazism's destruction," writes British historian and journalist Max Hastings in "Inferno: The World at War, 1939-1945 ." The Soviet Union paid the harshest price: though the numbers are not exact, an estimated 26 million Soviet citizens died during World War II, including as many as
Is there a World War 3?
World War III (WWIII or WW3) and the Third World War are names given to a hypothetical third worldwide large-scale military conflict subsequent to World War I and II. The term has been in use since at least as early as 1941.
You might be interested: Who gives military discounts
How many Germans died on D Day?
But on D-Day alone, as many as 4,400 troops died from the combined allied forces. Some 9,000 were wounded or missing. Total German casualties on the day are not known, but are estimated as being between 4,000 and 9,000 men.
What stopped ww2?
World War 2 ended with the unconditional surrender of the Axis powers. On 8 May 1945, the Allies accepted Germany's surrender, about a week after Adolf Hitler had committed suicide. VE Day – Victory in Europe celebrates the end of the Second World War on 8 May 1945.
Who killed the most in history?
But both Hitler and Stalin were outdone by Mao Zedong . From 1958 to 1962, his Great Leap Forward policy led to the deaths of up to 45 million people – easily making it the biggest episode of mass murder ever recorded.
What is the deadliest war in history?
What is the longest war in history?
Iberian Religious War
What time is 1700 in military time
When the war ended, approximately 3 million american men had served in the military on both sides.