Today's guest post is by Mike Esterday, CEO and Partner of Integrity Solutions. He has spoken and written on a wide variety of topics in sales performance, leadership and training. He founded the largest distributorship for Integrity Solutions and since then has helped organizations from over 120 countries improve sales, service and coaching skills.
If you're like most sales leaders, you're constantly hunting for the "secret sauce" of sales success. You're convinced that, once found, that secret sauce will put your organization over the top – and into the rarefied group of consistently top-performing companies.
Look no further. Chances are good that you already have all the ingredients you need. You've just added them to the sauce in the wrong proportions.
We recently conducted a research study in partnership with the Sales Management Association to find out what top-performing companies focus on that's different from the others. The answers were revealing and, in some cases, surprising.
We surveyed more than 200 sales executives. We asked them to rate how a salesperson's achievement drive – that is, their attitudes, beliefs, and passions – affects their performance. Likewise, we asked the same of them about how a salesperson's product knowledge and selling skills affect performance.
Here's what may surprise you: More than 80 percent of the respondents rated achievement drive as being of equal or greater value than product knowledge and selling skills in terms of positively impacting sales performance. However, only a quarter of the respondents said they were very effective in delivering sales training that focuses around achievement drive.
That is a tremendous gap between importance and effectiveness on what is potentially the most important driver of sales success.
Here's the kicker: Those who said they were effective at focusing sales training on achievement drive reported 20 percent stronger results than everyone else.
What about you? Does your sales training emphasize achievement drive and ignite motivation?
If so many executives recognize the value of achievement drive, then why don't more companies address it in training?
Well, ostensibly, it's just plain easier to provide salespeople with product information and techniques on what to say and when – and then manage numbers and activities.
But relative ease is only part of the story. In fact, there are plenty of ways leaders rationalize focusing on skill and product training – even when they agree that attitudes and achievement drive play a bigger role in performance.
Skills and product training are just easier to deliver and measure.
We expect people to have this already when they're hired.
The subject matter is too personal for corporate training or coaching.
We've never done this type of development in our organization.
This isn't to say that training on product knowledge and selling skills isn't important. But it will only take your team (and your organization) so far.
When training goes beyond product knowledge and techniques – when it gets to the motivating attitudes that increase achievement drive – that's where your competitive edge lies.
So, what advice can we take away from the lessons of the top-performing companies in our study?
The conversation I have with my customers – How will I interact in ways that are seen as valuable by customers? This is where training around selling skills/methodology, account strategy, and product knowledge falls.
The conversation I have with myself – Those moments of reflection, inner belief, and personal values are sometimes seen as "intangibles," but the impact on performance is quite real. This is where training focused around achievement drive comes into play.
The conversation I have with my coach – One of the key determining factors for growth is coaching. However, when and if sales coaching actually happens, it's nearly always focused on how to improve the first conversation – a salesperson's ability to interact effectively with the customer. It rarely addresses the other critical conversation, the one that salespeople are having all the time – with themselves.
This holistic approach to development requires ongoing commitment from the top and alignment throughout the organization. But, as our research shows, it can be the turbocharger for your success.
When you think about it, it's not all that surprising. After all, who among us hasn't felt the undeniable power of self-belief and self-drive? And who wouldn't want to work for a company that is committed to developing people in a way that unleashes their inner drive and potential? And, just as important, who wouldn't want to do business with a company that values each salesperson as a whole person – not just a selling machine?
Take a closer look at your sales training approach. Are you missing any of the key conversations that could be the "secret sauce" of your sales success?
Coaching Your Sales Team Is Easier than You Think!
Today's post is by Mat Greenfield, coaching consultant at HireVue. He is a learning and development geek with a passion for helping people be the best they can be through training and coaching. Learn more about HireVue on Facebook, Twitter, and LinkedIn.
Research shows that ongoing coaching that follows sales training has 400 percent more impact on productivity than sales training delivered without coaching. As a result, it's no wonder sales coaching is a hot topic among leading sales managers. In addition, a landmark CEB study of sales teams showed that coaching delivered by managers is more than twice as effective as coaching by high performing peers – or even an internal sales trainer.
Coaching drives higher performance. According to research by CSO insights, companies with formal sales coaching programs report 18 percent higher win rates than those with discretionary or informal programs.
Coaching creates transparency and trust. Coaching provides an opportunity for the manager to talk one-on-one with – and really listen to – their direct reports. This increased time and attention increases transparency, builds trust, and fosters stronger relationships.
Coaching increases employee engagement. Research shows that salespeople who have received quality coaching report higher engagement levels and are far more likely to stay with their company. With the cost of replacing a sales rep somewhere between two and 10 times their salary, this increased retention represents a significant dollar savings!
Declare your intent. Share your coaching plans with your boss and ask him or her to hold you accountable for following through. In addition, explaining to your team that you are making coaching a priority will set the stage for successful initial sessions. The public nature of these declarations will help you follow through on your promise!
Establish a schedule. Setting a regular schedule elevates the importance of coaching in the minds of your team, showing that you're serious about it. Consistency also makes keeping your commitment easier since your time is already blocked off for coaching.
Leverage technology. Using tools such as HireVue Coach, which deliver on-demand video-based coaching, can make the experience easier, less time consuming, and more effective for both managers and sales reps.
Once you've taken the plunge, you're likely to find that delivering coaching is easier than you think. The simplest method is "directive coaching." Feedback is delivered as a statement and is based on your observations and expertise. For example, you might recommend that a rep be more aggressive when asking for a next meeting.
A more advanced form of coaching is "non-directive coaching," which is delivered in the form of questions. This prompts the sales rep to diagnose his or her own performance and identify potential areas for improvement. For example, you might ask, "How do you feel about the way you asked for a follow-up meeting?" This approach leads to self-assessment by the rep and helps create the need and desire to improve in certain areas.
As your coaching experience evolves, you'll increase in skill, confidence, and effectiveness while you help your direct reports identify and work on areas for improvement. So, good luck sales manager. Now, get coaching!
Today's post is by Michelle Vazzana, a founding partner at Vantage Point Performance, a global sales management training and development firm. She is co-author of Cracking the Sales Management Code and a sought-after speaker on the topic of sales management and leadership with more than 28 years of successful sales and management experience. For more information, visit www.vantagepointperformance.com.
All sales organizations have problems. Sales technologies or tools solve problems. Logic would seem to tell us that all we need to do is match a technology to a problem and voilà – problem solved!
Yet, as every sales leader knows, this is not how it works. All too commonly, organizations apply technology in an effort to fix their pressing sales challenges but their expectations for it go unrealized. Why?
There are a couple reasons for this dilemma. First, tools are just that – tools. They don't conduct activities or think through problems – people do. When companies employ a tool expecting it to solve the problem, they set themselves up for disappointment since it is people who need to solve it. Second, there often isn't enough direct linkage between the tool and the real problem. In many cases, a tool is brought in to address a symptom of a problem because the company has never identified the root cause of that problem. In these cases, implementation can sometimes exacerbate the issue or create entirely new problems.
Take CRM as an example. Let's say a sales organization purchases a CRM system in order to improve forecasting through better visibility into the pipeline. And then, let's say, a sales leader takes a look at the pipeline and realizes: "Uh-oh! Based on our average close rate and the number of deals in the pipeline, we aren't going to make our numbers this quarter." So he or she instructs the team to go out and make their pipelines bigger. They do. But now the pipeline is inflated and reps are putting time and energy into deals that won't close. So the pipeline looks full and the pipeline math indicates the company should meet its quarterly targets. But it's a mirage. The poor quality of leads means the forecasts are still off and, to add insult to injury, win rates are sliding.
When leaders bring in technology to solve a problem without fully understanding its root cause, we often see the emergence of additional challenges. In this case, the root cause of, say, uneven forecasting might be that sellers aren't spending enough time qualifying deals in the early stages. By teaching reps how to better qualify deals and putting emphasis here, they would better learn where to spend their time and which deals are most likely to turn into sales. In turn, this discernment would improve forecasting and boost win rates. While CRM could certainly be helpful as an aid here, it is not the solution.
I recently worked with a client that had invested half a million dollars in an automated call planning system. It had been implemented in response to complaints by reps who, as a result of inconsistent performance in sales calls, were required to create 10 call plans a week. Done manually, this task had been taking them five hours a week. The technology, with templates and drop-down lists, reduced the burden to mere minutes.
When the quality of sales calls didn't improve, the company brought me in to take a look at the issue, and I knew right away we had a problem. The whole point of call planning is to think through an upcoming call – but the automated system had removed the need to think. Moreover, sales managers had suddenly found themselves with 100 call plans in their in-boxes for review every week. Overwhelmed, they weren't looking at any of them. The situation was a classic case of trying to use a technology to solve a symptom of a deeper problem.
We went back to the original problem: inconsistent execution of sales calls. To tackle it, I recommended the company drop the requirement for 10 call plans a week. Instead, I urged sales managers to spend one hour per month with every rep on the team and work to create one or two great call plans in that time. Quality over quantity. The recommendation raised a critical question: If reps were creating one or two great plans instead of 30-40 bad ones, which targets were worth a call plan? The question led the company to more clearly define what constituted a great opportunity, how to target those opportunities, and how to better plan interactions with them. Sales results improved and the company scrapped the half-million-dollar call planning system.
If you turn to technology to solve a problem, you are likely setting yourself up for disappointment. Rather than seeking a technology fix, seek the input of those who are living the problem and can help think through root causes so you solve the right problem with the right solution. Sometimes the answer is sales technology. Often, it is not.
Today's post is by Bob Sanders, CEO of AXIOM Sales Force Development. Follow him on Twitter @bobsaxiomsfd or connect with him on LinkedIn at linkedin.com/in/bobsanders.
If you are like most sales leaders, you have already realized that your ability to achieve your objectives – whether hitting forecast results or transforming your customer engagements – absolutely depends on the effectiveness of your frontline sales managers.
You have probably also realized that only a few of your team of managers are effective coaches today. Interestingly, when managers are surveyed about their own coaching effectiveness, as many as 80 percent believe they are good (or even very good) sales coaches. However, when their interactions with sellers are observed, a very different picture often emerges.
Such was the case with one notable AXIOM client. Prior to working with our company, this large sales organization with nearly 1,000 managers had decided to bypass the survey and actually observe the interactions between its managers and sellers.
And what did their executives find? Of 1,000 managers, only 16 were actually having meaningful coaching conversations. The others were absolutely interacting with the people on their teams, but the interactions simply didn't qualify as coaching conversations.
Why the massive discrepancy? It turns out there are two critical barriers to fielding a team of exceptional coaches who develop outstanding sellers.
Barrier #1: Companies lack a defined coaching model.
First, few teams have a clearly defined model for an effective sales coaching conversation. Don't get me wrong, there are numerous training programs that purport to teach managers how to have meaningful coaching conversations. However, in reality, most are little more than light improvements on what managers are doing today – providing performance feedback.
Barrier #2: Companies fail to support coaching efforts.
Second, even when managers embrace a true coaching model, executing on that model requires supporting systems most companies aren't presently providing. Without this support, the typical manager simply cannot overcome the barriers to effective coaching.
Let's break down the ideal coaching conversation. Here's the problem: faced with gaps in sales performance, managers react almost exclusively by pointing out the performance gap that needs to be addressed. You can hear the conversation in nearly any sales office in the country.
MANAGER: Tim, as much as I like you and really appreciate your enthusiasm, selling is a numbers game – and you aren't making your numbers. Now, I have looked into your metrics and determined that your biggest issue is that you just aren't finding enough opportunities – your funnel is too small. You have got to find more opportunities or we are going to have to find something else for you to do…and, by the way, that doesn't mean here at ACME. I can give you 90 days, but you have to show me you can hit your numbers by then, ok?
Is this feedback? Yes. Is this coaching? Most definitely not! Our manager has just sent the same person, equipped with the same skill and knowledge, into the same environment but made it quite clear she is expecting a different result. What's the likelihood Tim can make that happen based on this feedback? Just about nil.
For this conversation to transform from meaningless (and perhaps even counter-productive) feedback to useful coaching, the manager must do two things. First, she must identify the root cause of the performance gap. This requires her to understand how her seller is prospecting for opportunities today and why the seller is doing it the way he is. Until she identifies a gap in skill and knowledge, nothing can be done to help this seller improve his selling effectiveness.
Second, when a skill or knowledge gap has been identified, some learning activity must be assigned to address (or at least shrink) this gap.
Think about any lesson/coaching session you ever had. Generally, you don't get better from the lesson itself (that's just when the coach identifies the cause of your performance issues). You get better when you complete the assignment or drill that comes after the lesson. Selling is no different. If we want people to acquire and apply new skills and knowledge, we need to provide salespeople with clear, concise learning activities that will allow them to do so. Then, in a follow-up conversation after the seller has completed the assignment, the manager can determine whether or not the skill/knowledge gap has been addressed.
Based on effectively identifying the root cause and then defining an activity that will address the issue, the manager has elevated the underlying skill of the seller and affected a sustainable change in his selling behavior and results.
This leads us to the second barrier to effective coaching. The matrix of performance issues, behavior gaps, root causes, and learning activities is so large that few, if any, managers will be able to apply the model during their seller conversations. This is precisely why a growing number of forward-thinking organizations are providing tools to support this model.
These solutions provide managers with a wizard that leads them through the process of diagnosing the root case of a problem and then presents to the manager any learning activity designed to address the root cause. No need to memorize all the possible combinations or search through an exhaustive list of courses in the company's learning management system.
By providing sales managers with a clear model for effective coaching conversations and tools to help them execute consistently, sales organizations are able to dramatically improve coaching effectiveness and sales results.
Want to learn more? Visit us at www.axiomsfd.com.
Today's post is by John C. Kolencik, who has been conducting business simulations for client companies for more than 20 years. His company, Matrix Impact (http://www.matriximpact.com), focuses on increasing clients' sales revenue an average of 42 percent by finding the best people, training them, and providing high-producing lead generation.
Organizations are only as strong as the people who work for it. That makes people your most precious resource. It also makes the hiring, assessment, and development of A-Players critical best practices in any company. Nobody wants to make a mistake in hiring or promoting. So why is it one of the most under-taught, under-improved processes in all of business?
One of the best ways to improve your hiring, assessment, and development of A-Players is the use of simulations, but fewer than 2 percent of all businesses use them – and it is a mystery to me. What this stat screams is that, when simulations are utilized correctly, you can differentiate your business from at least 98 percent of your competition.
I mean, nobody would buy a car without taking it for a test drive, nor would an airline hire pilots unless they could prove – in a flight simulator – that they were competent. So why choose to hire or promote someone without seeing their true ability to perform required business tasks with your own eyes?
Here are the six reasons simulations should be an integral part of any hiring, promotion, and training processes.
A mis-hire/promote costs the company 5 times the candidate's annual compensation (e.g., a $50,000 salary costs the company $250,000).
Whether it is a mis-hire or a less-than-adequately-trained employee, the impact on client relations, revenue, productivity, supervision time, and morale is negative – and it is huge.
Have you ever had an interview where the person told you they couldn't do the job? Or have you ever had a person who "stretched" their abilities in the interview and, as a result, you were cleaning their messes for days, weeks, or months after?
A best practice simulation provides you "point-to-point correspondence" with the job. When the activities found in the simulation are a replica of activities required on the job, you get an accurate portrayal of skill level.
This is also why simulations are critical to training. Do you really want salespeople "practicing" on customers? Of course you don't! General George Patton once said, "The more my troops sweat in peacetime, the less they bleed during combat." Simulations are a must in all continual development.
Once they perform in the simulation, how do they respond to constructive criticism? Are they thin-skinned? Do they gloat? Is their self-confidence warranted? Many times, you find out the best and the worst of people by observing how they handle coaching.
It also opens a window to know how they learn best. Through the debrief, you will discover what they will and won't respond to. This can be invaluable as you continue to train and develop your team.
When recorded, simulations help reduce – if not remove – bias and subjectivity in the hiring process in one big way: "The eye in the sky does not lie." You don't want a he-said/she-said situation in any business scenario, but especially in simulations.
Here's a great example of the benefit of recording simulations: A hiring manager who got a "good hit" off a candidate in an interview might get a completely different feeling after watching a recorded simulation. The candidate might be the most charming person in the world, but, when the time came, he didn't have the skills he had trumpeted. In any business, that is a disaster averted.
Recorded simulations are irreplaceable in training as well. There is nothing better than being able to go back and review specific areas for either praise or correction. Plus, reviewing with individuals their recorded progress or regression is a very powerful training tool.
Even if somebody is an A-Player, it does not mean he or she is perfect. Too many onboarding programs fail to adapt to the candidate, thus slowing the speed to effectiveness of the new hire.
Simulations don't just weed out bad candidates. They also help assess a good candidate's specific strengths and weaknesses in a hyper-accurate way. This allows you to design/implement an onboarding process to speed them to productivity. Not to mention, it helps in offer decisions such as salary negotiations.
The War for Talent is upon us and there are only so many A-Players out there. The mistake most organizations make is purposefully making the hiring process easier out of fear of losing the candidate.
Thomas Payne said, "What we obtain too cheap, we esteem too lightly: it is dearness only that gives everything its value." Being with the best requires paying the price. Candidates learn respect for the position and respect for the company by seeing how seriously the company takes the hiring process. The best candidates don't want to be with some company that just rolls over. Remember: Everybody wants to belong to The Club that is impossible to get in.
87 percent of people who voluntarily (i.e., quit) leave a company do so because of a lack of growth and development opportunity. It's human nature to want to improve, develop new skills, succeed, and advance. If you have good people, make them better. Use simulations to continually train and develop your team. And you know what they call the company with the top employees…they call that company the best!
Andy Grove, the Intel visionary, said, "The most important charge a good manager owns is the responsibility to continuously train his/her employees." When you add in the training component, you have three areas where you can either irreparably damage or exponentially advance your most precious resource.
To ensure you are hiring A-Players – and for training to be both impactful and "sticky" – you have to closely tie how things are actually done in your organization to any evaluation and development of personnel. This is why simulations are such a critical management tool.
Today's blog post is by Bob Sanders. He currently serves as President and CEO of AXIOM Sales Force Development. He has more than twenty five-years experience in sales, sales management, and marketing. He is dedicated to elevating the sales profession and delivering exceptional results for sales people, their customers and their companies.
If you want a sustainable competitive advantage, it may be time to radically rethink the traditional approach to sales training. We are finding an increasing number of companies living on the front lines of a sales learning revolution and achieving lower turnover, faster ramp times, higher participation rates, and better overall performance. These spectacular results are being achieved by making learning a continuous part of the sales cadence and integrating learning, coaching, and selling tools into their CRM.
We all know the challenges with traditional sales training programs. Most can provide a small, short-lived spike in sales performance, but the overall impact and ROI of the investment is often suspect. However, the transformation of CRM systems, especially Salesforce.com – from contact, account, and opportunity management solutions to full sales effectiveness platforms – presents an opportunity for a radically new paradigm: the learning sales organization.
Classroom training is replaced largely by online learning that is available anywhere – any time salespeople want or need to learn.
Sales managers play a significantly greater role in the development of their sellers. They leverage technology to help them better diagnose improvement opportunities and leverage the online learning to improve the skill and knowledge of their teams.
Applications for opportunity management, account planning and management, and sales coaching are often embedded in Salesforce.com and drive learning application, methodology execution, and Salesforce.com adoption.
Senior leaders set objectives for learning and coaching and integrate these performance metrics into their score cards.
A recent special report by Aberdeen helps highlight the impact this shift is having for best-in-class sales organizations.
Beyond improving sales performance, the continuously learning approach can help your company dramatically reduce their training expenses. One company we know well recently merged with another organization of nearly the same size – onboarding nearly 500 sellers and managers to their existing sales and coaching methodology without conducting any traditional training events! This saved the company an estimated $1,000,000 in travel and training expenses and dramatically reduced integration time.
Beyond the traditional metrics and improved CRM adoption, becoming a learning sales organization can transform your customer relationships. When learning is a matter of course rather than a sporadic event, sellers and managers develop the habit of continuous learning. This habit will allow them to absorb and apply new information about your solutions and competitive intelligence more quickly and completely – making the entire organization more flexible and improving the sales ramp-up for new products. More importantly, however, by building their learning muscles, salespeople are able to engage with customers in a dramatically more effective way. Salespeople who have "learned to learn" build more authentic relationships with their customers, investing in understanding customers rather than constantly pitching the next product. Customers are better served, salespeople deliver better results, and relationships are stronger and more sustainable.
Establish a common methodology for key selling activities, including opportunity management, account planning and management, and sales coaching. This should include an ideal model for engaging customers supported by well-defined skills.
Insist upon a plan for any training initiative that includes follow-up activities that will help cement the learning. See this blog post for more information on the learning cycle that necessitates the need for small, bite-sized learning activities followed by practice and application.
Integrate measures for sales coaching and learning into your senior leadership scorecard. Even if you are not fully equipped as a learning sales organization, adding measures for this will help ensure you continue to make incremental progress along your journey.
Celebrate learning and coaching. Once you start measuring this, be certain to celebrate it. Too often, leaders give far greater attention to what is wrong than what is right. As Frank Blake, former Home Depot CEO, has said, what you celebrate tells the organization what is important.
Should you need help with your initiative, or if you're just looking to share ideas, don't hesitate to reach out to us here at AXIOM. We'd be happy to assist you in any way we can.


text:
Q: Reencoding a file with "Encode::from_to" or "PerlIO::encoding" Between Encode::from_to and PerlIO::encoding, what's the preferred way to reencode a file within a perl script?
This uses PerlIO::encoding
use warnings FATAL => 'utf8';
open(my $f1, "<:encoding(iso-8859-1)", "infile");
open(my $f2, ">:encoding(utf-8)", "outfile");
print $f2 $_ while <$f1>;

Or, should I use Encode::from_to or is there a better way?
It seems that the first option, with PerlIO::encoding, would support not-slurping the file into memory.
Are there any downsides to using that method?

A: You don't show what you intend to do with Encode, but the generally-accepted best practice is to work with Perl's internal coding (basically UTF-8, but you don't need to know) and apply the conversions to input and output file handles accordingly
I don't understand where you got the idea that using a PerlIO layer would affect slurping a file. Maybe you're getting confused with line endings, but even so there should be little difference
If you think you must read the entire file into memory then you should think again. It is almost always best to keep state variables across single lines, or perhaps to modify Perl's input record separator $/ to read multi-line records
Nothing will affect the decoding or encoding of file data unless you are misusing it

redpajama_set_name: RedPajamaStackExchange


text:
Lenovo Chromebook Duet: Chrome OS's Answer to the iPad
Lenovo's newest answer to the iPad is the Chrome OS running Chromebook Duet
If there is one product category that Apple has dominated the technology landscape without question it is tablets. The iPad has long been the default tablet recommendation for most people. So much so that when Microsoft partnered with the NFL to have Surface Pro's on the sidelines, announcers were calling them iPads. There is a Google and Kleenex element to the iPad and tablets, where people simply call tablets iPads now. How can another company possibly compete?
Many have tried to take on the iPad but all have failed. Samsung, Google, LG, Motorola, and Microsoft have taken different approaches. But all have failed. The reason that I think this is the case is something that I have said many times: Apple simply cares about tablets where others use it as a side hobby. Apple has a priority in the iPad line which has resulted in a very full and consistent product portfolio. A concise vision in a category that is filled with laissez-faire releases.
It is in this climate that Lenovo has unveiled a new device to take on the iPad: the Lenovo Chromebook Duet. A fascinating $300 Chrome OS tablet device that gives the iPad a run for its money in the way of value and usability propositions. This might be the device to finally give Apple a legitimate challenge, erasing the sins of the previous competition.
Sins of the Past
Image Credit: Emanuela Boros via Unsplash
It has been 8 years since Steve Jobs unveiled the original iPad. In the time since then, the device line has revolutionized the computing space to help usher in thinner and lighter designs. Ever since then the tech industry has been littered with "iPad killers". Let's revisit some of these devices.
Samsung is the first competitor that comes to mind with the very scattered tablet strategy with the Tab S, A, and E lines. The company has leaned into DeX mode with the flagship S line and a multimedia focus on the lower end E and A tablets. Microsoft introduced its Surface line as a sort of hybrid between a traditional laptop and tablet. However, with the failure of Windows 8 and 8.1 that product line has leaned more into the former. Google just a couple of years ago took a stab at the iPad with the Pixel Slate. However poor reviews and a clunky tablet interface doomed this product from the start. The device's price point with accessories (around $1000) was more in line with the iPad Pro than the standard iPad.
This is the problem that many manufacturers have faced. Trying to dethrone the iPad by attacking the more premium Air and Pro lines was always a foolish endeavor. Apple dominates the tablet market by offering an excellent experience on the standard $329 10 inch iPad and superior small tablet experience in the iPad Mini. Microsoft even tried to specifically target this success with the Surface Go, but even that device does not compare well to the standard iPad as a media and productivity device combination.
It is in this environment that Lenovo has released the Chromebook Duet. On the surface from a specifications perspective, this device is nothing remarkable. However, what Lenovo has achieved here is a device that offers a compelling package when compared to the 10 inch iPad that offers an alternative worth considering.
The Maturity of Chrome OS as a Tablet Operating System
Image Credit: Nathan Dumlao via Unsplash
When the Google Pixel Slate was released, the operating system was woefully prepared to handle a touch screen only form factor. This spelled doom for the Slate. The beauty of Chrome OS though is that the update schedule of the operating system is constant with updates coming every 6 weeks. Because the operating system is in a growth stage, most new versions have multiple quality of life updates. And in the two years since the Slate was released Chrome OS has become a much more capable tablet operating system.
The inclusion of navigation gestures and a dedicated tablet UI among other additions have made Chrome OS a much more capable tablet experience. These are additions that complement the desktop experience of Chrome OS. Many have written and said many words about how Chromebooks are not a proper replacement for Windows or macOS. While this may be true for power users in the laptop market, as a tablet operating system there is intrigue.
Chrome OS has full support for external accessories that work as intended without the need for any workarounds or adapters. Additionally, Chrome OS has the full desktop experience of the Chrome browser. This may seem minor but a flaw of Android tablets for years has been that the internet browser on these devices has been an enlarged version of what is found on Android phones. For a larger screen device, this leads to a subpar experience. Chrome OS has a full desktop browser in a tablet form factor that makes a compelling argument against the iPad.
The last part of Chrome OS that improves the tablet experience is updates, or rather how long updates will be sent out to a device. Android tablets are notorious for being the lowest on the priority list in terms of software support, except for Google's Nexus tablets from a few years ago. Most of these devices rarely receive necessary security patch updates to protect against internet security threats that arise daily. Compared to the iPad, which is supported by years from Apple, this is a huge disadvantage for Android tablets.
Chrome OS, by contrast, is updated every 6 weeks usually without a hitch and the Chromebook Duet in particular has a guaranteed 8 years of software support. This is very competitive with what Apple offers with the iPad which typically supports devices for 4–5 years. The nature of the one size fits all update strategy that Google implements with Chrome OS helps make the Duet a much more appealing value proposition from a long term support perspective. A piece of mind that tablet makers have long struggled with in competing with the iPad.
The Incredible Value Proposition
Image Credit: Riccardo Annandale via Unsplash
Earlier I mentioned that the Pixel Slate failed in large part due to a very high asking price at launch. Additionally, the device was very large as a tablet device. So much so that most reviewers suggested only using it as a laptop, flat out discouraging using it as a tablet as it was a poor overall experience. The Lenovo Duet solves both of these problems. Priced at $300 with a 10-inch display, it is affordable and compact. An ideal combination when looking at a tablet.
The added benefit here is that the Duet comes with a kickstand attachment and keyboard in the box with 128 GB of storage. A similarly equipped iPad with 128 GB of storage and keyboard cover almost costs double ($588: $429 for the iPad and $159 for the keyboard cover directly from Apple). The pricing from Lenovo, by comparison, is extremely competitive whether looking for a standard tablet only or a potential productivity device with a keyboard.
But there have been lower-cost alternatives to the iPad that have come and gone before. And they have all failed. What makes the Lenovo Duet better? The hardware that Lenovo has executed here in the price point just feels like a competent competitor. A solid frame, lightweight when used as a tablet primarily, and a screen that does not look like it belongs on a $300 device. Furthermore, the use of an ARM-based MediaTek processor means that Android apps installed through the Google Play Store will work better on this tablet than a typical Intel-based Chromebook.
The appeal of this device then becomes more apparent when considering that Android apps will work very well here in addition to having a full web experience through the Chrome browser. This combination offers a compelling alternative to the 10 inch iPad for those that are more comfortable in the Google ecosystem. This device is not a primary computer and does not pretend to be one. This device is an excellent secondary device, an excellent multimedia device, that just so happens to be able to handle some light work when needed. In short, it is filling the same need as an iPad. It does so quite well, and that is something that we as a tech community have not been able to say about a tablet in a very long time.
Thank you for reading! If you like this article and content please follow me on Medium and Twitter to see my newest work. Here are some of my other articles that relate to Chrome OS for some further reading!
What If Chrome OS Was a Phone Operating System
Windows 10X's Reimagination is Chrome OS's Validation
The Open Web: App Store of the Future
The Case for the $1000 Chromebook
The 'Best Pork Ramen Complex' PC Mod Was the Coolest Thing at Computex
How Apple Beat Swiss Watchmakers at Their Own Game
Adrian Zumbrunnen
Creating a Portable Plex Server; TravelPlex
Lorenzo Aiello
DIY Low-Cost VR Headset Uses a Pair of Micro:bits for Tracking
Cabe Atwell in Hackster Blog
CRT Badge Made From a Raspberry Pi and Hacked Sony Watchman
Cameron Coward in Hackster Blog
Should We Be Skeptical About Apple Watch EKG
Aditya Raj in Data Driven Investor
Apple Silicon is Reshaping the Computing Industry
J.P. Scott in Mac O'Clock

redpajama_set_name: RedPajamaCommonCrawl


text:
Marilyn Manson's Albums Ranked From Worst To Best – Do You Agree?
By Emily Barker
In celebration of the continued brilliance of the self-styled God Of Fuck himself, we've ranked Marilyn Manson's albums in order of dark, depraved greatness.
9. 'Born Villain' (2012)
9. 'Born Villain' (2012): By the time Manson's eighth album was released, there were plenty who had written him off. There wasn't much on 'Born Villain' to change those people's minds. The likes of 'Slo-Mo-Tion' and 'The Flowers Of Evil' felt oddly like Manson was going through the motions. For an man who had shocked for so long, it didn't reach his normal standards of noir-rock antagonism.
8. 'The Golden Age Of Grotesque' (2003)
8. 'The Golden Age Of Grotesque' (2003): Inspired by the Weimar Republic era of pre-Nazi Germany, this was Manson's first post-9/11 release. Prior to the attacks on the Twin Towers, Manson was an establishment hate figure; to some, the most frightening person in America. Those events, and George W Bush's subsequent terrifying neo-conservatism, gave perspective to Manson's shtick.
7. 'Eat Me, Drink Me' (2007)
7. 'Eat Me, Drink Me' (2007): Manson was finding a new place in the world with his sixth album. There are no songs about God or governments here, which is fine, but the lack of any decent choruses make that absence all the more apparent. As NME's review stated, Manson was reaching out beyond the Download faithful with this record, but in doing so, he didn't really satisfy anyone.
6. 'Portrait Of An American Family' (1994)
6. 'Portrait Of An American Family' (1994): On his debut, Manson was attempting to mesh the vibe of low-budget horror films, the theatrics of Alice Cooper and the industrial sounds of Nine Inch Nails (whose frontman Trent Reznor produced the album). He succeeded to a degree, but it's an acquired taste. Listening back to the likes of 'Cake & Sodomy' and 'Dogma', it hasn't aged well.
5. 'The High End Of Low' (2009)
5. 'The High End Of Low' (2009): There was nothing new in terms of themes tackled; violence, pain and politics, but something about Twiggy's return (Ramirez had left the band in 2002), or perhaps Manson's divorce from burlesque star Dita Von Teese in 2007, gave an energy and menace to the likes of 'Running To The Edge Of The World' and 'Pretty As A Swastika' that hadn't been heard in years.
4. 'The Pale Emperor' (2015)
4. 'The Pale Emperor' (2015): Just when we thought Manson was out of ideas came his ninth album, brimming with ideas. 'Third Day Of A Seven Day Binge' and 'Slave Only Dreams To Be King' revealed a bit more about real Manson that had been lurking all along, and in doing so, sounded darker than he had done in years.
3. 'Mechanical Animals' (1998)
3. 'Mechanical Animals' (1998): The second of an eventual trilogy, it links 'Holy Wood…' and 'Antichrist Superstar' and sees Manson take on the role of both drug-addled glam rocker and Omēga, the gender neutral alien that adorns the controversial cover. Eventually, the alien is captured and forced to join the titular band. It's nihilistic, satirical, ironic and full of brilliant tunes.
2. 'Antichrist Superstar' (1997)
Manson's second album made him a household name around the world. 'The Beautiful People' was the first single, followed by 'Tourniquet', 'Cryptorchild', 'Antichrist Superstar' and the fittingly titled 'Man That You Fear'. The fact the songs had conservative America running scared overshadowed the fact that this is a brilliant album.
1. 'Holy Wood (In The Shadow Of The Valley Of Death)' (2000)
Manson left behind glam rock and returned to the more industrial sounds he'd tried out on 'Portrait Of An American Family'. Only this time around he had the skills to pull it off. Lyrically it's a savage mauling of mainstream culture, still relevant 15 years on. It's still Manson's biggest-selling album, and easily his best.


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"Panic is not a Plan: Crisis Communications for School Districts"
By Clint Campion of Sedor, Wendlandt, Evans & Filippi, LLC
Part one of a series on Interacting with the Outside World – School District Style.
Welcome to part one of a new series of columns on interacting with the world outside of the schoolhouse gates. In this installment, we focus on recommendations to ensure that school districts are prepared to communicate during a crisis.
School shootings. Teachers charged for inappropriate interactions with students. Cyberbullying. Bus accidents. It seems that when we turn on the news, there is almost always a story about a school district in a crisis situation somewhere in our country. These crises arise when a school district least expects them, so it is critical for districts to have a crisis communications plan.
In developing a crisis communications plan, school officials must consider the Family Educational Rights and Privacy Act of 1974 (FERPA). FERPA restricts the disclosure of information from education records but FERPA's "emergency exception" allows disclosure of information in education records if knowledge of the information is necessary to protect the health or safety of students or other individuals.
Most school districts already have media relations and communication with the public policies which emphasize the importance of community awareness and involvement with school matters while also protecting the privacy of students and student records. But putting that plan effectively into action requires a more than following policy.
The first step is simple but critical; District officials (often the Superintendent) should seek to cultivate a working relationship with local members of the media. A superintendent should never meet a local reporter during a crisis. Strong, trusting working relationships are built by timely and accurate responses to media inquiries and by regularly providing information to reporters. These relationships give you the benefit of the doubt in crises.
A crisis communications plan should include the identification of a crisis management team including the identification of a person who will be responsible for the receiving and collecting inquiries during a crisis. The crisis management team is set up to work with the Superintendent during the crisis. The team can be supplemented or modified depending on the nature of the crisis.
A school district should respond to a crisis by convening the crisis management team, gathering information about the crisis and then preparing a fact sheet on the crisis. The fact sheet is designed to provide accurate, consistent messaging about the crisis. After consultation with the school district's attorney, the fact sheet can be distributed to faculty, staff, parents, board members, reporters and members of the community. The fact sheet can be posted to the district's website and social media platforms. The fact sheet should be updated regularly, and it can be used as the basis for talking points in any subsequent interviews.
If a reporter requests an interview with a school official, the interview should be conducted by the designated spokesperson, usually the Superintendent. The spokesperson should prepare for interviews by reviewing the fact sheet. In any crisis interview, the spokesperson should always be truthful, never say "no comment," and never be afraid to say, "I don't know the answer to the question, but I will get back to you with an answer."
The crisis management team should reconvene regularly during the crisis, and school officials should provide updates as necessary to all platforms – district website; emails to faculty, staff and parents; social media; and community meetings. Effective communications require school officials to listen to community concerns and to show compassion.
School officials should always remember that a crisis will not go away if it is ignored. Once the crisis is over, the crisis management team should re-convene to evaluate the crisis communication plan and to discuss lessons learned during the crisis. The goal of the crisis communications plan is to reduce the negative impact of a crisis by providing accurate, timely and redundant information. Remember, panicking is not a crisis communications plan.
Read the entire series on Interacting with the Outside World – School District Style:
Part two: Crisis Management: The Case of the Bickering Parents by Lea Filippi
Part three: Crisis Management: The Case of the Aggressive OCS Investigator by Allen Clendaniel
Part four: Crisis Management: "Shaken – Not Stirred …The Day the Open Meetings Act Collided with a 7.0 Earthquake" by John Sedor
Part five: Crisis Management: The Case of the Ominous Essay by Lea Filippi
Part six: Crisis Management: "Parallel Worlds: The Intersection between Schools and the Juvenile Delinquency System" By Clint Campion
"WE INTERRUPT OUR REGULAR PROGRAMMING TO BRING YOU THIS SPECIAL REPORT" [Or: The ROUGH RIF ROAD] By John Sedor
Part seven: "Mr. Johnson got arrested! What to do when a school employee is charged with a crime." by Allen Clendaniel
More from Sedor, Wendlandt, Evans & Filippi, LLC:
Five-part series: Union Issues in Schools
Four-part series: Freedom of Expression in Schools
The views expressed here are the writer's and are not necessarily endorsed by the Association of Alaska School Boards. AASB welcomes diverse perspectives and civil discourse. To submit a Guest Column for consideration, see our Guest Column Guidelines and email your 400-1000 word submission HERE.
Clint Campion, Evans, Filippi, Guest Column, Sedor, series on Interacting with the Outside World – School District Style, Wendlandt


text:
Q: void fun() virtual vs void(*fun)() Добрый день, сильно интересует, что из этого лучше использовать и почему.
class Parent {
public:

  Parent(void (*fun)()) {
    get = fun;
  }

  void(*get)();
};

и
class Parent {
public:

int i;

Parent(int i) {
    this->i = i;
}

    void get() virtual;
};

class Child1 : Parent {
public:
    void get() {
        cout << "Error#1";
    }
};

A: *

*Виртуальные методы вызываются через таблицу виртуальных функций. Она общая для всех объектов одного и того же класса, а потому существует в единственном экземпляре в секции константных данных. А объекты просто ссылаются на эту таблицу через неявно хранимое поле vptr.
Поэтому виртуальные методы используют там, где одна и та же функция применяется во всех экземплярах класса без изменений.

*Ну а члены-указатели хранятся непосредственно внутри объекта, из-за чего происходит дублирование. Как результат, у каждого объекта оказывается независимая копия.
Поэтому указатели на функции используют, если каждый экземпляр одного и того же класса использует какой-то свой вариант функции, возможно, даже передаваемый извне.


The idea of combining right color for home decoration is important since home is the place we spend much time with family. So, making it as cozy as possible is a must. Nowadays, some people take a minimalist home concept and put monochrome idea (white and black) to color their home. Monochrome concept tends to be strong when it is applied to the furniture or wall color. Black gives masculine and brave impression. While white tends to be soft and light.
To help this monochrome concept more impressive and cool, green color is the right choice. Why? Because green gives the impression of more natural, like designing a living room with monochrome concept such as white is applied for wall color, black for the furniture, and they are completed with selected green sofa. This perfect idea will make the living room looks natural. Moreover, painting one another side wall with green color and put some plants in the room may also supports the monochrome concept. Then, these example below may help you to decide which design of combination black, white, and green that suitable with your home decoration.


According to Andres, your smartphone is your compass to the world, and I'm sure most of us would have to agree. The No. 1 recommendation he has for traveling better is to take with you at least one, if not more, portable battery packs. Finding an outlet when you're on the go in a foreign country isn't always guaranteed, and running out of juice when you're alone and abroad can be daunting.
In terms of packing your bag, Andres recommends keeping it as simple as possible, and limiting yourself to a carry-on only. Pack two pairs of shoes, two jackets, a variety of shirts and two pairs of pants and you should be just fine.
You can watch WEEKEND FIX every Wednesday at 10/9c on Esquire Network.


text:
Silene goulimyi är en nejlikväxtart som beskrevs av William Bertram Turrill. Silene goulimyi ingår i släktet glimmar, och familjen nejlikväxter. Inga underarter finns listade i Catalogue of Life.

Källor

Glimmar
goulimyi

redpajama_set_name: RedPajamaWikipedia


text:
It'll be a full-blown situation as Dustin Lynch plays mayor at Crash My Playa
Long ago, Luke Bryan proclaimed Dustin Lynch the mayor of Crash My Playa, and today, Luke and Dustin gather their kingdom together for the annual getaway vacation in Riviera Cancun, Mexico.
Of course, the "Party Mode" hitmaker will once again host the pool party that forever cemented his title.
"First kickoff, yeah, [of] New Year's is Crash My Playa," Dustin tells ABC Audio. "You know how that's gonna go: a week of pirating in Mexico. We'll need a month vacation after that thing."
"The pool situation down there," he continues, "we started having phone calls and meetings about that show, the pool party, in July. A lot goes into putting this production on, so we don't take it lightly. It's a couple hours and a half of craziness, but there's a lot of intention as it goes."
If you're not lucky enough to be at Crash My Playa, Dustin plans to take his famous water party from the Caribbean to Sin City.
"We're gonna announce another Pool Situation in Vegas," he reveals. "We're bringin' that monster from Mexico and putting it in Vegas for a weekend. And that's gonna be popping off in '23 for sure."
Previously, Dustin's Pool Situation in Vegas has been a sell-out.
This weekend, he'll be hanging out with Chris Stapleton, Cole Swindell, Lionel Richie, Ashley McBryde, Carly Pearce, Chase Rice and Dylan Scott, just to name some of the Crash My Playa talent.
You Me And WhiskeyJustin Moore Ftg Priscilla Block


The following includes listings of local Veterans Affairs Agencies, Vocational Rehabilitation Agencies and various other related agencies that can provide valuable information, services and assistance to people with special needs. If you're aware of a resource that you believe should be listed, please contact us.
The Centers for Medicare and Medicaid Services (CMS), previously known as the Health Care Financing Administration (HCFA), is a federal agency within the US Department of Health and Human Services (DHHS) that administers the Medicare program and works in partnership with State governments to administer Medicaid. Find out how to qualify and obtain information about the Medicaid State Waiver Programs.
The Social Security website contains an abundance of information to help you find out if you qualify for disability benefits and guide you through the process of applying. It also includes other information that may be relevant to you. Please direct any questions that you may have to the Social Security office in your area.
Veterans Administration offices across the United States might be able to provide funding assistance to help you finance your wheelchair accessible vehicle. Locate the VA agency in your state and contact them to see how they might be able to help.
State Vocational Rehabilitation Agencies coordinates and provide counseling, evaluation, and job placement services for people with disabilities. View listings by state.


There are many different types of hearse to take your loved one on their final journey; from the traditional motor hearse to a horse-drawn hearse; from a vintage lorry to a motorbike and sidecar; a Land Rover to a VW Camper Van. Whatever your choice, we can source it for you.
Our traditional limousines normally carry 6 people but again if you desire something different such as a mourners' carriage or even a vintage double decker bus, we will do our best to cater for your needs.
A motor hearse… a horse-drawn hearse or other vehicle of your choice….
You might need to consider where the cortege will leave from; whether you want it take a specific route and where it will return to. Will you require wheelchair access?


Jesus Christ: Was He just another man or was He God in the flesh?
Was He a prophet or a fanatic? Was He merely a nice person that taught good ethics or was He the Messiah sent to save mankind? Different people have different ideas and views about this, but what does the Bible say?
The New Testament is centered around the life and ministry of Jesus. The Gospel of John begins with these words: "In the beginning was the Word, and the Word was with God, and the Word was God. The same was in the beginning with God. All things were made by him; and without him was not any thing made that was made. In him was life; and the life was the light of men." (John 1:1-4) Then verse 14 says: "And the Word was made flesh, and dwelt among us, and we beheld his glory, the glory as of the only begotten of the Father, full of grace and truth." Here, the Bible provides us with an accurate description of who Jesus is. John refers to Him as "the Word", but we know that He is talking about Christ because John points out that "the Word became flesh and dwelt among us". Notice that it says "the Word was with God and the Word was God." These verses also tell us that "all things were made by him". We can obviously see that Jesus Christ is not a created being, but He is the Creator Himself. John assures us that Jesus is God and that He took upon the form of a human being in order to save us from our sins (Matthew 1:21). Not only is Jesus called "the Word", but Matthew 1:23 points out that Jesus was to be called "Emmanuel, which being interpreted is, God with us." Jesus was not just another man when He was down here on earth, but He was "God with us".
The Bible is clear when it says that God is the Creator: "Ah Lord God! behold, thou hast made the heaven and the earth by thy great power and stretched out arm, and there is nothing too hard for thee: Thou shewest lovingkindness unto thousands, and recompensest the iniquity of the fathers into the bosom of their children after them: the Great, the Mighty God, the Lord of hosts, is his name"(Jeremiah 32:17-18, See also Genesis 1:1). In the New Testament, verses such as John 1:3, Colossians 1:15-16, and Hebrews 1:2 all tell us that Jesus is the Creator.
The disciples knew without a doubt that Jesus Christ was in fact God. even 'doubting' Thomas acknowledged this is John 20:28, "And Thomas answered and said unto Him, My Lord and my God." If Jesus was not God, then why didn't He correct Thomas for saying this? Instead, Jesus simply said, "Thomas, because thou hast seen me, thou hast believed; blesssed are they that have not seen me, and yet have believed." The New Testament contains many occasions where people worshipped Jesus as God and He never rebuked them for doing this: In Matthew 2:11, the wise men from the east "fell down, and worshipped him". Matthew 8:2 recalls this incident: "behold, there came a leper and worshipped him, saying, Lord, if thou wilt, thou canst make me clean." Then in Matthew 9:18, "behold, there came a certain ruler, and worshipped him". Matthew 14:33 provides this account: "Then they that were in the ship came and worshipped him, saying, Of a truth thou art the Son of God." Matthew 15:25 tells us about a woman of Canaan who "worshipped him, saying, Lord, help me." In Matthew 28:9, after His resurrection, the Bible tells us that Jesus met His disciples and said to them "All hail. And they came and held him by the feet, and worshipped him." These are just the verses found in Matthew, but the other Gospels contain many similar passages of Scripture. We know that Jesus was God because, otherwise, He would not have allowed the people to worship Him. How do we know this? The book of Revelation tells us that when John became overwhelmed with the visions he saw, he said "I fell down to worship before the feet of the angel which showed me these things. Then saith he unto me, see thou do it not: for I am thy fellow servant and of thy brethren the prophets, and of them which keep the sayings of this book: worship God." (Revelation 22:8-9) John was rebuked by the angel for worshipping him. This also happened in Revelation 19:10, where the angel again said, "See thou do it not". If the angel reacted this way, surely Jesus would have too, if He were not God. But He was, and so He always let everyone worship Him.
What claims did Jesus make about Himself? Did he say that He was God? In John 10:30, Jesus said these words: "I and my father are one." Then the Bible goes on to say that the Jews wanted to kill Him because of this declaration, but Jesus responded, "Many good works have I shewed you from my Father; for which of those works do ye stone me? The Jews answered him, saying, For a good work we stone thee not; but for blasphemy; and because that thou, being a man, makest thyself God." (Verses 31-33) Jesus did not deny this claim because He was God.
Mark chapter 2 provides us with another instance where Jesus revealed His true character. A man was brought before Christ that was "sick of the palsy". Jesus said to him, "Son, thy sins be forgiven thee. But there was certain of the scribes sitting there, and reasoning in their hearts, Why doth this man thus speak blasphemies? who can forgive sins but God only? And immediately when Jesus perceived in his spirit that they so reasoned within themselves, he said unto them, Why reason ye these things in your hearts? Whether is it easier to say to the sick of the palsy, Thy sins be forgiven thee; or to say, Arise, and take up thy bed, and walk? But that ye may know that the Son of man hath power on earth to forgive sins, (he saith to the sick of the palsy,) I say unto thee, Arise, and take up thy bed, and go thy way into thine house. And immediately he arose, took up the bed, and went forth before them all; insomuch that they were all amazed, and glorified God, saying, We never saw it on this fashion." (Mark 2:5-12) Everyone knows that God alone has the power to forgive sins, and Jesus had that power!
This is what John 8:58-59 has to say: "Jesus said unto them, Verily, verily, I say unto you, Before Abraham was, I am. Then took they up stones to cast at him: but Jesus hid himself, and went out of the temple, going through the midst of them, and so passed by."The Jewish leaders knew that Jesus was proclaiming Himself to be God and they wanted to stone Him to death because they didn't believe Him. Jesus said that He was "I am". This is what God called Himself in Exodus 3:14 "And God said unto Moses, I AM THAT I AM: and he said, Thus shalt thou say unto the children of Israel, I AM hath sent me unto you."
In John 5:18, the Bible says that the Jews wanted to kill Jesus because Christ claimed "that God was his Father, making himself equal with God."
Here is what Jesus said about Himself in the book of Revelation: "I am Alpha and Omega, the beginning and the ending, saith the Lord, which is, and which was, and which is to come, the Almighty." (Revelation 1:18) Also, in verse 11, He proclaims, "I am alpha and Omega, the first and the last". Then again, in verses 17-18, He says, "Fear not; I am the first and the last: I am he that liveth, and was dead; and, behold, I am alive for evermore, Amen; and have the keys of hell and of death." Now let's compare this to Isaiah 44:6 "Thus saith the Lord, the King of Israel, and his redeemer, the Lord of host: I am the first, and I am the last, and beside me there is not God." This verse tells us that the one who is "the first and the last" is God. This is the same title Christ applied to Himself in Revelation chapter 1.
On another occasion, Jesus healed a man possessed by demons and said, "Return to thine house, and show what great things God hath done unto thee. And he went on his way and published throughout the whole city what great things Jesus had done unto him." (Luke 8:39) This man perceived Jesus and God as one and the same person! Why didn't Jesus correct the man if this wasn't true?
How did the other Bible writers view Jesus? Paul maintained that Jesus was God in the flesh: "And without controversy great is the mystery of godliness: God was manifested in the flesh, justified in the Spirit, seen of angels, preached unto the nations, believed on in the world, received up into glory." (1 Timothy 3:16) In Titus 2:13, Paul clearly linked Jesus to God: "Looking for that blessed hope, and the glorious appearing of the great God and our savior, Jesus Christ." Notice what Paul also wrote in Colossians 2:8-9 "Beware lest any man spoil you through philosophy and vain deceit, after the tradition of men, after the rudiments of the world, and not after Christ. For in him dwelleth all the fulness of the Godhead bodily." In Romans 14:10-12, Paul interchangeably used the words "God" and "Jesus" in reference to Jesus Christ: "But why dost thou judge thy brother? or why dost thou set at nought thy brother? for we shall all stand before the judgment seat of Christ. For it is written, As I live, saith the Lord, every knee shall bow to me, and every tongue shall confess to God. So then every one of us shall give account of himself to God."
Paul explains in Philippians 2:5-11 that Jesus is God and that He chose to take the form of a man in order to die on the cross. He also points out that the day will come when everyone who ever lived will bow down and worship Jesus: "Let this mind be in you, which was also in Christ Jesus: Who, being in the form of God, thought it not robbery to be equal with God: But made himself of no reputation, and took upon him the form of a servant, and was made in the likeness of men: And being found in fashion as a man, he humbled himself, and became obedient unto death, even the death of the cross. Wherefore God also hath highly exalted him, and given him a name which is above every name: That at the name of Jesus every knee should bow, of things in heaven, and things in earth, and things under the earth; And that every tongue should confess that Jesus Christ is Lord, to the glory of God the Father." It's interesting that in Isaiah 45:22-23, the Bible also says that every knee will bow to God, which we can see, based on Philippians 2 and Romans 14:10-12, is Jesus Christ.
The writer of the book of Hebrews included this passage about Jesus: "Unto the Son he saith, Thy throne, O God, is forever and ever; a scepter of righteousness is the scepter of thy kingdom." (Hebrews 1:8) Once again, Jesus, the Son, is referred to as God.
In Isaiah 9:6, The Messiah is called both the son and "the Mighty God".
Micah 5:2 describes Jesus as everlasting being who has always been, which is a quality that belongs only to God: "But thou, Bethlehem, Ephrathah, though thou be little among the thousands of Judah, yet out of thee shall come forth unto me that is to be the ruler in Israel, whose goings forth have been from of old, from everlasting."
The Bible writers often applied the term "Savior" both to God and Jesus Christ: "But after the kindness and love of God, our Savior, toward man appeared." (Titus 3:4). Then just 2 verses later, Paul writes, "Which he shed on us abundantly through Jesus Christ, our Savior" (Titus 3:6).
In conclusion, we can see that the Bible clearly portrays Jesus as God, and yet He is also called the Son of God (Mark 1:1 and 1 John 5:5). How is this possible? The answer to this found in 1 John 5:7, "For there are three that bear record in heaven, the Father, the Word, and the Holy Ghost: and these three are one." There is only one God: "Hear, O Israel: The Lord our God is one Lord". (Deuteronomy 6:4). However, according to 1 John 5:7, God reveals Himself in 3 ways: the Father, the Word (which is Jesus, see John 1:1-3), and the Holy Spirit: and these three are one.


text:
Pudsey the Dog - The Movie review . . . Ruff!
Donald Clarke
You might like to push your fists into your eyes and rotate them furiously like a Chuckle Brother who's just seen something he can't quite believe.(...)
Jimmy McGovern: 'We should be in a golden age of drama but we're not'
Sinéad Gleeson
On the day I'm supposed to interview Jimmy McGovern, he has to postpone to attend the funeral of a man who lost a child in the Hillsborough disaster 2(...)
'Red Rock' soap could prove to be a slow burner for TV3
Laura Slattery
So will there be any love triangles? The creator and producers of TV3's new soap opera Red Rock, exposed to the press for the first time last week,(...)
Cuban Fury
Tara Brady
Bruce (Nick Frost) is a portly, perennial also-ran who works at an engineering firm, where he faces merciless daily ribbings from Drew, the res(...)
Television: Culinary egos clash in blind taste test, passion fuses strangers on a train
Bernice Harrison
January 11, 2014, 01:00
If The Taste (Channel 4, Tuesday) proves a hit for Nigella Lawson, it will be a case of revenge being a dish best served with a spoon. In the new cook(...)
TV Review: Gary Cooke got the wooden spoon but he served up some top-notch humour
The comedian Gary Cooke was the first to be relieved of his Celebrity MasterChef Ireland (RTÉ One, Sunday) apron, and as he went out the door he took (...)
TV Review: Gillian Anderson is fired up in 'The Fall', but Mr Whicher is getting suspiciously dull
I can't be only one who locked up the house a little more securely on Sunday night after the tense first episode of The Fall (...)
Derek Mooney makes a plant the star – just watch he doesn't run over it in his car
The aerial shots of our amazing countryside and coastline were stunning in Secrets of the Irish Landscape (RTÉ One, Sunday), quality work by al(...)
Mayday mayday, a five-part drama that's a crime against thrillers
March 9, 2013, 06:00
Perhaps I have watched too many crime dramas, but any time a station radically changes its schedule to make room for a series, I suspect all is(...)


Charter Communications' headquarters are located at 400 Atlantic St. in downtown Stamford, Conn.
STAMFORD — Cable provider Charter Communications and technology firm Pitney Bowes both recorded profits in the first quarter of 2017, according to their latest earnings reports released Tuesday.
Charter's first-quarter profits hit $155 million, compared with a loss of $188 million in the same quarter last year. The rebound reflected Charter's approximately $65 billion acquisition in May 2016 of Time Warner Cable and Bright House Networks.
Revenues for Charter reached about $10.2 billion, compared with a pre-acquisition total of about $2.5 billion in the first quarter of 2016.
"As we near the first anniversary of the close of our transformative transactions in May of last year, the execution of our integration and operating plan remains on track," Tom Rutledge, Charter's CEO and chairman, said in a statement.
Compared with its first-quarter 2016 total, Pitney's profits rose 12 percent to approximately $65 million in the past quarter. Its revenues amounted to some $837 million, a 0.9 percent dip from the result in the same quarter last year.
Since the acqusition of Time Warner Cable and Bright House, Charter has pushed ahead with the rollout of its Spectrum brand. It completed late last year the implementation in former Bright House markets and aims to finish that project in one-time Time Warner markets in the current quarter.
Within the next two years, Charter officials have said they want to complete the conversion of the existing Time Warner Cable and Bright House markets to all-digital systems.
Charter now serves some 25 million residences and about 1.4 million small and medium-sized businesses, according to company data. In the past quarter, Charter grew its residential customer base by 330,000 and its clientele of small and medium-sized businesses by 35,000.
Pitney Bowes has grappled in recent quarters with falling profits and revenues, as the firm has implemented a new enterprise-business platform — a transition that executives have said would disrupt short-term business, but significantly improve long-term operations.
Last year, Pitney also launched another major undertaking in its Commerce Cloud system.
The company has faced skepticism about its growth potential from the likes of the Moody's credit rating agency, which assigned in February a negative outlook to Pitney.
But Pitney executives said they are starting to see the results of the sweeping changes. Digital-commerce solutions' revenues in the first quarter rose 9 percent to about $166 million. Within that category, global e-commerce powered by strong volumes in the British market drove the increase. Software solutions' revenues were flat.
Enterprise-business solutions' revenues increased 3 percent in the past quarter to about $222 million, reflecting upticks in production mail and presort services.
Small- and medium-sized business solutions experienced more headwinds. That area saw first-quarter revenues drop 6 percent to about $449 million, with reductions in both North American and international mailing contributing to the decrease.
Charter's shares closed Tuesday at about $338, down 2 percent from their Monday finish. Pitney's shares finished Tuesday at approximately $15, up 14 percent from their Monday closing price.


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In the early 1980s, Charlie Wilson is a womanizing US congressional representative from Texas who seemed to be in the minor leagues, except for the ...
Genre: History, Biography, Drama, Comedy
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Cold Mountain
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When "The Dude" Lebowski is mistaken for a millionaire Lebowski, two thugs urinate on his rug to coerce him into paying a debt he knows ...
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"The Boat That Rocked" is an ensemble comedy in which the romance takes place between the young people of the '60s and pop music. It's ...
Country: Germany, UK, France
Genre: Music, Drama, Comedy
Actor: Michael Hadley, Charlie Rowe, Lucy Fleming, Philip Seymour Hoffman, Tom Sturridge, Ian Mercer, Bill Nighy, Will Adamsdale, Tom Brooke, Rhys Darby, Nick Frost, Katherine Parkinson, Chris O'Dowd, Ike Hamilton, Stephen Moore
The Hunger Games: Mockingjay - Part 2
After young Katniss Everdeen agrees to be the symbol of rebellion, the Mockingjay, she tries to return Peeta to his normal state, tries to get ...
Actor: Jennifer Lawrence, Josh Hutcherson, Liam Hemsworth, Woody Harrelson, Donald Sutherland, Philip Seymour Hoffman, Julianne Moore, Willow Shields, Sam Claflin, Elizabeth Banks, Mahershala Ali, Jena Malone, Jeffrey Wright, Paula Malcomson, Stanley Tucci
With the Games destroyed, Katniss Everdeen, along with Gale, Finnick and Beetee, end up in the so thought "destroyed" District 13. Under the leadership of ...
Genre: Adventure, Sci-Fi, Thriller
The Talented Mr. Ripley
The 1950s. Manhattan lavatory attendant, Tom Ripley, borrows a Princeton jacket to play piano at a garden party. When the wealthy father of a recent ...
Genre: Drama, Thriller, Crime
Actor: Matt Damon, Gwyneth Paltrow, Jude Law, Cate Blanchett, Philip Seymour Hoffman, Jack Davenport, James Rebhorn, Sergio Rubini, Philip Baker Hall, Celia Weston, Fiorello, Stefania Rocca, Ivano Marescotti, Anna Longhi, Alessandro Fabrizi
TV weatherman Bill Harding is trying to get his tornado-hunter wife, Jo, to sign divorce papers so he can marry his girlfriend Melissa. But Mother ...
Genre: Action, Adventure, Drama, Thriller
Actor: Helen Hunt, Bill Paxton, Cary Elwes, Jami Gertz, Philip Seymour Hoffman, Lois Smith, Alan Ruck, Sean Whalen, Scott Thomson, Todd Field, Joey Slotnick, Wendle Josepher, Jeremy Davies, Zach Grenier, Gregory Sporleder
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Theater director Caden Cotard is mounting a new play. Fresh off of a successful production of Death of a Salesman, he has traded in the ...
Actor: Philip Seymour Hoffman, Catherine Keener, Sadie Goldstein, Tom Noonan, Peter Friedman, Charles Techman, Josh Pais, Daniel London, Robert Seay, Michelle Williams, Stephen Adly Guirgis, Samantha Morton, Hope Davis, Frank Girardeau, Jennifer Jason Leigh
Famed writer Truman Capote, southern born and bred but now part of the New York City social circle, is growing weary of his current assignment ...
Genre: History, Biography, Drama, Crime
Actor: Allie Mickelson, Kelci Stephenson, Philip Seymour Hoffman, Craig Archibald, Bronwen Coleman, Kate Shindle, David Wilson Barnes, Michael J. Burg, Catherine Keener, Kwesi Ameyaw, Andrew Farago, Ken Krotowich, Chris Cooper, R.D. Reid, Rob McLaughlin
Mary & Max
In the mid-1970's, a homely, friendless Australian girl of 8 picks a name out of a Manhattan phone book and writes to him; she includes ...
Genre: Drama, Comedy, Animation
Actor: Toni Collette, Philip Seymour Hoffman, Barry Humphries, Eric Bana, Bethany Whitmore, Renée Geyer, Ian 'Molly' Meldrum, Julie Forsyth, John Flaus, Christopher Massey, Shaun Patten, Carolyn Shakespeare-Allen, Leanne Smith
The Ides of March
Stephen Meyers is a young idealist who's brilliant at communications, is second in command of Governor Mike Morris's presidential campaign, and is a true believer. ...
Actor: Ryan Gosling, George Clooney, Philip Seymour Hoffman, Paul Giamatti, Evan Rachel Wood, Marisa Tomei, Jeffrey Wright, Max Minghella, Jennifer Ehle, Gregory Itzin, Michael Mantell, Yuri Sardarov, Bella Ivory, Maya Sayre, Danny Mooney
When a half-Chechen, half-Russian, brutally tortured immigrant turns up in Hamburg's Islamic community, laying claim to his father's ill gotten fortune, both German and US ...
Actor: Grigoriy Dobrygin, Philip Seymour Hoffman, Homayoun Ershadi, Mehdi Dehbi, Neil Malik Abdullah, Nina Hoss, Daniel Brühl, Vicky Krieps, Kostja Ullmann, Franz Hartwig, Martin Wuttke, Vedat Erincin, Rainer Bock, Derya Alabora, Tamer Yigit
FBI Agent Will Graham has been called out of early retirement to catch a serial killer, known by authorities as "The Tooth Fairy". He asks ...
Actor: Anthony Hopkins, Edward Norton, Ralph Fiennes, Harvey Keitel, Emily Watson, Mary-Louise Parker, Philip Seymour Hoffman, Anthony Heald, Ken Leung, Frankie Faison, Tyler Patrick Jones, Lalo Schifrin, Tim Wheater, John Rubinstein, David Doty
Before the Devil Knows You're Dead
Needing extra cash, two brothers conspire to pull off the perfect, victimless crime. No guns, no violence, no problem. But when an accomplice ignores the ...
Actor: Philip Seymour Hoffman, Ethan Hawke, Albert Finney, Marisa Tomei, Aleksa Palladino, Michael Shannon, Amy Ryan, Sarah Livingston, Brían F. O'Byrne, Rosemary Harris, Blaine Horton, Arija Bareikis, Leonardo Cimino, Lee Wilkof, Damon Gupton
My Boyfriend's Back
Missy McCloud is the most beautiful girl in school and Johnny Dingle has been in love with her for years. One night, Johnny is killed ...
Genre: Horror, Romance, Comedy, Fantasy
Actor: Andrew Lowery, Traci Lind, Danny Zorn, Edward Herrmann, Mary Beth Hurt, Jay O. Sanders, Libby Villari, Matthew Fox, Philip Seymour Hoffman, Paul Dooley, Austin Pendleton, David Womack Galewsky, Zachary Lefenfeld, Nicholas Waggoner, Zack Steeg
Sully is a rascally ne'er-do-well approaching retirement age. While he is pressing a worker's compensation suit for a bad knee, he secretly works for his ...
Actor: Paul Newman, Jessica Tandy, Bruce Willis, Melanie Griffith, Dylan Walsh, Pruitt Taylor Vince, Gene Saks, Josef Sommer, Philip Seymour Hoffman, Philip Bosco, Catherine Dent, Alexander Goodwin, Carl J. Matusovich, Jay Patterson, Jerry Mayer
25th Hour
The 25th Hour depicts the last day of freedom for a young man before he begins serving a seven-year jail term for drug dealing. Prowling ...
Actor: Edward Norton, Philip Seymour Hoffman, Barry Pepper, Rosario Dawson, Anna Paquin, Brian Cox, Tony Siragusa, Levan Uchaneishvili, Tony Devon, Misha Kuznetsov, Isiah Whitlock Jr., Michael Genet, Patrice O'Neal, Al Palagonia, Aaron Stanford
Patch Adams
Patch Adams is determined to become a medical doctor because he enjoys helping people. Unfortunately, the medical and scientific community does not appreciate his methods ...
Genre: Biography, Comedy, Drama, Romance
Actor: Robin Williams, Daniel London, Monica Potter, Philip Seymour Hoffman, Bob Gunton, Josef Sommer, Irma P. Hall, Frances Lee McCain, Harve Presnell, Daniella Kuhn, Peter Coyote, James Greene, Michael Jeter, Harold Gould, Bruce Bohne


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Q: Delete Local References Not Starting With Match The strategy that we have for the project I'm working on is to release the project in phases, aka releases. Therefore our branching strategy is to have release1 act as the master branch for all features related to the first release, release2 for the second, and so on.
Occasionally I like to clean out the local instances of my branches. The majority of the time they've either been merged into their respective release branch or they've been abandoned. This usually involves the following sequence:
$ git branch
--- prints the list ---
$ git branch -d branch1, branch2, branch3, etc...

To try and do this in one go I tried running the following command:
$ git branch | grep -v '^release.+|QA' | xargs git branch -d

The idea is that it should:

*

*Get every branch

*Grep everything that does not start with release and is also not QA

*Pass the branches to the git branch -d
But what is happening is that it is delete every branch except for the branch I currently have checked out. What am I doing wrong?

A: You will find that git branch output is intended to be read by humans, but has some quirks (there is a * in its output to mark the active branch, each line starts with two spaces ...) that make for a poor scripting experience.
Try using git for-each-ref instead :
# here is the mantra to get all local branch names :
git for-each-ref --format="%(refname:short)" refs/heads | grep -v ...

A: The reason behind it is quite simple.
git branch

  QA
* master
  not-release1
  not-release2
  not-release3
  release1
  release2
  release3
  release4

Each line begins with 2 spaces. So that's why your regex is not matching. Secondly, there is an asterisk.

The asterisk would only give a minor error like error: branch '*' not found. whereas your current checked branch can't be deleted according to git. Since nothing was matching your regex, the option -v inverted that and every branch matched, deleting everything except your current branch.
error: Cannot delete branch 'master' checked out at ...

Solution to your problem
git branch | grep -v "^ *release" | grep -v "QA" | xargs git branch -d