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The Rapert Chronicles
AFOIA
State Elections
Blue Hog Report
Home Elections Ethics On Bills, Both Phone & Block: A Response to Jerry Lee Canfield
On Bills, Both Phone & Block: A Response to Jerry Lee Canfield
Twenty-three.
That's how many calls to and from Daily & Woods, for which the City was billed, that I identified as not having been made, according to my phone records for November 2013 and January through April 2014.
That's how many calls Jerry Lee Canfield accounted for in Daily & Woods' review of Daily & Woods bills, assuming we give him every benefit of the doubt while reading his petulant letter about "the Little Rock lawyer." But we'll do that. Because we're nice people.
Now…maybe it's my Missouri education kicking in, but I'm pretty sure that twenty-three is eighteen greater than five.
/checks math
/confirms result
Yep. So that's 18 phone calls — roughly 78% of the original total, in case you like percentages[foot]Spoiler: No one but dave likes percentages[/foot] — for which Jerry Lee Canfield could not account. Yet, rather than admit that Daily & Woods billed for things that did not happen, Jerry Lee Canfield took a different route:
He decided to lie about it and hope everyone else understood cell phones as poorly as he does.
Actually…we're getting ahead of ourselves.[foot]That's always a risk when you are dealing with disingenuous explanations that don't match reality. But I digress.[/foot] Let's just back up and take the first part of Jerry Lee Canfield's letter to Ray Gosack piece by piece. (Here's the full letter with attachments.)
"At your request, we provide this response, with supporting documentation, where applicable."
"One allegation is that the city of Fort Smith has been billed for excessive time. The billings to the city reflect the actual time reasonably spent on matters we were asked to handle. […] The time spent by members of our firm preparing responses at the request of the City is accurately reflected in the billings to the City."
Not that I don't trust Jerry Lee Canfield,[foot]I don't. Not even a little.[/foot] but here's the thing: when someone questions your billing because you put everything in block format and it's impossible to break out how much time was spent on any one activity, simply saying that your bills "relect the actual time reasonably spent" is not actually proof of anything.
In fact, considering their report on the whole review of Daily & Woods' records included a page that purported to be a City of Fort Smith Time Log, and considering that Jerry Lee Canfield said the report would include "supporting documentation, where applicable," Jerry Lee Canfield's failure to include ALL of the relevant time logs in support of his assertion is pretty telling.[foot]What's that? A FOIA request for all time logs? I'm way ahead of you, hypothetical reader![/foot] Or it would be, if the time logs didn't have the exact same block billing — which, as mentioned, is wholly incapable of review after the fact — as the invoices. So, I suppose my initial response is, " Really? The time log's block entry matches the block entry that was put on the invoice based on the time log? That's just amazing and convincing." (Spoiler: It's not convincing.)
"The allegations have been made by opposing counsel in what initially began as a Civil Service Commission proceeding and then subsequently developed into four separate lawsuits, several Freedom of Information Act requests, and the suggestion by that attorney that one or more additional lawsuits could be filed depending on the City's responses to his demands."
You'll have to forgive Jerry Lee Canfield's poor memory. Since he hasn't actually had a role in any of the litigation, aside from being sued in the original FOIA suit, he appears to be a little confused. In reality, I began representing the officers in late October 2013. When the FSPD — through self-proclaimed FOIA guru, Sgt. Daniel Grubbs[foot]Note: He's a FOIA expert like I'm an expert in m-theory. That is, I've heard of it. I know vaguely what is involved. But I would sound like an idiot if I spoke to a real expert about it.[/foot] — failed to comply with the FOIA, I sued to get the records. Daily & Woods defended the suit just long enough to ensure that I was repaid my costs and they generated nearly $7000 in billing for a two-week suit that required minimal effort. The Civil Service hearing, wherein I got the five-day suspension of one of my clients overturned — was not until December 5, and three suits (not four) have been filed post-December 5.
As for "the suggestion by that attorney that one or more additional lawsuits could be filed depending on the City's responses to his demands," that did happen. Because, call me crazy, but when Ray Gosack defames my clients, I tend to bristle. Thankfully, Ray Gosack gave a half-hearted apology/retraction, so nothing further needed to be done there.
"The second allegation revolves around billings related to telephone calls."
Twenty-three (23) of them, in fact. Rather than continue to go through Jerry Lee Canfield's phone-call explanation line by line, allow me to summarize: Daily & Woods produced records related to different phone numbers than the main Daily & Woods number (479-782-0361). Reviewing those records in the light most charitable to Daily & Woods, Jerry Lee Canfield accounted for November 18, November 22, January 16, February 10, and one of three for February 14.
So what about the other 18 calls? Here's where it gets fun.
"Further, the blogs assert that the Little Rock attorney has no record of receiving additional calls referenced in the firm's billings. Apparently, the Little Rock attorney does not have a full- time secretary and, consequently, a number of phone calls were placed to his office that were not answered by a human or were not answered at all."
Jerry Lee Canfield is correct in that I do not have a full-time secretary. I don't need one because (a) I can keep my billing straight, since I am not trying to justify billing for things that did not happen, and (b) I use a Google Voice number for my office line, so that any call to my office rings to my cell phone.
Now, think of your cell phone bill. It is possible that a call will not show up on your bill if (a) you do not have a signal (or the phone is off) when the call is made, and it goes straight to voice mail for the caller without ever causing the phone to ring on your end, or (b) you are on the other line when a call comes in and you decline the second call, sending it to voice mail instead.
What is not possible, however, is for a call that goes to voice mail to not show up on the calling party's phone bill. Because that's how phones work: as soon as there is a connection — even if it the automated voice answering system on a cell phone — the caller's phone service begins counting the time spent, and that call shows up on a phone bill. In fact, you know how we know this is true even for Daily & Woods?
Because the phone bills that Jerry Lee Canfield provided actually show it.
The November 18, 2013 call from Rick Wade to me was 0.3 minutes, aka 18 seconds. Clearly, we did not have a conversation in that amount of time. As you can see in this handy dandy side-by-side comparison of the two bills, when he called at 3:08pm, I was in the middle of a 20-minute phone call that began at 2:58pm. Shortly after finishing that call, I checked my voice mail, so I assume he either hung up after hearing the voice mail message and the beep or he left a short message in that same 18-second window.
Likewise, there are calls of less than one minute in the documented calls on January 16 and February 14, both of which were followed by my checking my voice mail a short time later. Why one call that went to voice mail would show up on February 14 and another call to me would not is never explained. Probably because the answer is, completely irrespective of whether my phone rang or whether the call was answered by a human[foot]Jerry Lee Canfield has no time for your robot receptionists![/foot], a call made by Daily & Woods shows up on their phone bills unless they hang up before there is any connection between the lines. So, to whatever extent they are saying that calls that went to my voice mail won't show up on their bills, that excuse is belied by the actual bills they've provided.
Jerry Lee Canfield continued:
"Calls were sometimes 'answered' at his office by a voice message indicating his message box was full."
This is a lie. 100%, plain and simple, this is completely false. My phone account holds up to 40 4-minute voice mails. I have never in my life had 40 voice mails on my phone at one time. My assertion is supported by the phone bills that I provided, actually; over that five-month span, never once did I have a ridiculously long call to listen to messages, which would have been required if I was going to delete them and make space for new messages. And, since Daily & Woods have left me voice messages at various points over the five-month period, I would have had to clear out space prior to their newer messages if we are going to buy this excuse.
Now, last month (May), which is irrelevant to this discussion, there was a one-day period where I switched my office number to route to an alternate cell phone which did not have voice mail set up on it. Doug Carson called me that day (May 23) and literally the first thing he mentioned was that he had tried to call my office number and had gotten a recording that there was something wrong with the voice mail. So the one day where there actually was a brief problem with the voice mail, Doug Carson mentions it as soon as we begin speaking, but Jerry Lee Canfield expects all of us to believe that there were multiple other instances where Carson and Wade were unable to leave messages, yet no one felt the need to mention that to me even once?
In those instances, it is customary for our firm's attorneys to document the attempted call(s) in order to keep an accurate record of legal services.
Oddly enough, this weak attempt at explanation might be the most interesting part of Jerry Lee Canfield's letter. After all, Daily & Woods bills the City of Fort Smith in 1/10 hour increments. By definition, if they do something and write it down for billing, the smallest possible increment of time that they can use for an action is 0.1. Knowing that, answer me this:
Why is Daily & Woods billing the city for an 18-second phone call?
More accurately, how do you think the taxpayers of Fort Smith would feel if they knew that the 18-second phone call — in which nothing was accomplished — cost the taxpayers $14.00 (one-tenth of an hour at $140 per hour)?
My guess is, Jerry Lee Canfield will claim that Daily & Woods isn't actually billing the City for those calls and that the calls are just listed for record-keeping purposes. Except (a) we've already seen that the record keeping leaves much to be desired and (b) again, we have no way of knowing whether this is a true statement, since Daily & Woods is using block billing. I would also add, putting the phone calls into the block of time being billed is rather bizarre if they are not actually part of the time that is being billed; anyone seeing that bill would certainly (and rightfully) assume that the items listed on the bill are actually things that are being billed for.
At the end of the day, however, Jerry Lee Canfield's review of Daily & Woods bills is the farce that most of us assumed it would be from the get-go. No meaningful amount of documentation was included that would establish that the time billed was actually the time spent. He accounted for five calls out of twenty-three, then made up a technologically impossible excuse to try to explain away the rest.
The disappointing thing is, I'd be willing to bet that Ray Gosack is completely satisfied with Jerry Lee Canfield's response. Hopefully, some of the elected city officials will not be as pleased.
Daily & Woods
Jerry Lee Canfield
Overbilling
Ray Gosack
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Governor Cooper Maps Recovery Path for Hurricane Victims
Governor Cooper Maps Recovery Path for Hurricane Victims Remains on Linking Storm Survivors with Post Disaster Aid, Services
Nearly two weeks after Hurricane Florence made landfall on the North Carolina coast, Governor Roy Cooper and emergency response teams are focused on helping those impacted by the storm across the state get back on their feet. The hurricane has claimed the lives of 37 people in the state, and countless others are coping with flooded and damaged homes and businesses.
"We'll be by your side every step of the way, and we'll work diligently to keep people from being left behind," Gov. Cooper said at a morning press briefing.
As emergency response operations now shift to full-time recovery, state agencies and FEMA have mobilized and deployed teams who are manning disaster recovery centers in the hardest hit areas. They are on the ground helping storm victims register for disaster assistance and temporary housing.
To date, more than 94,000 survivors have registered, and $44 million dollars in federal aid has been approved to help people who need it; critical needs the governor has witnessed firsthand as he has travels to communities devastated by the hurricane and subsequent floodwaters.
"I heard from a senior in an apartment who had fewer than 15 minutes to leave as the water gushed under her door. All she had left were a few personal items she grabbed as a first responder pulled her to safety," Gov. Cooper said. "I took away emotions of desperation and despair, but they were mixed with gratitude, determination and hope."
Today, Gov. Cooper continued his travels to areas hit hard by the storm, with visits to Pender and Onslow counties.
Gov. Cooper is taking action to create and implement both short-term and long-term plans for recovery. While he continues to work with the state's congressional delegation to tap into every bit of federal aid available, the governor emphasizes the need for state funded affordable housing programs, initiatives to protect the environment and promote clean water after natural disasters, flexible school calendars for educational institutions in storm-impacted areas and aid for farmers and farming communities impacted by natural disasters; all necessary components for rebuilding more resilient communities.
"Together, we will recover smarter and stronger than ever," Gov. Cooper said.
Death Toll Rises to 37 in North Carolina
The state medical examiner's office has now confirmed 37 fatalities related to the storm. An 85-year old man died Tuesday in New Hanover County after contracting and infection in a wound he received while cleaning up storm debris. The majority of deaths related to the storm have involved vehicles getting caught in floodwaters, but deaths related to storm clean-up have been reported over the past few days. Residents should wear gloves and proper protective clothing while doing storm clean-up work and wash any cuts or scrapes thoroughly to prevent infection.
Approximately 1,500 people remained in 22 emergency shelters last night, down from more than 22,000. As of this morning, more than 560 people from 185 families were being housed in hotels through FEMA's Temporary Sheltering Assistance program. Five families had already checked out of hotels and found more suitable temporary housing.
Registration for Food Assistance Starts Tomorrow
Beginning tomorrow, residents in 27 storm-impacted counties can receive assistance for food via the Disaster Supplemental Nutrition Assistance Program (D-SNAP), a state funded program offering a one-time benefit to people not already receiving food and nutrition benefits. Residents must register in person at their local Department of Social Services office by October 6. More information is available by calling 866-719-0141 or visiting ncdhhs.gov.
Nine mass feeding kitchens operated by Baptists on Mission remain in service across the state, producing tens of thousands of hot meals daily. Meals are being distributed the American Red Cross and the Salvation Army.
Road Conditions Remain Dangerous in Some Areas
The Department of Transportation reported 272 roads closed due to flooding as of 10 a.m. Thursday, mostly in southeastern North Carolina, in the Wilmington and Fayetteville areas. DOT estimates that floodwaters have caused $100 million in damages to North Carolina roads and highways with that number expected to rise as inspectors access more roads.
Motorists are reminded to avoid driving around barricades and onto flooded roads. Several deaths have already occurred in this way since Florence hit.
Governor Provides Funds for Mosquito Control
Last night, Governor Cooper made $4 million in funds available to counties for mosquito control in flooded areas. This funding is available to county health departments to conduct mosquito abatement as needed in their communities. Residents working outdoors on storm cleanup should use mosquito repellent or wear long sleeves to avoid mosquito bites.
The North Carolina Disaster Relief Fund is available for donations to support North Carolina's response to Hurricane Florence. To donate, visit governor.nc.gov or text FLORENCE to 20222.
Additional Information Resources
The statewide NC 211 information line can provide callers with housing, recovery and other storm-related details. Dial 2-1-1 or 888-892-1162, or text FLORENCE to 898211. The information line is staffed around the clock to connect North Carolinians to storm resources. Other resources can be obtained by visiting ncdps.gov/florence or following NC Emergency Management on Facebook and Twitter.

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Buying a franchise biz can be a real workout. This research routine will put some muscle on your franchise future.
You finally resolve to get back in shape, so you hire a personal trainer to help you achieve your goals. At your first meeting, the fitness trainer asks you a series of questions and measures you, weighs you and pinches around to determine your level of body fat. You're at the beginning of a long road. It is vital not only that you know where you're starting from, but also that you head down the right path for you.
It's a lot like the process of buying a franchise business--you cannot afford to make a mistake on such a large financial investment. Like working out at the gym, you can get hurt if you're not careful and well-informed about the process. To locate and evaluate a franchise that will be a good fit for your needs, and to do it right, you have some research and work to do. You'll also be using investigative muscles you've never used before.
Focus your attention on the type of business that interests you. If you plunge into the franchise marketplace without giving some thought early on to the type of business for you, you'll be in trouble. Like walking cold into a gymnasium full of complicated, intimidating workout equipment, you won't know where to start.
Are you intrigued by a conventional retail business, or do you see yourself working from home? Do you live for food? Do you like serving the public, or do you want to sell to corporate customers? Do you want to run the business full time or part time?
Obviously, these questions must be answered in the context of your interests, your resources and your particular level of financial fitness. Assess the capital you have immediately available to you and other likely sources of funds. If you're about to sell your $100,000 baseball-card collection or liquidate your priceless stockpile of Batman paraphernalia, by all means include the proceeds in your calculations. You may want to talk to a local banker about loan programs for which you could qualify (ask about small-business loans backed by the SBA), talk to an accountant, even visit with your rich Uncle Ned. This personal self-assessment will tell you whether you should be looking at a $700,000 retail franchise or a $40,000 homebased franchise.
The internet will throw a lot of options and hype at you; a franchise trade show will let you try out the equipment. Most cities have one or two franchise and business opportunity trade shows in a given year. If one comes to your town, take the time to attend. A trade show is a terrific opportunity to see what the market is offering and speak with knowledgeable franchise representatives.
Let your key research begin here: Ask the right questions of the representatives. You know from your personal assessment what type of business you're seeking, how much cash you have on hand to invest and how much you qualify to borrow from a lender. So be sure to ask a few initial qualifying questions: Does the company require prospects to have a certain amount of cash on hand? What is the total investment range for the franchise? (They should know the range, since this information appears in the franchise's disclosure document, which we'll discuss later.) Are there business-experience qualifications required of prospective franchisees? If the answers to these questions pull you out of your range, don't waste your time--move on down the line. Make the effort to find the program that interests you and hits your investment sweet spot.
Plan your time at the show carefully. Expect to pick up a ton of general brochures and application forms--carrying these around for a few hours will tone your shoulder muscles. Make sure you have a full collection from any franchise booth that interests you, and leave them your complete contact information. A personal business card makes the best impression.
Not many franchisors will deliver a disclosure document to you when you walk up to the trade-show booth. If you attend a sales presentation or a "discovery session," or speak one-on-one with a sales representative at a hospitality suite or some other off-site location, most companies will hand you a franchise disclosure document at that time. So just what is this document?
All franchising companies in the United States are required to deliver a complete disclosure document known as the Uniform Franchise Offering Circular, or UFOC, to a prospective franchisee a couple of weeks before money changes hands or the prospect signs a binding legal obligation. For anyone researching a franchise investment, this is an indispensable document. As soon as you become at all serious about a particular franchise, it's time to get a copy of the company's UFOC. Franchisors are not required by law to give you a UFOC until fairly near the close of the transaction, so it's your responsibility to request one earlier. Some companies wait until you come through headquarters on a visit; others allow you to view the document online. Either way, your goal is to get your hands on the UFOC so you can obtain a full picture of the program as early as possible.
Once you have the company's UFOC, read it carefully. If you're an old hand at corporate investing, the document will be vaguely familiar to you--it's based on similar disclosures required under corporate securities laws. If you're new to these documents or if it's been awhile since you cracked open a securities offering prospectus, you're in for a pleasant surprise: All UFOCs are written in plain English and organized along the same detailed outline.
A UFOC is basically broken into three parts: 1) a descriptive narrative describing 22 various important aspects of the franchise offering, 2) a copy of the contracts you sign when you become a franchisee, and 3) a set of the franchisor's audited financial statements (or those of the company guaranteeing the obligations of the franchisor).
Start at the back. An experienced accountant can tell you a lot about the financial health of the franchising company by reviewing its audited financial statement. Does it have the financial muscle to survive long enough to continue servicing your franchise business, or is it teetering on the edge of a financial abyss? How many franchisees paid royalties last year, and what was the rough annual average payment? Did the company make money from its operations last year, and how do the numbers compare to the previous two years? Are any disturbing trends buried in the numbers? If you're not conversant in number-speak, seriously consider getting professional assistance. You'll probably need an accountant to help with the establishment of your business anyway, so find one now, and have the UFOC's financials reviewed.
That brings us to the franchise contracts--everybody's favorite mental workout! A word of caution here: Your franchise agreement is not required to be written in plain English. It's typically quite long (30 pages of single-spaced verbiage is not at all unusual), and it will strike you as remarkably one-sided, seeming to favor the franchisor at every turn. Let a good lawyer help you review it. Find one who has experience working with small businesses, and let the lawyer explain how it affects your interests. If your lawyer finds 27 ways she would like to change the contract before you sign it, arrange a discussion with your franchisor representative to find out how the company handles negotiated-change requests. Some franchisors insist on their standard contract; others will negotiate. Generally, in my experience, the younger the franchise program, the more willing the franchisor is to negotiate. In any case, it's always better to have a lawyer on your team to help you assess the legal situation.
Now that you have professionals working on the more complicated aspects of the UFOC, turn to the plain-English narrative description. The first few items (Items 1 through 4) tell you all about the franchise program and the franchisor, its identification, address, range of business activity, history, involvement in other franchise programs, its managers' business experience, and its litigation and bankruptcy background. This is key information for checking out the depth of the company's experience and the nature of any serious legal problems. Don't be surprised if you find a few civil cases or arbitration cases against franchisees disclosed in Item 3--running to court or arbitration to resolve a dispute is an inescapable part of modern business life, and franchises are certainly no different from other businesses. In fact, the franchise sector is more litigious than most business sectors.
The next few items in the UFOC (Items 5 through 10) lay out the fees and estimates of the new franchisee's total expenses and disclose whether the franchisor provides financing for any aspect of the investment. Item 7 is most useful among these items; it's a chart summarizing all the expenses you're likely to incur when you establish a new franchise business. Make sure your accountant sees this information--it will be useful in your financial planning.
Items 11 through 14 detail the services and rights the franchisor provides you as a franchisee--everything from assistance with your grand opening to training to the granting of trademark and patent rights. Territorial protection, an issue close to the hearts of most franchise investors, is described in Item 12.
Other items worth noting are Item 19 ("Earnings Claims") and Item 20 ("List of Outlets"). An earnings claim is any statement that conveys how your franchise will perform financially or how existing franchisees are performing. A franchisor cannot say, "These businesses generate at least $450,000 a year" (even if it's true) without making the statement in Item 19 and disclosing the reasonable basis for the statement and the assumptions that underlie the claim. Item 19 disclosures, which appear in an estimated 30 percent of all UFOCs, are therefore eagerly read by prospective franchisees. If the UFOC has no Item 19 statement, you must rely on the performance information provided by existing franchisees.
Item 20 lays out a statistical picture of the entire franchise system over the past three years. It includes a list of current franchisees as well as people who left the franchise system for any reason in the past fiscal year. Use this vital contact information when looking to interview franchisees about their experiences with the program.
Just as it takes a little sweat to get in shape, it also takes some hard work to find a franchise business that meets all your needs--but the rewards can be well worth it.
The question prospective franchisees ask me most frequently is, "How can I find out if the franchisor is legitimate?" Some people imagine there's some sort of national clearinghouse that can confirm legitimacy on the telephone. There is no such place, but there are clues ripe for the picking. Here are five likely sources of information to help you answer that all-important question.
1. Even though it may not tell a complete story, the UFOC will tell you volumes about the franchisor and its background. What sort of business experience do the company's key executives have (Item 2)? What does it say about the company's history of litigation (Item 3) and bankruptcy (Item 4)? Is the trademark registered with the federal Patent and Trademark Office (Item 13)? What do the system numbers (Item 20) say about the number of franchises that have opened for business in the past three years?
2. Another great source of information: existing and former franchisees. Call them (they're listed in Item 20 of the UFOC), and set up interviews. Ask them about their experiences with the franchise, the training, the investment and how their business is performing. And ask the ultimate litmus-test question: Would you make the same investment knowing what you know now? If the franchise offering is new and there are no existing franchisees to call, you have no comparable source of information.
3. State agencies can be most useful in your evaluation, particularly if you're in a state that regulates franchise sales. The franchise registration states are California, Hawaii, Illinois, Indiana, Maryland, Michigan, Minnesota, New York, North Dakota, Rhode Island, South Dakota, Virginia, Washington and Wisconsin. Each of these states requires a franchisor to register to offer franchises. Find out if the franchise you're interested in is registered before getting too serious.
4. The Better Business Bureau provides reports of customer complaints received. For more information, go to www.bbb.org.
5. The FTC brings legal enforcement actions, large and small, against franchising companies. Look over its recent activity at www.ftc.gov.
The franchisor is financially strong; your accountant is satisfied.
Franchisees in the system give their investment decision the thumbs up. Some systems make their franchisee "grades" available online for a modest price (see www.fransurvey.com).
The business offers a good fit with your interests, and you're excited to jump into the business. Even better, you have experience in this type of business.
The revenue potential looks strong.
Market trends are in favor of this business.
A good location or good customer base is available in your home market.
The franchise system shows steady growth.
There is a load of litigation reported in the UFOC, revealing a rough franchisor dispute-resolution style.
Franchisees in the system say they feel trapped and would not make the same investment again.
Franchisees in the system say the training is inadequate.
Your lawyer says the contract is heavy-handed and poorly prepared, and your accountant wonders whether the franchisor will be around in 12 months.
Your state franchise or consumer-protection agency says the franchisor is not registered (if required) or that numerous complaints are on file.
The franchisor provides you no UFOC, or the UFOC they give you is out of date, incomplete or not registered (if required).
Andrew A. Caffey is a practicing franchisor attorney in the Washington, DC, area and an internationally recognized specialist in franchise and business opportunity law.


Many of you might already use a password manager, which is a great tool for keeping your digital passwords in order. Well, Dashlane introduced Project Mirror this week, with the company declaring war on the institute of passwords as a whole. Interestingly, though, Project Mirror is essentially a password manager, but also a keeper for all things digital security, including biometrics and automatic handling of multi-factor authentication steps.
With Dashlane taking over all forms of logging into things, they're basically killing the password, which is cool.
Project Mirror has a roadmap for 2018, with the first feature, Critical Account Recovery, scheduled to release soon. With this feature, users will import and secure their most important passwords in Dashlane, with the app identifying any high-risk accounts and automatically resetting and securing those credentials. You can store any ol' account information in here, but think of your bank login, Facebook, Twitter, or anything else you might label as critical.
The video below details Critical Account Recovery in full.
Over the course of 2018, we'll learn more about Project Mirror and its features. As soon as we hear more, we will keep you posted on it.
Do you use a password manager currently? If so, which one?


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June 9, 2014 June 9, 2014 / gouverneurmorris	/ Leave a comment
Following Coolidge's lead to preserve our foundational principles from neglect and misuse, the Calvin Coolidge Institute is performing a vital work in the state of Nevada. They are setting an example for what is desperately needed all across America: to encourage and elect candidates with Cal's integrity, courage and conviction. In fact, a Coolidge Coalition is forming in our area of Gulf Coast Florida. How about where you live? In studying Coolidge for some time, the more I have learned the more I come to respect and admire what he accomplished through a genuine leadership grounded on moral consistency, political wisdom, and personal resolve. While he would not have wanted any institution to bear his name, he would have taken great satisfaction in those who shoulder the high demands, not merely the blessings, of citizenship and public service. He praised those who kept our institutions true to the ideals of limited government, economic freedom, religious liberty, and individual responsibility. Anchored by the Golden Rule, progress is measured not by cutting ties with the past but by doing what is right not what is expedient, upholding the good of all not favoring the benefit of a few. Hardly outmoded, these ideals are downright indispensable. Party platforms and campaign pledges are not things to be cast aside on victory night, they furnish the direction of leadership and are the substance of a voter's voice. This is why party cohesion is so crucial to sound government. He also understood that principles mean nothing if not kept practiced and practical, requiring brave and involved citizens prepared to govern their own government. The government, as he often paraphrased President Cleveland, works for the people, not the people for the government. In this way, we grow worthy of America. The Calvin Coolidge Institute deserves every encouragement and support.
"If there is to be responsible party government, the party label must be something more than a mere device for securing office. Unless those who are elected under the same party designation are willing to assume sufficient responsibility and exhibit sufficient loyalty and coherence, so that they can cooperate with each other in the support of the broad general principles of the party platform, the election is merely a mockery, no decision is made at the polls, and there is no representation of the popular will. Common honesty and good faith with the people who support a party at the polls require that party, when it enters office, to assume the control of that portion of the Government to which it has been elected. Any other course is bad faith and a violation of the party pledges. When the country has bestowed its confidence upon a party by making it a majority in the Congress, it has a right to expect such unity of action as will make the party majority an effective instrument of government" — March 4, 1925.
"James Madison vs. Barack Obama" by Burt Folsom
Taking a series of powerful reminders from the Progressive Era (1900-1920), Dr. Folsom reveals the inescapable flaws of trusting government bureaucracy with competence and responsibility for human life and the daily decisions we, as free individuals, are infinitely better equipped to make. It is the stark difference between the blind reliance on government "experts" and the wisdom of the Constitution in liberating people to choose for themselves rather than live at the behest of an unbounded bureaucracy. It is the naive notion of progressives then as now that tighter controls make happier people and better nations while constitutionalists, who understand what power does to human nature, embrace a limited government, where power is disbursed and held strictly accountable to the people. Constitutionalists grasp the inhumane character of bureaucracy because history has taught them political calculations take primacy over the liberty of people and an equal respect for the law. To constitutionalists, limiting what government can do, preserving equality under the law and retaining each person's freedom to pursue happiness comprise the compassionate way. It is the recipe by which America has experienced so many blessings and so much success. Despite the best efforts of progressives, no bureaucratic system will ever come close to the tremendous success of constitutionalism, when it is practiced.
Our thirtieth president, living in the midst of the Progressive Era, understood this well. He would come down decisively on the side of rolling back the growth and expansion of government, looking to the ingenuity and ability of the people to govern themselves. His appraisal of real progress grounded in the sensible and prescient foundations of constitutionalism make Coolidge not only a rewarding subject to study but a necessary one today. No need to take my word for it, Coolidge encapsulates it best:
"When we contemplate the enormous power, autocratic and uncontrolled, which would have been created by joining the authority of government with the influence of business, we can better appreciate the wisdom of the fathers in their wise dispensation which made Washington the political center of the country and left New York to develop into its business center. They wrought mightily for freedom…When government comes unduly under the influence of business, the tendency is to develop an administration which closes the door of opportunity; becomes narrow and selfish in its outlook, and results in an oligarchy. When government enters the field of business with its great resources, it has a tendency to extravagance and inefficiency, but, having the power to crush all competitors, likewise closes the door of opportunity and results in monopoly" – November 19, 1925.
"No plan of centralization has ever been adopted which did not result in bureaucracy, tyranny, inflexibility, reaction, and decline. Of all forms of government, those administered by bureaus are about the least satisfactory to an enlightened and progressive people. Being irresponsible they become autocratic, and being autocratic they resist all development. Unless bureaucracy is constantly resisted it breaks down representative government and overwhelms democracy. It is the one element in our institutions that sets up the pretense of having authority over everybody and being responsible to nobody" – May 15, 1926.
"The government has never shown much aptitude for real business. The Congress will not permit it to be conducted by a competent executive, but constantly intervenes. The most free, progressive and satisfactory method ever devised for the equitable distribution of property is to permit the people to care for themselves by conducting their own business. They have more wisdom than any government" – January 5, 1931.
"Neither the state nor the Federal governments can supply the information and wisdom necessary to direct the business activity of the nation…The experience, skill and wisdom necessary to guide business cannot be elected or appointed. It has to grow up naturally from the people. The process is long and fraught with human sacrifice, but it is the only one that can work" – May 1, 1931.
In contrast to the destruction of society by bureaucracy, "There is another system with which every American should be familiar, a system of equality and of freedom, not without the claim of divine right but recognizing that such right reposes in the people; a system where the individual is clothed with inalienable rights, the people are supreme, the government is their agent. Under this conception there is real freedom, real independence, and grave personal responsibility. The rulers look to the people. Their authority is the public will, ascertained in accordance with law. There will be the least possible interference with private affairs. Realizing that it is the people who support the government and not the government which supports the people, there will be no resort to paternalism. Under such institutions there may be appear to be a lack of machine-like efficiency, but there will be no lack of character. Private initiative will be stimulated. Self-reliance and self-control will be increased. Society will remain a living organism sustaining hope and progress, content to extend its dominion not by conquest but by service. Such is the system of self-government, the orderly rule of the people, carrying within itself a remedy for its own disorders and the power of self-perpetuation. This is the ideal of America" – January 21, 1923.
Coolidge, one of our wisest constitutionalist Presidents, hits the mark, as usual, squarely and faithfully.


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text:
Adam Conner
Retaining Authenticity with Mita Mallick, "Brown Table Talk" Host and Carta Head of Impact
Today, I interview Mita Mallick, who is a general powerhouse. She's the cohost of Brown Table Talk, a fantastic podcast offering advice and leadership lessons to women of color. She's also the Head of Inclusion, Equity, and Impact at Carta. Finally, she is a prolific content creator, having been included in LinkedIn's inaugural Creator Accelerator program.
Today we talk about how to retain your authenticity even after a return to office, the reasons why great brand storytellers sometimes aren't great personal storytellers, allyship, and more.
Follow Mita: https://www.linkedin.com/in/mita-mallick-2b165822/
Follow Brown Table Talk: https://podcasts.apple.com/us/podcast/brown-table-talk/id1591309211
Enjoy! Full transcript below. Enjoy the video version right here:
FOLLOW AUTHENTIC AVENUE, AND ADAM, ON SOCIAL MEDIA:
LinkedIn (Authentic Avenue): https://www.linkedin.com/company/68049428/
LinkedIn (Adam Conner): https://www.linkedin.com/in/adamjconner/
Email Adam at adam@authenticavenuemedia.com
Learn more at https://authenticavenuemedia.com/.
TRANSCRIPT BELOW (powered by Descript; accuracy not guaranteed):
Adam Conner: Hi, everybody. We are back. I've got an really interesting conversation and you know why it's interesting to me because frankly, I both don't know a ton about it and am not part of the audience that's been deeply affected by it, but I am part of the audience that needs to learn a lot more.
I'm talking about that whole world of DEI inclusion, equity impact. I got somebody here. That's the head of all of that for Carta. You probably know her. This is somebody who's been talked about on the podcast beforehand. If you all remember the episode with Callie Schweitzer on LinkedIn, I said, who's the first person needs to talk to next.
And she said Mita Mallick. So, Mita Malick. welcome. Thank you for being here.
Mita Mallick: How are you much for having me? Callie's the kindest person for recommending me.
Adam Conner: I was jazzed to have her on as well, because she knows so much more than me and frankly, I was like, oh, so cool. She knows a lot more people than I do too. So I was like, wow.
Even get her in the room was like, awesome. And then I was like, well, then I got to have your, your a list. Who do I talk to next? She was like, me to me to me. I said, okay. Wow. When we weave, which added a little bit prior to this. And so that's how we know what we're talking about. You told me, you gave me a quote during that, which you probably say a lot.
You said our stories are constantly being. That's true for me professionally, personally, I could think of a bunch of ways. Um, you've done a couple of things recently, which is rewriting your story. We're gonna talk about brown table talk in a second, which is rewriting chapter of it. What's the story. Look for you like right now.
Mita Mallick: Well, the story looks for me right now. 18 months into the pandemic. I'm still in my bedroom. I switched into another big job left. Unilever came to Carta. I have not met anyone at the company except for one person, which was a socially awkward distance coffee date on a, on a city bench. I, um, so I would say one of the lucky ones who's employed as a working mother, I have a six and nine.
And that's one of the most important jobs I have. And my story is being rewritten because I am finding different ways to storytell, which has starting a podcast, which is super exciting and super scary as you know,
Adam Conner: Hey, I've been there now. You're going to get scared. I'm scared. I'm scared right now. No. Um, so, so, uh, well let me ask you this.
Cause I, that it actually surprises me something you said, so. I have only met one other person over there, but you've been there. Look, I'm going to cheat a little bit. Viewers are going to look at my other screen over here for like over a year. I would have assumed that most organizations make like, not publicly, but they'll will asterisk.
Oh, we'll get our leadership together. At least we'll all talk. So Caritas taking it super seriously. Is that, has that surprised you that like you act like even now most people gotta be Vaxxed.
Mita Mallick: For me, I've wanted to wait for my children to get vaccinated. So for me, my six and nine-year-old who they've gotten their first shots, I'm really excited.
So I hope by mid December, January, we are returning to the office, but the company has been super. Of meeting people where they are and making sure that we're keeping employees safe. And so I think there were three weeks in the summer before the surge of Delta, where it was the roaring twenties, where I was about to go back to the office and then Delta surged.
I was about to, sorry, not go back, go into the office for the first January for me will be like the first day of school. I'm excited.
Adam Conner: Yes. I remember those roaring twenties is a good way to put it because people would just start. Actually people were taking their masks off. They're like, you know what. Um, and viewers we're recording.
This is going to come out in a little bit. We were recording this and I should have known, we were recording this within like a week or two of that first shot for ages, like five to 11 being loud. That's so that makes complete sense. And I don't have kids, so that's why I was ignorant to that. But cool.
Glad you're going to have your first day of school experience. Yes. Yeah. Uh, okay. So let me, let me start right there because the way that you. Described the story, as it looks right now, you went immediately to the most important job of all being raised in a family. You went to your personal story as opposed to diving headlong, which most folks that I talked to do into their organization, we can touch on it a little bit, but it seems clear to me and I'll dive right in with this.
I talk with chief marketing officers, a lot founders, a lot CEOs a little bit. Um, but generally speaking, like people who should be the chief storyteller. For their brand. The funny thing about that is that it's probably like half the time. I don't want to say the majority because it's not true, but like roughly half of people are really good at telling the story of their business and they come like fully loaded into this interview, ready to go with those facts.
And they're not really able to tell their own personal story that incredibly. Uh, why do you have a thought on this? Because, and we'll get more to your like personal stories and experiences through this and listeners, I'm sort of like baiting it here because I know that meta has a good story and that she prioritizes it.
Why don't leaders show their personal stories more is a risk. Is it fear? What is what's up with that?
Mita Mallick: I think there are a lot of different reasons. I think that there's fear. You're scared. You might have parts of your story. You haven't reconciled with yourself. You have parts of your story. You haven't said out loud, you have parts of your story that are being rewritten.
I think it's actually interesting in terms of, especially in the last 18 months and how the power dynamic and companies are shifting. I think that when I was growing up in corporate America, it was like the CEO, the C-suite, they were like, gods, they weren't human. Right. You just thought, yeah. And it's like this idea of like old power, new power shifting.
So the idea of old power is like, you're the CEO, I'm the CEO. I have all the answers to everything. I know what to do. Everyone's going to listen to me. And it's like the pyramid, right? So like I'm right here on top. And so maybe I have to feel like I have to put on. Yep. Right. Of like, and a curated image of myself.
And so now I think what you've seen is my kids might run in they're in school today, which is great. So they won't be, but you just don't know what sort of grief and pain has been going on behind people's screens. And in a lot of ways we've actually been exposed to it. And so the stories can't be hidden anymore.
They're right there, out in the open. And so I think that's, what's also changed. Yeah,
Adam Conner: I've, I've, I've loved it personally because I began interviewing leaders like the fourth quarter of 18. So I got a good five quarters of it, six really before, like, before everybody went home. Right. So in that time I saw the power of.
Media training. So a lot of people who knew their points, they stayed buttoned up. Maybe they were that like, God, like whatever they were, they were at the pinnacle and they needed to maintain that image. Sometimes they were leading publicly traded companies, lots more people were listening to this than just me and somebody caring about marketing, but then everything turned around.
And I, those, the moments that I've loved the most, which I'm sure that hopefully these hopefully leaders are now understanding more like even moments. So the show like listeners, we, we cut in and out sometimes when, when things happen, knock on the door, a mailman or whatever, or like in the case of one, I was interviewing, uh, this woman, Jessica, who at the time was heading marketing for, uh, open table and kayak at the same time.
And is now the CMO at indeed her name's Jessica Jensen. And we stopped halfway through because her daughter like ran in the door, wanting to play horses. So we played horses for a second. Now that's not something that you would ever get on, like an earnings call or anything I knew you never would, but like, those are the moments that I, and, and hopefully people are seeing a lot more, I think in part, because of another thing that I heard from marketers, brand leaders, whatever leaders like you the whole time, which were that you need to bring your full self, you need to show every part of your.
When you come into work, that's an important point though, because now we're a year and a half right into this thing where people are they're hybrid. They're sometimes in the office, sometimes they're, everybody's returning slowly, but they're still at home bringing your full self to work has just been bringing your full self into the partition of your home, where you're having meetings that day.
People have become a lot more open with that. I mean, w what was athleisure is now like work, leisure attire, like even stuff like that. Now we're starting to trickle home by home. I mean, the office, what do you think people are going to do when they are brought back into that environment? Where historically they need to be, you know, buttoned up shoulders, back, walking through professional attitude where the last year and a half, it hasn't necessarily needed to be that way.
How do they retain that authentic?
Mita Mallick: I hope we don't forget it. I hope we don't leave it behind on the screens. I think it's going to be like the great reunion in terms of people getting
Adam Conner: a bit like a lot of it follows a lot of words, session reshuffled. Yeah.
Mita Mallick: And just to continue to show up with kindness and empathy for each other.
I think that's so important. And I think, you know, returning to the office, the great reunion is not going to be as easy as we pictured. Listen, I have a private office right now. I don't know what it's like going to be like my bedroom, what it's going to be like to be sitting next to a coworker. Now remember many organizations went through over the last five to 10 years, this open seating thing.
Right? So now we're going to go back to hoteling and sitting wherever. Taking zoom calls volume loud. You know, if my husband leaves the, his lunch plate in the sink, I can yell and scream at him. I can't really do that with my coworkers. It's like, why is the common kitchen? Like all those sort of things, as you might try as I might land.
So show up with kindness. I think it's going to be a real transition for many of us who have been working virtually to show up again. And what I hope is that people will remember just like you said, The individual you interviewed and her daughter and horses. And so if that was a coworker, gosh, what an amazing detail that you remember that you remember that about her when you see her and ask her, oh, is she still in divorces?
What's going on at home? And that I think now is an adore that we've opened that we can no longer go back and close. Good.
Adam Conner: I hope so. I hope
Mita Mallick: so too, but we have to keep it all open. That's what we all, it's all our responsibilities to keep it all open and not to forget. That's right.
Adam Conner: I have not. Pleasure for better or worse or of having that environment?
Um, since I began working remotely, which predated all of this, I started that in middle of, excuse me, middle of 2018. So I haven't, now my wife has seen it. I have not. And I just, I think it's gonna be really hard for people to break it. Especially folks who are now, people who are new to the workforce, or, you know, if you use into the workforce may be more flexible to it, but I just.
Do you think that office environments, or are you going to have to bring like more to the table to like entice people to be their whole selves when they're back in? Because it almost feels like it almost feels like people could drag their feet in like it's the first day of school in a bad way. You know, you mentioned it like, it could be a happy reunion, but it's also like, God I'd much rather be in my bedroom,
Mita Mallick: private office.
I have a lot of social anxiety. I'll be honest. I don't think people know that I'm five, one. That's an interesting thing too. Right? Like I am that I joined a company of tall people. I keep pretending that I'm 61, but I'm really five, one and a half. And so I've never met anybody in person. Where am I going to sit?
Well, I have friends for lunch. What should I be wearing? I'm in a tech company. I don't really want to show up with a hoodie. I love wearing dresses and heels, you know, all those sorts of things, but I
Adam Conner: think
Mita Mallick: exactly what what'll happen is we'll settle in. I think it will be overwhelming at first, but I think we'll go back to, you know, I love, I love meeting people and I love socializing and I love doing work that way.
I think we'll also have to give each other when I say time. Have quiet and downtime and to recharge ourselves. I was the person who would leave my house at like 8:00 AM and some nights wouldn't be back till 10. If I was doing dinner and evenings and events, I also was the person who'd be like, Hey, like there's a, there's a break.
Let's walk to Starbucks and continue chatting. Let's grab a coffee and we're back. And you know what? Now I just might want to walk to Starbucks. Like I might want those times. I think I keep saying we need like human recharging stations. We need places in the office where you can just sit quietly alone and not have to talk to anyone because I think that is going to be the adjustment when we're back full time live in-person
Adam Conner: isn't it.
Isn't it strange what immediately comes to my mind just as you say that, I think it's, I think it's correct by the way, how perhaps. Inadvertently present the nap, pods of the mid two thousands offices. You know, nowadays you might need to throw in some of that Y over here to be away from you. You know, I want to take a minute to relax and recenter, and if I don't have a coffee shop nearby, it's gotta be done around the corner.
Something like that. Yes. But then of course, in the moments when you, you have to, you know what I almost said they have to be on, but what I really mean is whatever, I still do think there's sort of an on-off component of like being around other folks and working in an office environment. It's just, that's the way that I've operated for better or worse.
Um, coming from a performance background where it makes those moments when you're on like, obviously incredibly important, cause you're still putting your best self out there. Um, It's in those moments now where you have to, I would argue stand out even more than you did. Uh, because being in person will be, it'll have that heightened, uh, gravity gravitas, at least for the next like year or
Mita Mallick: two.
And I think what you're getting at is the question of how you manage. And so if I needed to manage my energy right now, I wouldn't do this because we're in the middle of the podcast. I can just shut the screen or if I need it to manage my energy, I could shut my video off. There's all sorts of things in ways we've adjusted to in this way of working and we'll have to readjust in person.
And yes, those moments do matter when you're presenting to your CEO or presenting to the board. Or leading a team meeting and doing it in person, even now, you can only see me waste up thinking about all the, the non-verbals and projection of voice and all of those things that I think about will be different back when we're live.
Adam Conner: Right. Yeah. I agree. So let me switch gears for just a second. Um, just based on a couple of the things that we talked about prior to this. One of these things. I immediately gravitated to being somebody who does my own media work. I mean, really, it's not just that I work at home and I've got all these employees over there across the screen.
It's just me. This is a solo venture. You're looking at the whole enchilada right here from that. I carry an attitude professionally. Of having nothing to lose. Now you've said that in the past, have an incredibly powerful inspiration for bringing that attitude forward all the time. And I think it's when people have their backs up against the wall, when they have nothing to lose, they do their best work.
I want to hear your inspiration for having nothing to lose and why right now that gives people a really strong advantage. Even if they're not using it for an advantage, it's, it's tied in with authenticity, but I want to know why those two things to nothing, to lose attitude and bringing your authentic self to work are, have never been more tidy.
Mita Mallick: I think for me personally, we chatted about this and nothing to lose comes from, um, almost five years ago, February Valentine's day. My life changed forever. I lost my dad really suddenly. And so when you experienced grief that way and you lose someone, so suddenly unexpectedly you just ask yourself the question, what are you waiting for?
Because life is really short. I could not wake up tomorrow. And so that really drives me from. Things that have really impacted me personally. And I think back to the authenticity piece, I grew up in a time and place where it was not cool to be Indian. I was the funny looking dark skin girl with the long, funny looking braid whose parents spoke funny English until it wasn't funny anymore.
And I was bullied a lot, both verbally and physically growing up. And that has stayed with me and I don't want anyone to ever express. That, that they don't feel like that they belong, that they're excluded. And to your point that I want to be in an environment. I want everyone to be in an environment where they feel like they can bring the best versions of themselves to work.
Because when I feel like my company supports me, not only is my potential limitless, also, the company's potential is limitless. It's like the sky's the limit. And so that's what the, that's why those two things are connected. And that's what, that's what really drives me. And I think everyone needs to tap into.
What is it that gets you out of bed other than a paycheck? Like, are you living a life that you, that you want that's filled with purpose, however you define or measure that I know purposes, a heavy word, and that changes every day, but what is it that you would say impact you want to make in this world?
Adam Conner: I hear it quite a bit.
That feeling that you're working for something or towards something bigger than yourself, a large part of that fulfillment. And of course, Having nothing feeling that, that like Carpe diem all the time. I cannot wake up tomorrow. That's that's that's correct. I got, I got nothing to lose. There's no reason why I shouldn't dot.dot, because tomorrow may be gone.
Now, how I hear something like that? I get inspired immediately. I think most people do, because if you, if you ring their bell like that, they, they zoom out and it put things into perspective. My instinct, because I'm rather impulsive as, as a person that can have, like that kind of personality at times would be to go full steam into something, whatever that something is that I want, it could be a personal endeavor.
It could be going into business for myself, whatever it is. Um, going back to what we just talked about, about managing that, that energy of being on and off. And, um, you, you, you said that you've somebody with a little bit of anxiety I've had, I've had a crazy amount of. In my past and been treated for and all that.
How do you balance that? Like, well, I gotta have that nothing to lose attitude. Cause it could all be gone tomorrow, but man, like I got, I got limited energy today. How do you, how do you marry those two things? Because I wouldn't want it to unintentionally bring me like more stress. Cause I'm not matching like a potential that like I heard from this inspiring thing.
Mita Mallick: I get it. And you want to manage being burnt out? No, one's trying to, I'm not trying to say, get burned out over your purpose and the impact you want to make. But I would say it's like part of, it's also like being grateful for all that you've achieved today. I think sometimes we're too busy chasing success.
Like what do you have today that you're grateful for? And what are the one or two things you want to do and working towards them every day, there's small wins and that, that tied a big wins. I think sometimes. Sort of skip the small wins to get to the big woods or we don't. So that's, that's part of it.
I'll tell you. I thought about doing a podcast for two years with a friend, my friend Dee. And then finally I was like, what am I waiting for? What am I waiting? So some of these things, I'm not saying they don't happen overnight. Right? Well, I'm just saying like, think about it. What is it? That's holding you back and usually it's ourselves that are holding us back.
It's not generally something. Yeah. Some, sometimes it's related to money or support, but I think the biggest obstacle starts with us and thinking about why we're holding ourselves back,
Adam Conner: I'm right there with you mind over matter. And if it took you two years and we've got, we're going to talk about this next two years, you had it in your head.
No, I love it because you know, I got into podcasting. I'm not in the business world. And frankly, for a weird reason, frankly, the only reason I got into it, because I wanted to perform somewhere. I wanted to tell stories. And because I was traveling a lot because I was in tech sales, I did a podcast because that was like one less thing, one less thing being like, I didn't have to sit in front of a fixed camera in one spot.
I can fly around and be on a microphone. How hard is that? It turns out pretty hard. Um, but cause it's just like the same. I'm still doing the same editing works. I don't know I was being, I was, I was naive. Um, that said it's been incredibly. And you D D Marshall I'll link her in our, in our notes, everybody you'll, you'll be able to get to all of this that I'm about to say very recently dropped your own podcast.
Cool. Called brown table talk. I want to learn more about what that is for our listeners. And I think this is where I'm probably going to take a backseat and let you drive this conversation a little bit, because it touches on so many things that. As I said at the top need to learn more about, because I haven't had these experiences, frankly, because I'm a white guy that's wrong, that there there's systemic advantages that I've been given.
And you're talking about how to empower everyone. And you found that you're getting really rave reviews and feedback from all sorts of folks. But I don't want to, I don't want to load this too heavily. Why don't you tell me a little bit about. You do the talking and I'll shut up.
Mita Mallick: So I've known D since 2017, we're very close friends.
She identifies as a black woman identify as a south Asian brown woman. And we have shared so many stories about the shit we've been through in our careers and in our lives. And that we finally said, we talk about this all the time, audio messages, late night texts, phone calls, dinners. Let's share this with the world.
And so we wanted to share experiences that we have been through, and this is not an indicted. Meaning so-and-so did this to me. It is about sharing those experiences to help women of color, not just survive, but thrive at work and also for allies to pull up and listen in and say, okay, like what, what can I do if I see this happening?
Because my perspective has always been. I love to share stories about what I and others have been through. And then to say, what can we learn from it? And if someone had been there for me in that moment at work, what could they have done differently? And so one of the reasons we took a long time to do the podcast is I didn't have the energy to learn or understand how to actually create a podcast from the technical place, which I know, you know, really well.
So rich Cardona. Of rich Cardona media is our podcast producer and he gave us some wonderful advice before we even started. He's like, well, listen to other podcasts and find out what you like or don't like. And so we wanted that to be short they're under 25 minutes, season one has eight episodes. Um, episode seven just dropped this week and they're, they're short.
We tell stories and we leave five tips at the end, both for women of color and allies. And our hope is that. We can impact as many people as possible, both, as you said, as you wonderfully just acknowledged how you're on your journey as an ally, that we can help people understand and stories that normally aren't shared out in public.
Like we're really, as we say, spilling some tea on some things that people don't talk about openly,
Adam Conner: what's been the most excited. What's been the, I want to say exciting because in this case it's probably provoking for, for, for me or for the listener. So as sensitive as it may have been, what's been the what's been the most.
Yeah. I don't know what word to say, but what's been the most interesting thing for you to actually talk about that is that tea that felt refreshing to lay on the table, so to
Mita Mallick: speak. Okay. God, there's so many things, but I think one of the things that. Getting recognition for your work and making sure your work doesn't get stolen.
That's happened to me too often, my career. And there's a short story I share. I'll, I'll leave that for you all to listen to the episode, but that happens a lot. It happens a lot more than we think it does, and it it's happened. Certainly I can only speak from my experience as a woman of color, and I think it happens.
To a lot of women, as I've, as I've been, we've been hearing feedback on it. So, so what do you do? And as an ally, if you see that happening, do you let someone else take credit for my work or do you stand up and say, Hey, actually that was meet as idea and that's actually meet his entire deck that you just lifted and now you're presenting as your own.
So those are some of the conversation conversations we're having. Yeah,
Adam Conner: I, that, I mean, look, I don't have to be in that particular position at that particular time to get upset about it. Right. Right. Imagine you in the moment. I mean, and then, and then to think it's so broad that you may feel that there's nothing you can even do about it.
And I'll talk about that in just, just a second, because I do have a question about it. Um, since you're going to a leadership position and I'm frankly not, but you have launched this first season, you're in the midst of launching the first season. Again, two years, I'll put stuff everywhere, so you can click on it and you can look at all of it.
I have received just as many plaudits comments, feedback from allies or potential allies as you have from maybe the audience that you intended to initially target, right. It's called Brownsville. We'll talk for a reason. My guess is that you are looking to empower women, people of color, but you got a lot of commentary.
Can you talk a little bit about that? Like, were you expecting to get.
Mita Mallick: So when D and I started the podcast and started recording some of the episodes, I would naturally ask her, well, D what would we, what would you do if you were an ally? Like, what could an ally do in this moment? And so it just sort of started happening naturally because I don't, yes, the storytelling is important, but what we learned from it is even more important.
And I shared with you earlier. I was really touched that one of my. Um, man friends who used to be a colleague, we worked together listened to a bunch of the episodes. He actually said he missed a stop getting to work cause he was trying to binge. And then he sent me. I had, gosh, the kindness note, this has hit me to the core that said I had no idea that when we worked together, you were going through all of these things.
And I really wish I had been there for you more. And I wrote back immediately, like you were there for me in so many ways, you are an ally for me. I just wasn't ready to share a lot of the things I've been through. And so that meant a lot. And like you said, I'm a marketer. So I knew my primary audience would be brown and black women.
And I'll use brown women, inclusively women of color. Who wanted community in these stories and to understand what they could do to win at work. And then there's the secondary audience of white ally. Who are allies and, you know, aspiring allies, allies, and action allies and training, all reaching out to say, thank you so much because no one ever openly shares these stories and the way you all are sharing.
Like we, you know, someone said to me, I, an ally said to me, I feel like I have access to a seat at a table. I normally wouldn't when I'm listening to these stories.
Adam Conner: Yeah. It makes me wonder almost like in the future state, these lessons that are being. Are obviously listened to and taken for right now, but ultimately perhaps could lead to an, again, I'm not part of a big corporation right now, so I don't know, but programs and, and, and I don't know if it's like internal, like learning series or whatever about like how to be a good ally.
I assuming they exist, but is. Something that you're seeing. And is that something that, uh, there could be more?
Mita Mallick: I think so. I mean, listen, these stories are not easy to tell. They're painful to tell. Some might even say embarrassing that these things happened to me and I never did anything or didn't have the courage or the voice then.
And so sometimes I think when we talk about how to be good ally and allyship, the recommendations and the tips and things we give. Are great, but they're very vague and stories, move people. We know this, this is marketing 1 0 1 stories, move people's stories, stay with people, stories, inspire people to take action.
So the more stories we can share, you know, the friend who texted me, he's an ally anyway, but I know he's going to be thinking about it differently now at work with some of the things he's heard.
Adam Conner: Right. I got a couple more questions on broadly for you, but I'll, I'll stick with one personally, and then I'll go to how brands behave.
And then I'll talk about this grand, a word that I love to, I love to tie myself to. So the first thing is that not directly related to this concurrent much longer-lasting pandemic, which is racism and discrimination in the office, is this rising move. Of of anti work, which isn't really a, um, it's not really anti work.
It's more people just like fighting for what is right. Fighting for better treatment, things like that. Um, within that I have seen either comments or, or, or anecdotes or stories, which have led to this like weird offshoot message, which is when things like this happen, you need to tell your stories in ways.
And this is why I'm asking your perspective is. Which don't involve parts of an organization like HR, because they are there to protect a company and you're more likely to get shunned or phased out rather than helped. That's something that you're seeing on the ground.
Mita Mallick: Well, listen, I think broadly HR gets a bad rap, right?
There are in my career. I've met a lot of, not so great HR people and a lot of great HR people. And I think whether you call it human human resources or the people function. It is becoming more and more important. And at the core of any company, especially what we've seen, whether it's the pandemic of racism, COVID-19 the way we're working.
The people function is front and center. And so. The employees make up the company. So if we help create an inclusive culture that protects the employees, it'll help protect the company. I do want to actually build off your question about storytelling, because I think this is important. So D and I have decided that we want to share our stories.
We've chosen that what we also have to be careful about as allies is the cost of going to a primary source to constantly get access to a story. So, for instance, if we're talking about the rise of xenophobia, And hate crimes against the Asian community. As an ally, you have to have a trusted and safe relationship.
You also have to be careful not to go to let's say me, that one Asian person you might know and not know well and say, what do you think about that woman who was like walking to church, the Asian woman in New York. In broad daylight and was attacked brutally. That is like, that's really painful. And that's not something I might want to talk about.
And I also might not want to talk about my connection to what's happening right now because it's so painful for me. And so I always joke and say, you can Google what it means to be anti-racist you don't have to run up to people and ask them, right. You can do the work on your own. So. I think that as human beings, storytelling is one of the oldest forms of tradition of communicating, but just ask yourself at what expense you don't always have to go to a primary source.
And so, you know, just be careful about that. I don't, it's not the job of individuals from historically marginalized groups to constantly be sharing those stories is the other piece. Totally.
Adam Conner: I don't have to know the exact full, broad definition of the word ally, to understand that. Well, if you are going to be an ally, you will do things in partnership.
You will, you will tell a story is that you don't necessarily need to. I don't, I don't need to ping you every single time. Something else happens to get a qualified thought on it. I can be qualified in. Is that what you're trying
Mita Mallick: to say? Basically, I'm trying to say, but I also would say many organizations.
And organizations are flawed because they're made of human beings who flawed, but we have a national tragedy. We have another unarmed black man who is shot and killed. And then all of a sudden the CEO or the leadership team says let's get all the black and brown people into the room and ask them how they're feeling.
Let's ask the allies, how they're feeling, how are we going to show up for our black employees in that moment? And so that's where I think we have to be careful about putting pain on display. Right. And asking people permission, like, and ask people like, do you feel comfortable talking with us? Do you want to talk about this?
And if you don't like, actually, you know what, as an ally, maybe it's my job to help start this conversation. So that's what I think. You just have to ask people, um, don't assume ask people what they're comfortable.
Adam Conner: I think that is, it's a really poor way to put it. Don't put paint on display. Got it. Okay.
Yes. Let's pan let's. Let's get everybody in a room. Anybody who will show up and ask, what can we do? Not cherry pick or, you know, whatever. Um, So, I mean, and hopefully people are following your lead here, your teachings and doing it that way more broadly speaking. Yes. Consumers, people who are voting with their wallets every single day have started.
I, I think over the last year and yet shore COVID accelerated it, but hopefully this was just a trend that was happening already. And especially now with regard to this, as I said, concurrent pandemic. Consumers seem to be turning a corner where they are finally genuinely taking the principles of a corporation and putting it over a price point of a product and buying something.
I've heard it been called belief, driven buying. I've heard it been called a number of things. W where do you think we are in that evolution? And how do you believe it will continue to change the way that brands behave when tragedies like. I want to make sure of course that brands don't posture. I mean, that's like, that gets closer to what my focus is like, are you really, do you really care?
You're saying that to protect your bottom line, how will this belief driven buying in your opinion, continued to change the way that these brands behave and will it be.
Mita Mallick: I think it's here to stay. I'm sure. One of the many pieces of research you've seen is from Edelman trust barometer survey, the, the, the rise and belief driven buying is not gen Z gen Y it's across gen X, whatever it is across generations.
And so I think again, with the diversity tipping point of last year, the market has moved. And to your point, there's a lot of diversity washing out there. So checking the boxes when you actually lift up the hood, it's like, I recently published a piece in ad week, which I'll I'll share with you to share with our listeners.
But we talk about in it, I talk about the three pitfalls of brands. I'll give you one and you can read the rest, but diversity dressing. What does that mean? I am on Instagram, I'm scrolling and I see a beautiful image of a dark skin woman washing her face. And it's from a beauty brand I won't name. And then I go and research.
They've got no products that work for her. No foundations, no eyeshadows. So you're like, what? So that is diversity dressing. So this, this putting up this facade or image that you actually are supporting the cause, uh, without actually making sure all the details,
Adam Conner: there was a, there was a, I don't think it was called put up or shut up, but it was called.
Pull up or
Mita Mallick: shut up, pull up or shut up yet in the beauty.
Adam Conner: Cool. I knew, I knew I was because that happened, that wasn't just an illustrious example that happened in real life. Somebody went in and ended up calling out a bunch of
Mita Mallick: people and it was a big movement and it's still, still happening. Cause they're actually now, as they would say, checking receipts from a year ago to see, you know, not just as we would say it is about the workforce data, but it's also how do your brands and products show up in the marketplace to your point, you can say you stand for.
But when are you willing to stand up for them and how are you going to show up? Right.
Adam Conner: Right. I think that kind of, stuff's fascinating and, and yes, reflective of the broader progression of consumers towards genuine belief driven buying, and hopefully genuine brand positioning instead of just projection towards actually making progress in these issues.
As you said, um, on all of these fronts, diversity,
Mita Mallick: to your point, there's a big piece of allyship. I don't identify with the LGBTQ plus community. I identify as an ally. So when a brand stands up for that community, I'm more likely to buy from the brand. So it's very interesting. It's not just about how you identify in my case as a south Asian brown woman, wanting to support more founders from that community, but also I'm an ally.
I try to be I'm on a journey to be an ally. So I'm sh I'm very interested in brands who are showing up for other communities as well.
Adam Conner: I agree. I. For, for me, for somebody who was like spoken to these leaders on both sides of COVID, I do have this like natural born skepticism that I'm trying to slough.
Cause I still see it. Like, I will still see whatever an Instagram ad, a TV ad, you know, I go back to like, you know, years and years and years and years ago, probably five years ago where brands would spend like 5 million bucks to say, like we donated a hundred grand to this. Cause you know what I mean?
Like they're. I am working on it too. Not just to be an ally for groups that need it, but. To maybe, I guess like trust brands a little more than they are actually doing it. Right. And
Mita Mallick: they have to earn their trust. And I think the demographics have changed too quickly in this country. According to the most recent Nielsen study, it's $3.1 billion of spending power from the multicultural consumer.
And so that can't be ignored anymore. And so that, that spending power is growing. And so that's where I also see when you ask like the skepticism of where will it turn back? I think it's hard. When the market has shifted also in terms of the dollars.
Adam Conner: Yep. You can't argue with that. Um, nor will I argue with this next question from me, cause we talked about, uh, all of these different pieces that add up to the grand, this grand a word.
And so I have begun asking everybody and this next question. Hard to do, even for me. But if you had your own personal dictionary and you opened up to the, a section and you saw the word authenticity, what would the definition next to that word read?
Mita Mallick: Be unapologetically me. That's my journey. I am just going to show up as myself from now on not as somebody else, not as what other people expect me to be and no more hiding. No more hiding things that have happened or things that I haven't want to talk about. So that's, that's, that's what I'm not doing to do that every day.
Not always, but that's what I try. That's how I'm going to continue to show up. And that's when I want to role model for my children and all of our children,
Adam Conner: as you've said, if you can take one or two things and look at them, and we talked about that from a, nothing to lose attitude, point of view, but it can be on a journey to being unapologetically you and be around.
With a quick ask for advice for those who are trying to follow your lead in that way, and maybe follow your lead towards becoming a leader on these issues at corporation or otherwise, what advice would you give to them as to how to get started on that path to find maybe their personal, either their personal truth or their brand's truth with regard to these.
How do they pave their own Authentic Avenue was riding really trying to ask per the name of the show, but could you help me with that? As we close out
Mita Mallick: a few things, start by sharing a letter to your younger self, right? If you could write a letter to your younger self and sort of your story and what you've been through that only you can read.
No, you don't have to do, you don't have to share it with anyone yet. I think that's one, that's one way to do it. And I think the next step would be share something about yourself that you haven't shared with anyone else yet. Um, and I think you'll be surprised about the feedback you get. And I think the more we share there's power in that, because I think the things that at least I've been in through, through, in my career, when I share that story, I get my voice back and I heal myself a little bit, and I also help other heals and empower, heal, help others heal and empower myself and others to use their voice.
Adam Conner: Well, I, I have taken away a number of things from this that I'm going to try to, um, like I said, I'm an impulsive thing, persons. I don't want to put them all into action, but for example, writing a letter to my younger self, never heard of that before.
Mita Mallick: I'm stealing that. That was not me. I don't know who it was, but if you're listening, please give yourself credit.
That's. That was something that I saw starting has started to happen on LinkedIn people.
Adam Conner: Yeah, that's cool. So, yeah, it's actually not. Yeah. And viewers, listeners, you know, wherever you are, I, I hope that this conversation inspires you to do two things. The first is take it upon yourself to learn more about this world and how to be a better ally by listening to brown tables.
It's a good place to start. If you don't know where to go, you might as well learn from two people who are telling their story where other people maybe aren't. Um, and secondly, take those final pieces of advice to heart. What can you share that you haven't done before? What will you write to your younger self?
Those are important things that I'm at least going to think about today and until this goes up and then maybe far beyond that for doing that, inspiring that for me today. Thank you very much for joining us for joining us on the avenue. And, uh, and we'll talk again soon, but I appreciate it.
Mita Mallick: Thanks so much for having me.
mita mallick
brown table talk
head of impact
carta podcast
retaining authenticity
mita mallick podcast
linkedin creator accelerator
allyship
how to empower women of color


text:
Im Jahr 1906 wählte die National Academy of Sciences der Vereinigten Staaten 5 Personen zu ihren Mitgliedern.

Neugewählte Mitglieder
 Hendrik Lorentz (1853–1928)
 Wilhelm Ostwald (1853–1932)
 Benjamin Peirce (1854–1914)
 Josiah Royce (1855–1916)
 William Scott (1858–1947)

Weblinks
 1906 gewählte Mitglieder der National Academy of Sciences

Liste (Mitglied der National Academy of Sciences)

redpajama_set_name: RedPajamaWikipedia


We live in a borderless world - from marriage proposals to education all available at the touch of a button or a screen, the IT/ITeS industry has reshaped our entire reality. Become a part of this revolution & take charge of your career with the click of a button! - IT wizard and Co founder of NIIT, Rajendra Singh Pawartells you how!
Hunnar ki Baazi puts contestants in the hot seat as they combine the world of hardware and software in the first competition of it's kind on Hunnarbaaz and keep the adrenalin going as MoLE Skills Samachar brings you breaking news from the world of Skills!


ARSENALISM©: RETURN OF THE "THE"
So is this it then? is this the culmination of a decade of building, a decade of frustration and a decade of civil war of words? Is this the season when we return to the promised land? It's a novelty: a close season without our better players leaving to earn more money and possibly win something. It's a close season without of players who, having failed to deliver, sought employment elsewhere to gain honours. The bitterness aimed at Flamini by some must be in part because he is a reminder of those that went before, players that ignored their part in failing to succeed and just chose the hypnotic allure of cash and supposed easy success-Song, Clichy, Nasri, Hleb, RVP, Fabregas etc; the list is a long one and each summer there was an inevitability about departures.
Not so this year and perhaps that is due to winning back to back FA Cups and actually beating the so called 'big teams' or perhaps it's more subtle than that. This squad seem to have a unity that has been missing for a number of years, they seem, well they seem to be The Arsenal, they feel like The Arsenal if you know what I mean. This squad have a genuine superstar in their ranks, in the shape of Alexis Sanchez, but when is the last time you saw a superstar work so tirelessly for the team? This squad has exquisite ball players in Carzola and Ozil, yet they are certainly not luxury players. There are players vying for the same position and this is always a good thing. This squad has some youngsters who seem to just get on with it without the posturing of many a young gun. Could we do with a couple more players? well of course we could but I don't detect the 'buy,buy,buy' frenzy of previous summers. This squad now have those all important winners medals and that surely counts for something.
There is a solidity about this squad and let us not overlook the acquisition of Petr Cech. I have heard some say that he's not as good as he used to be and other disparaging remarks but the fact is that we needed a good Goalkeeper and we were not going to get the first choice keepers from Manchester United, Bayern Munich or Chelsea, so in my mind Cech is the best keeper that was available: a winner with vast Premier League experience, who is younger than Lehman at the time we bought him: I for one am happy with that.
So what of the 2015/16 Season? it starts with the curtain raiser of the Community Shield and to be honest we are damned if we win it and damned if we don't. Winning will be met with press headlines such as: "it was only a friendly, let's see them beat Chelsea in a proper game". Losing means that the media will bang on about; "they can't even beat His Highness Mourinho in a friendly" so it's going to be another chance for media opprobrium-nothing new there then.
A realistic title tilt and a proper go at the Champions League are now expected. Such is the price of being The Arsenal, and that's how I see us now. It's been a long time coming but I feel that we have not been The Arsenal for quite some time and we are now, and with being The Arsenal comes great responsibility.


Alright, so the name of the game is "Just Keep Naming". The game is simple, and it starts by a word being named, and all you have to do is come up with a Song that has that word in the title. The word is used until nobody can any longer think of a Song with that word in the title. Once this happens, the last person to post, has to think of a new word to use, to keep the game going. Ok, let's start. The first word is "You". Only of You, by Green Day.
Alright, new word. "Hey" Hey, Bulldog by the Beatles.
Hey Baby, By No Doubt.
Hey Tonight by Creedence Clearwater Revival.
You Don't Know What Love Is (You Just Do as You're Told) The White Stripes!
Rhythm of Love by Yes.
Feel Like Making Love by Bad Company!!
Love the way you Lie by Eminem featuring Rihanna.


The aim of psychoanalytic therapy is to try to bring repressed feelings into conscious awareness 'to make the unconscious, conscious' where the patient can deal with them. The patient can work through any buried feelings they have.
Involves the patient lying on the couch and talking about whatever comes to mind, regardless of whether it makes any sense, relates to an earlier point or is related to their problems.
The patient can say absolutely anything, regardless of whether it seems unimportant. The therapist does not react.
The patients collection of throughts provides the analyst with clues to help understand their unconscious conflicts.
Another related technique is known as word association - single words are presented to the patient who has to respond as quickly as possible the first word that comes into their mind. These words can include emotionally significant and common every day words.
The significance of the response is judges subjectively. Legnth of time before response is also analysed eg. long delay in response suggests resistance.
Freud believed dreams were 'the royal road to the unconscious' that influences so much of our lives.
Freud believed that during sleep, the ego defences are lowered, allowing repressed material to surface in a disguised, symbolic form. It's disguised in order to stop unacceptable thoughts from waking us up.
Anxieties and concerns are hidden (the latent content) in dreams, whereas the manifest content is what is immediately apparent in the dream - what we can recall.
The analyst guides the analysand in recalling and analysing their dreams, the goal being to reveal the latent content. Eg. dream of a collapsing bridge (manifest content) might symbolise anxiety about marriage (latent content).