text:
Q: Switch activity/fragment with bottom navigation I created an activity with a bottom navigation bar.
I googled a lot things about it but now I don't know how to handle this exactly.
Before, I just started another activity when the user clicks the bottom navigation but I think it's not good.
How can I switch between the tabs?
Do I have to work with fragments? And what about 'setContentView(int layoutResID)'? How can I do that? I'm confused...
private BottomNavigationView.OnNavigationItemSelectedListener mOnNavigationItemSelectedListener = new BottomNavigationView.OnNavigationItemSelectedListener() {

    @Override
    public boolean onNavigationItemSelected(@NonNull MenuItem item) {
        switch (item.getItemId()) {
            case R.id.navigation_home:
                return true;
            case R.id.navigation_dashboard:
                startActivity(dashboardActivity);
                return true;
            case R.id.navigation_notifications:
                startActivity(dashboardActivity);
                return true;
        }
        return false;
    }

};

Thank you very much for your help - I hope, you understood what I mean.

A: Please refer to :-
https://github.com/waleedsarwar86/BottomNavigationDemo
and complete explanation in
http://waleedsarwar.com/posts/2016-05-21-three-tabs-bottom-navigation/
You will get a running code with the explanation here.

A: Activity transition is always expensive and we should switch from one activity to another only when we are switching the context. A fragment is  a portion of UI in an activity. Same fragment can be used with multiple activities. Just like activity a fragment has its own lifecycle and  setContentView(int layoutResID) can be set to different layout in  OnCreate of fragment.
This link explains more on when to use activity or fragment.
Android developer guide on Fragments
Code path tutorial on bottom navigation views.

A: Bottom Navigation View is a navigation bar introduced in android library to make it easy to switch between views with a single tap. It can although be used for almost any purpose, but is most commonly used to switch between fragments with a single tap. Its use for opening activities is somewhat absurd, since it ignores its most important functionality of switching the views with a single tap. There are many good articles and blogs out there in this regard, one of which is:
https://medium.com/@hitherejoe/exploring-the-android-design-support-library-bottom-navigation-drawer-548de699e8e0
Hope this solves your doubt..

A: bottomNavigationView.setOnNavigationItemSelectedListener
                (new BottomNavigationView.OnNavigationItemSelectedListener() {
                    @Override
                    public boolean onNavigationItemSelected(@NonNull MenuItem item) {
                        Fragment selectedFragment = null;
                        switch (item.getItemId()) {
                            case R.id.action_item1:
                                selectedFragment = ItemOneFragment.newInstance();
                                FragmentTransaction transaction = getSupportFragmentManager().beginTransaction();
                                transaction.replace(R.id.frame_layout, selectedFragment);
                                transaction.commit();
                                // selectedFragment.getChildFragmentManager().beginTransaction();
                                break;

                            case R.id.action_item2:
                                selectedFragment = ItemTwoFragment.newInstance();
                                FragmentTransaction transactiona = getSupportFragmentManager().beginTransaction();
                                transactiona.replace(R.id.frame_layout, selectedFragment);
                                transactiona.commit();
                              //  selectedFragment = ItemThreeFragment.newInstance();
                                break;

                            case R.id.action_item3:
                            //  selectedFragment = ItemOneFragment.newInstance();
                                Intent intent=new Intent(MainView.this, YoutActivityLive.class);
                                intent.setFlags(Intent.FLAG_ACTIVITY_NEW_TASK);
                                startActivity(intent);
                               // selectedFragment = ItemTwoFragment.newInstance();
                                break;

                            case R.id.action_item5:
                                selectedFragment = ItemOneFragment.newInstance();
                                FragmentTransaction transactionb = getSupportFragmentManager().beginTransaction();
                                transactionb.replace(R.id.frame_layout, selectedFragment);
                                transactionb.commit();
                               // selectedFragment = ItemFiveFragment.newInstance();
                                break;
                        }

                        return true;
                    }
                });


text:
CliftonStrengths
How CliftonStrengths Works
The 34 Themes
The 4 Domains
Science of CliftonStrengths
History of CliftonStrengths
Teams & Managers
Articles, Videos & More
Improving Your Career With CliftonStrengths
Webcast Details
Gallup Called to Coach Webcast Series
Discover how to use your CliftonStrengths to improve your career -- whether you're searching for a job, experiencing changes in your role or have job stability.
Interested in learning more on this topic? Read more about how to improve teamwork in the workplace.
Austin Suellentrop, CliftonStrengths Portfolio Manager at Gallup, was our guest on a recent Called to Coach. Austin spoke to the timely issue of using your CliftonStrengths to advance your career, and how you can do this regardless of your current job situation. Whether you are unemployed and looking for a new job, are experiencing significant changes in your role, or are experiencing no major disruptions at work, your CliftonStrengths can enhance your excellence, energy and engagement at work and can boost your wellbeing.
Below is a full transcript of the conversation, including time stamps. Full audio and video are posted above.
What should I look for in a job/career?
Jim Collison 0:00
Hi, I'm Jim Collison, and live from our virtual studios around the world, this is Gallup's Called to Coach, recorded on April 20, 2020.
Called to Coach is a resource for those who want to help others discover and use their strengths. We have Gallup experts and independent strengths coaches share tactics, insights and strategies to help coaches maximize the talent of individuals, teams and organizations around the world. If you are listening live, we'd love to have you join us in our chat room. There's actually a link right above me there on the live page. It'll take you to YouTube page, there's a chat room there. Three little buttons on the upper right-hand corner, and you can pop that chat out. Make sure you're on live chat as well. That way you're getting all the most recent chat. Ask your questions during the program. If you have questions after the fact, and you're not listening live, you can send us an email: coaching@gallup.com. Don't forget, if you're on YouTube, subscribe to us. Right? Actually down this way, there's a subscription button and if you hit a "Like," that actually helps us get us discovered down there, but don't do it unless you really like it. Austin Suellentrop is our host today. Austin's the CliftonStrengths Portfolio Manager here at Gallup. And Austin, always great to have you on this Monday Edition of Called to Coach.
Austin Suellentrop 1:12
Yeah. Thanks for having me. I'm excited to be here. Appreciate it.
Well, it's great to have you here. We've got a really important topic as we think about how CliftonStrengths, you, how you can use that to improve your career. We get this question a lot. It's April of 2020, right? We're in the middle of a pretty serious pandemic that has global implications around it. And we actually built this before any of us, that we built this page, before any of this stuff happened. Well it's causing havoc. Disruption, I think is probably a good way to say it, right? Major disruptions around the world and actually industries being disrupted. The problems created by this disruption aren't new, right? When we think of unemployment, when we think of high disengagement, when we think about stress and burnout, when we think about applying our own unique strengths to our career, that's probably the No. 1 question we get all the time. Those problems have always been there. Now they're amplified today, because of what's going on. There'll be a day when this settles down and we return to whatever normal that is. But let's talk about this. Let's kind of work our way through this. Why don't you do a little intro and get us started?
Yeah, absolutely. Thanks, Jim. You know, I think you said it really well. What we're facing right now in terms of issues in the workplace -- a lot of these have been around and have been issues we've been dealing with for a long time and at Gallup, we've been studying them, right? That's what we, that's what we do. We've been studying and measuring them and gathering best practices around it and, and really thinking about how an understanding and a focus on one's strengths can help mitigate some of these issues, can help us make sense of some of them, and ultimately work our way through them. So I think, you know, I think about my career, and I think I'm like a lot of us, in that, you know, I haven't always worked this one job. I haven't always worked for Gallup. I haven't always loved what I've done for a living, right? I was one of those guys, in high school, I remember applying for college. And I applied for a, probably 2 dozen different schools coming out of high school, to the point where I got really sick and tired of the applications and just started, like, filling in and not really thinking about it.
And I remember one of the last applications I filled in. It didn't really ask me to declare a major, but it asked me areas of interest. And I was like, Oh, I like numbers. Math is easy for me. So I put math down. So I actually started my college career as a math major for one day. Because I was like, This is fun, I'll do it. And I lasted one class, right? They put they put 16 characters on the board. And the professor said, Today we're going to solve this equation. I actually laughed out loud in the middle of class and said, "Today I'm going to change my major!" Right? And I pivoted. And I pivoted right, right then and there to a different thing. And I got out of college, and I ended up with a degree in finance, because it's sort of like the application of math. And it was, math is easy for me, but I like talking to people. So that made a little more sense.
I go to my first job out of college. And -- honestly, I was excited to get in the workforce. I was working for a company that I'd interned with. And then really, very quickly, I realized that it wasn't what I thought it would be. That this, this vision in my mind, I built up of what this job was going to be, right? I was going to be an investment banker. I was going to manage people's money. I was gonna play golf with my clients every day, and I was going to retire at 40. Right? I had it figured out. And, you know, 6 months in, I'm like, I hate this. I hate this work. I hate what I'm doing because it was all of this aspect of the job that I didn't think I needed to care about, that I didn't think would be a part of it. I had romanticized in my mind what the job would be, and the reality was just far different. Add on top of that, I worked for a manager that didn't really help. I didn't have, I didn't have any relationship with my manager. In fact, his style was so difficult for me, he would routinely walk around to my cube at 5:00, put his back to my cube, and then at 5:01, turn around and hand me something to work on. Because in his mind, he measured commitment by how many hours you put into the office, right? And it just rubbed me the wrong way all the time.
And it came to a boiling point where I finally just quit. But the the quitting came after a couple years of dreading going to work every day. A couple of years of not enjoying myself during the day, finding ways to kill time when I was at the office. All the things we talk about as examples of lack of engagement in my work, I've lived, like many of us have. And so I think it's important to understand that I had the best of intentions going into my career. I thought I was in alignment with what I wanted to do, but it was a misunderstanding of what it really meant. And it was a lack of intentionality on my part to do some things that I could be responsible for, to ensure that that career I was in was going to be an experience that I enjoyed. I, I was sort of aiming my fate, my strengths in the wrong way sometimes. So I think that, that's an example, I think that a lot of us have lived or at least have seen others that we care about live. So, I'm excited to dig into this a little bit more because it's certainly been a part of, of what I've found in my, in my happiness, in my own engagement throughout life.
Yeah. Years ago, when the earth was still cooling, I took a, I took a career assessment to join the military. And the thing I scored last in is what I ended up taking a job in because I thought it'd be a great idea. I'd, I'd get better at it is what I told myself, right? I didn't have, I didn't have these tools available to me. So when we think about, like there's got to be a better way, I wish that I would have just had some coaching to, to come along and say, "Maybe you should take the top one, Jim, that you scored in." But when we think about using strengths to decide or help us decide on that career, how do we go about doing that? How do we decide what career is right for me?
Yeah. So, you know that's a great question, Jim. And we get asked that a lot. I think, first, we got to make sure we level set with strengths. It's not a hiring tool. So CliftonStrengths is, there's not a magic set of 5, right? "Oh, I have these Top 5, I must be great at this!" Or "I have these Top 5; I'll be successful in that role." It would be really easy if it was, but it's not. Right? So I think it begins with understanding that CliftonStrengths doesn't dictate your career path, but what, an understanding of our strengths will enable you to excel in whatever career you do choose. Right? So, so regardless of whatever path you take, an understanding and a, a refinement and a mastery of your strengths will help you succeed and excel, right? So, how do you figure it out? How do you figure out what path to go down? I like to start, when, when, when coaching people, or working with organizations around this, I have people reflect on the best day at work they ever had.
So even at 21, when I was graduating from college and thinking about my career, and where I wanted to go, reflecting back on what was the best day I'd had at work prior to that, and identifying what those things were that made that day so unique. And then thinking about How can I find a career that's going to enable me to do that? Have that kind of experience as often as possible? Right? That's the way we think, think about strengths. It's more about the strengths-based mindset than it is necessarily the tool of CliftonStrengths, right?
So, you know, as a manager in a bank, I grew up as a banker. When I first got introduced to Strengths, I thought, Oh, high Competition, high Woo, they would make great salespeople on my team. So I would try to put them in those situations. What I lost sight of sometimes was, well, they got competitive about the wrong things, or they got really wrapped up in having the conversation but didn't know how to apply the conversation to create an outcome. So the raw talent themes and the raw talents we have, in and of themselves, don't make us successful. Understanding what path you want to go down, setting ourselves up to be able to have the kinds of experiences we love -- that's what matters. And then we can, sort of learn how to, how to apply our strengths to create success in whatever career path we take. So, again, I think we've, we've got to remember that it's not as simple as "These 5 mean that career." It just doesn't work that way.
We have done a bunch of work around kind of figuring out what the new job space looks like, and what individuals are looking for in a job or a career. Austin, what was the, what did we discover in that process about it?
Yeah. So as, as, as you've mentioned, we've been studying what sort of, what people are looking for, and it's shifting. It's been shifting for a while, in terms of people's expectations from work. That -- I think about, you know, maybe a generation prior to me, my dad's generation, there was really a focus on, Hey, I'll do whatever it takes to get that paycheck. Right? And, you know, That's sort of what I need, whatever it takes to put the roof over my head, and the white picket fence, the station wagon, the 2.3 kids and the 1.4 dogs, right? Like, that was sort of the, the dream. And what we're seeing is that there's now a heightened focus on the purpose of the work I'm doing. So whereas in the past, I would say, "I'll do whatever it takes." Now, maybe, I've got to have meaning and impact in the work I'm doing. So I think that that's one of the shifts we've seen.
Austin Suellentrop 10:48
There's also been a big shift -- and we talk about in a lot at Gallup -- about moving away from looking for a boss to tell you what to do, how to do it, when to do it -- and looking for a coach. Right? Our coaching community understands the, the value of coaching, but in the workplace, in particular, from a career, from a job, people are looking for that opportunity to have that, that coach relationship. And so I think, along those lines, moving into more of a focus on where do my strengths fit into the purpose of this job? How am I getting coached by somebody to help me play up my strengths? So I think it's important when you, when you're looking for something out of a career, figure out what's most important to you. Where do you fall in that spectrum? Where do you fall in terms of what your priorities are? And how do you find a career that's going to enable you to fulfill the part of your life that matters the most to you?
And as we go through seasons, one of the things I have loved so much about the last 6 weeks of my life, is that I've had more family dinners in the last 6 weeks than I had probably in the 6 months before that. My children, my family are very important to me. I have a job where I'm able to work from home, to spend time with them. In the season of life I'm in right now, that is a high priority. I would not work anywhere or do a job that would force me to miss that. It comes from a clarity of understanding my priorities that I'm able to say that. So when we think of, anybody thinks about picking a job or a career, it's having that kind of clarity around what your priorities are that really is important. Our friend Curt [Liesveld], I think he taught to me the, the, the most powerful way, which is figuring out how do you bring your soul to whatever role you're playing? So connecting with whatever this job is, whatever this career may be, how can you bring your soul and connect it that kind of a level with it? And that comes from prioritization and being able to ensure whatever you're committing to doing is in line with your personal prioritization.
Jim Collison 12:54
I think we find sometimes that, to get fulfillment in a career, we think we might have to change jobs -- in order to do it. But we could find fulfillment, or we could retool maybe in the current role that we're in. So for folks, you know, especially as we're thinking about a situation right now, where jobs are, may not be, plentiful to change into, that won't always be that way, but how do we find fulfillment in our current role?
Yeah, that's a great question, Jim. And, you know, I think fulfillment is inherently personal. That all of us will take away a sense of fulfillment from different aspects of work. Right? And so I think understanding where your development lies in that fulfillment spectrum, if you will, like, what, what are you trying to get better at? What are you trying to improve and develop yourself around? And if you're looking for more fulfillment from work, how do you move yourself and your needs a little bit higher in the priority of how you spend your time during your day? And one of the most powerful ways to do that is to engage with your manager in more frequent and focused conversations. Right? I'm consistently amazed by how many people I speak with, whether I'm coaching or I'm teaching or just in general conversation with friends and family, that are missing something from work, and they've never shared it with their manager. Whether it be fear, whether it be sort of a sense of pride that keeps him from doing it.
I think the most important thing we've found in our research, and in our best practice sort of analysis over the years, is to find more fulfillment -- it's not something you can do just by yourself. There's an element of it, you can, you can absolutely control. But it works best when it's done in partnership with your manager, who can help shape the direction your career takes. Right? And can help shape the kind of work you're able to do. I think development is one of those things where, again, we'll be, as we studied, the shifting sort of expectations of the workplace, development used to have a very linear path to it. Right? It was sort of very, like the next step up, the next rung in the ladder, if you will, was how people thought of development. But it doesn't always work that way. In a world with more matrixed teams, and more collaboration now, development can take -- can be lateral, it can be very much in-role development, as you said. So figuring out and identifying where that ranks for you, in prioritization, how do you make this something you talk about more frequently, and being, being comfortable with the fact that it may not look like you initially thought it looked like? But how can you develop yourself to give yourself a little more joy in your week? 10% more. Right? How can you find a way to get incrementally better? That, that, that kind of proc -- that sort of progress, at a "small step" progress, is what can lead to more fulfillment over time.
When we began to put this material together, we had no idea that just in the United States alone, there'd be 26 million people unemployed, and there's gonna be a lot of folks in a lot of new job interviews. We do find sometimes in those interviews, employers are asking about, what are your strengths? What are your weaknesses? Well, how do we answer that? Like, what's the, what would be our advice on it, whether it's in that form or in another form? How would we, what, what kind of advice would we give on that, Austin?
Yeah, I think it's, I think that's a, again, something we hear a lot of, and sort of, I'll give one sort of comical answer, if you will. Throwing your Top 5 on a resume can be great -- if you happen to strike a home run and, and be talking with a recruiter or a manager who knows strengths and knows the value of it. Right? And understands CliftonStrengths. But when you answer the question, you know, What are my strengths? We've got to go beyond themes. Right? And I think being able to understand how your talent themes show up for you every day -- what I love about CliftonStrengths is it enables you a vocabulary, and a depth of understanding what it is you do really well. So, what we see in interviews, what people are really looking for, when they ask about your strengths and weaknesses, what, what are hiring managers really looking for? They're looking for self-awareness. They're looking for humility. And they're looking for authenticity. Right? So I think those 3 things are really important.
So rather than giving -- generic, sort of cliched answers like, "Oh, I'm a perfectionist," or "I work too hard," as sort of weaknesses, right? No. Like, let's, let's get into reality. Let's own what we're great at. Like, if I'm a "people person," and that's how your sort of instinctive reaction is, what would it sound like? How, how would you distinguish yourself if your response was, "You know, I gain energy when I'm interacting with others." I could speak to more detail of what a "people person" really means. Or, you know, one of my things I always saw on resumes when I was hiring people was, "I'm a team-first thinker." Like, I think about my team first. What if you reworded that into something like, "I love the challenge of collaborating with other people." Or you know, probably the one I saw on every resume I ever reviewed when I was hiring somebody was, "I'm detail-oriented." Right? Nobody wants to admit they're not detail-oriented. Right? But, what if it was, "I care about the smallest detail, even in the most complex situations." When you get to this kind of level of specificity, it really sort of paints a picture on what your strengths look like in action. But I think that's Step 1.
Step 2 is then being able to own when you're not going to be at your best. Right? And I think being able to own your weaknesses, you know, being able to say, I'm not the person you want to build the plan for something; I'm not the guy you want taking notes during the meeting. What that does more than anything, is I believe, it empowers you to know whether you're actually a fit for this role or not. If you're authentic in your answering, your articulation of what a weakness may be, and the hiring manager looks and says, You know what, that's a big part of this job. Would you really have enjoyed working in that role to begin with? Would that have really been something that would have set you up for engagement and fulfillment? Right? So I think it's a great way when you own, and you can be authentic and candid about what you're great at, as well as what you're not great at, it's a great sort of screening tool to ensure you're setting yourself up for success.
At Gallup, we actually have some numbers, some data kind of behind that. What, what kind of benefits are there for a career that aligns with your strengths?
Yeah, you know, probably the most common statistic we share on this is we, we measure across a lot of organizations, a lot of clients, and as part of our little, larger sort of global polling as well. This idea of, Do you get the chance to do what you do best every day? Right? Do you get the chance to do what you do best every day? And when people are confidently answering "Yes" to that -- they're saying, "Yes, absolutely!" -- they're 6 times more likely to be engaged in the work they're doing. And that's regardless of industry. That's regardless of level in the organization, of tenure. Six times more likely to be engaged.
And when we talk about "engaged," we're talking about that, that commitment, that psychological commitment to the work -- to give that extra effort, to go over and above. But the one that strikes me the most, the data point that strikes me the most, is they're 3 times more likely to report having an excellent quality of life. I mean, listen, as coaches, if we're not caring about the quality of life our people are living, what are we thinking about here? Right? This is, that's a huge, high bar to cross. So, if I find a tool, I find an approach, a mindset, that can help get me 6 times more likely to be engaged, and 3 times more likely to have an excellent quality of life, that's something I'm gonna, I'm gonna pay attention to. Right?
And so I think the, the beyond that, there are there are more sort of qualitative benefits, if you will, right? So beyond just sort of the empirical data we know, right? It's, it's things like having more energy. Which makes sense, right? If I'm able to do what I love, I'm gonna get more excited about it. I'm gonna, I'm gonna bring more energy to that work, I'll be more amped up, if you will, right? I'm gonna have more confidence. I'm much more confident if you ask me to do something that I'm good at than if you asked me to do something I struggle with. Right? So like, Jim asks me to come on and talk to somebody, I'm gonna, "Hey, let's talk." Jim asks me to build out a project plan for the next 6 months on something, I'm gonna find a way not to do it. Right? And then, as a result of these things, as having more energy and being more confident, I'm gonna have less stress in my day, because I'm "in the zone," if you will. Right? Doesn't avoid, doesn't eliminate all stress. I still have plenty of stress in my life. But I've got less stress than I used to, because I'm able to play to my strengths.
Oftentimes in someone's career, the moment this career-changing decision is made during a moment of stress or burnout, right? And so when we think about this, maybe we're not coming at it from a totally positive perspective. How do we recover? What are some tips, because this could be also used to recover or to come out of a situation with burnout.
Yeah, so burnout's powerful. I think -- I think it's important for everybody that's hearing this message to understand -- most of us have experienced some burnout at some point. Our data would show that 8 in 10 employees have experienced burnout, at least sometimes, in their, in their role. So it's part of, it's part of the work, the working life. It's part of being human. That, that's going to be something we, we experience. So I think, it begins with understanding what burnout really is. Right? So, the World Health Organization, WHO, has a definition of burnout, that, that it's a syndrome conceptualized as resulting from chronic workplace stress that has not been successfully managed. So I think it's powerful to break this down to think about. Workplace stress is there. Chronic workplace stress is an ongoing, never-ending, repetitive, sense of stress from work. But the issue is not the stress. Burnout comes when we aren't able to successfully manage it. So understanding our strengths, and understanding how we're going to thrive in a role, helps give us a framework for how we can manage those chronic stressors of a role. Right?
So, in the environment we're in right now, when everybody's routine is disrupted, and all of our norms are sort of thrown, thrown into a hat and jumbled up, how do you find a way to make sense of it, and play to your strengths on a daily basis, to feed yourself with what you need to get through the day? I think about all, all of my friends, who are similar to me, and they get energy from being around other people. How do you create an opportunity for yourself, in your role, every day, to connect with somebody -- to be around people? Maybe it's virtual, instead of, instead of in the same room, but it's on us to find ways to manage it. Right?
And so what happens when we're able to do this, is we're able to identify, How much effort is it taking me, to manage this chronic stress? And if that becomes something, right, if the effort to manage the chronic stress is becoming something you're having to battle over, and over, and over again. Right? It's, again, it's best managed when it's not done alone. So how are you having those ongoing, frequent focused conversations with your manager, to be able to be authentic about what you're dealing with? Right? And I think, you know, to boil it down to it to a simple idea -- we cited some data earlier. If asking somebody to do something every day that they're great at can help lead to higher engagement, can help lead to higher quality of life -- asking somebody to do something they're not great at every single day can have the, the sort of opposite effect. Right? So, I think understanding how we can apply our strengths day in, day out, helps us to mitigate some of the issues of burnout, for sure. It doesn't eliminate burnout.
But I think -- I think what I want everybody to hear from us, is that honest communication with our managers helps get a platform, to talk about how you can deal with this. But burnout is not something you just get used to. Burnout's not something you just, you know, accept as the reality. If you feel yourself sort of experiencing these things, begin by, by looking at what, what can you do to to adjust to it? How can you change and play to your strengths to try to, to manage that stress a little differently? How can you talk to your manager to be honest about it, and realize it shouldn't be something that lasts forever? Right? I just, I think that's important for all of us to understand. That it's something that a lot of us deal with, but it doesn't need to be the new normal.
Austin, as we think about these 34 themes, divided into these 4 Domains, that we talk about all the time, what kind of advice would we have, when we think about our own career counseling? Maybe we're in that spot where we're engaged, or disengaged, or we're somewhere in between, right? How would we, how can we use these themes, these domains, in our own, kind of career coaching?
Yeah. Again, I think it goes back to starting off with understanding that it's, this tool, the CliftonStrengths Assessment, and the domains, they don't give us a prescription for, this kind of profession will will light you up, and this one won't, or this kind of profession is going to be a perfect fit, and this one won't be. What I think it it helps -- what I love about the domains, in this area -- is thinking about the kinds of activities I get to do, in each of those domains. Right? So from an Executing perspective, if I, if I've got a lot of Executing themes, how can I find a role? How can I find aspects of my role that allow me to be accomplishing things every day? Getting stuff done. Checking it off, off the list. Showing that kind of progress.
If I've got, if I'm heavy in the Relationship Building Domain, how do I, in my role, get the chance to work in small groups? How do I get the chance to take care of people around me? Be, be a linchpin in some key relationships. Right? If I've got a lot of Influencing, how do I get the chance to meet new people? How do I get the chance to champion ideas and sort of be on the forefront, leading initiatives? If you've got a lot of those Strategic Thinking themes, how am I giving myself the time to think and process? How am I chewing on those big, complicated, long-term things, that we can really benefit from in my role? So I think it's about understanding that the domains can help paint a picture for the kinds of activities, the kinds of responsibilities, that may give us energy. And then, how do I find a way to ensure I'm able to do a little bit of that at least every day?
We are going to have a whole bunch of people who are either going back to work, doing the same job, they're going to have new roles, or they'll have the same ones, that they, that they started this with. As we think about improving your career, how do we kind of summarize this? How do we bring it all in and say, OK, we know all this, what can we do now, to really launch us on a path of success?
Yeah. So I think it's gonna come as no surprise, I think it begins with you taking the time to force a conversation with your manager. "Hey, here's what I'm looking for. Here's what I love about my role. These are, these are the lists of things in my role that just really excite me, that I love. I want to find a way to do more of this." Right? And then, "Here are the things in my role that I understand are part of my job, but I don't necessarily love doing them. They don't bring me a lot of energy. It takes a lot of effort. How can we work together to find a way to do a little bit less of this, or maybe approach them differently?" I think oftentimes in this conversation, around how I can start changing my career, and improving things today, people put it all on their shoulders to go rogue, and start doing things independent. It works best when you are honest, candid, transparent, and partner with your coach, your manager, to figure out what it could look like. Right?
There are going to be some parts of your job, every day, for many of us, that they don't light you up. They don't get you excited. Right? But being able to talk about that, and embrace it, and own it, right, can help you get through them quicker, can help you worry about them less. They were taught to me, this idea was taught to me early on in my career, this idea of cheers vs. chores. Right? Every job has got some cheers, those things that get you excited, you just, you'll do them all day long. And every job's got some chores, some things that you have to do to enable you to do these other things. So beginning by understanding your list of responsibilities and activities. How many are cheers? How many are chores? How do you maximize those cheers? How do you find a way to amplify them, do more of them, do them more frequently? And then minimize the chores. Get through them quicker. Partner with people, find other ways to approach them. That, to me, are simple, tangible steps we can take, right out the gates.
Austin, I think the end to my story, as we think about how that started by taking an assessment, picking the thing I didn't like -- that I wasn't good at, and then forcing myself into that role for 6 years of really, very miserable -- it taught me a lot about myself, but not something that was very, very engaging, and over the next 20 years, really looking to find that right place. Right? You mentioned, I have a lot of Influencing themes, as we talked about that, and it gave me the opportunity -- even in my role, my 13-year role here at Gallup, has been an evolving process of getting into that, you know, into that space where I can continue to do more. As we started the webcast this morning, you'd mentioned to me, How are you doing? It's been a rough Monday for me. And yet, I said we would get on the webcast, and I'd light up, right? It would be, it's a, it's an opportunity to do what I love to do. It's an opportunity to do what I do best. My story today puts me smack dab in the middle of those themes, doing what I really, really love to do. How does your story end?
Yeah, so I left that organization, I talked about it early on. I left that company very abruptly. Because I was I was rubbed the wrong way. And I just, I just didn't, I felt disconnected. I felt that discord. My, my life changed. My career changed when I found a manager that took a chance on me, saw things I was really good at, and gave me the opportunity to stretch, and to challenge myself. And working in an organization and in a place where she empowered me, and she gave me the most powerful feedback I could ever, ever ask for. Because it was the first time I was hearing things that were affirming and constructive. Right? So I had the chance to work for a manager who believed in strengths. Who believed in developing people.
But the thing I love most about where my career took me is I, I now, after 10 years-plus of working with strengths, I now walk into almost every situation, and I can tell myself, I'm going to trust my intuition. I'm going to trust my instinctive reaction on how to handle this. I'm gonna be Austin. I'm gonna be myself in this situation. Because I know that's what my team needs from me. I know that's what I've been hired to do. And I know that's what my partners expect of me. I'm not having to play a role. I'm not having to put on a face, in my job, I can be authentically me.
And the comfort that brings in my day-to-day life -- and the example I'm able to set for my children, and for my wife, and my family of, this is what it looks like to live a life based in strengths. I'm very transparent. My, the people I work with, know the things I'm great at, they know the things I'm not great at. And so, it's not that I don't have to do expense reports. I still have to do expense reports, right? It's the fact that I just do them and I get them over with, and I move on with my life. I don't dwell on them. Right? There was a time of my life where I dwelled on them. I put them off. But I'm not expected to do expense reports for the team. I'm not asked to organize, you know, massive spreadsheets for the team. It's part of my responsibility to myself. But the things I'm responsible for to my team are things I love to do, things I'm great at. And that comes from the summation of all my experiences, and the managers I've worked for, who haven't enabled me and empowered me to be me. And it's really a powerful thing.
I think Austin, with that, we'll remind everyone to take full advantages of all the resources, we do have available the Gallup Strengths Center, except we don't call it that anymore, it's called Gallup Access. You know, when you've been doing that for 5 years, it just kind of rolls off -- gallup.com/cliftonstrengths. Out there, we post full transcripts to these programs, as well. So if you want to get them, that way, you can do it. Don't forget, we also have a CliftonStrengths Community Newsletter comes out. It's called CliftonStrengths Insight. And we'd love to have you sign up for that. Bottom of the page, on, out at, out at gallup.com/cliftonstrengths, you'll see a place you can sign up and subscribe for that, as well. Don't forget, if you have questions after the fact, we're going to spend some time after this in the postshow, one of the advantages to joining us live, answering some questions, but if you have some questions that didn't get answered, send us an email: coaching@gallup.com. I mentioned listening live. You can join us there, if you follow us on Eventbrite: gallup.eventbrite.com. Don't forget, you can also join us now, for the brand-new Gallup at Work Virtual Summit. Just announced, we're about 45 days, or so, 43 days away from that. And it's going to be completely virtual. $195 for everybody, and we'd love to have you come and join us, and be a part of it. Get more details, June 2, you can get more details: gallupatwork.com. Join us in our Facebook Group: facebook.com/groups/calledtocoach. You can also join us live in our LinkedIn, our LinkedIn page: "CliftonStrengths Trained Coaches." If you just search for that, you'll find us as well. Want to thank you for joining us. If you're listening live, stay around for some postshow. Austin, we have some good questions. We'll get to those in the postshow. With that, we'll say, Goodbye, everybody.
Austin Suellentrop's Top 5 CliftonStrengths are Communication, Activator, Futuristic, Belief and Positivity.
Learn more about using CliftonStrengths to help yourself and others succeed:
Watch more CliftonStrengths webcasts like this episode.
Sign up to get CliftonStrengths content sent directly to your inbox.
Shop at store.gallup.com for CliftonStrengths access codes and other essential strengths-based development products.
Called to Coach Webcast Careers CliftonStrengths CliftonStrengths Coaching
Gallup https://www.gallup.com/cliftonstrengths/en/311012/improving-your-career-with-cliftonstrengths.aspx

redpajama_set_name: RedPajamaCommonCrawl


After an initial unsuccessful crowdfunding campaign the team behind the 'I'm Back' digital back for old film SLRs returned to Kickstarter in March 2018 with a refined product. In the second attempt the funding goal was reached and now the the digital back has entered production in Hong Kong.
The 'I'm Back' is available for a range of old film-SLRs, such as Nikon's F-Series, the Olympus OM10 or the Canon AE-1, and works by capturing the image projected onto a focus screen using a 1/2.33″-type 16MP Panasonic image sensor. The back is connected to the camera by detaching the rear plate from the latter, adjusting the aperture for the digital module, connecting the Flash Sync cable and setting exposure mode to Bulb.
With the first units being sent out to Kickstarter backers, the back should be available to retail customers in the coming months. No retail pricing has been announced yet but initial backers were able to secure a device starting at €175 (approximately $205), so expect a slightly higher price in the shops.
Previous post: Art Digital Picture Fs !!


Our Circle Logo Embroidered Trucker Hat is the right move whether you're cruisin' the boulevard or the red dirt road. This classic mid profile trucker hat sports a cotton sweatband and a pre-curved visor and is available in 4 color combinations. Buy one for all the cool cats in your life and all proceeds support our mission of making sure no kid sleeps on the floor in our town!


1. Sign-up or Log into your Lambda Test account.
2. Select Settings from the left side menu, and go to Integrations → Install Paymo.
3. At this point, you'll be asked to add your Paymo API token. For this, log into your Paymo account → click on your profile (bottom left corner) → Your Settings.
Scroll to the bottom until you arrive at App Passwords (API Keys) → click on Generate to create an API Key.
Next, copy-paste it into the Paymo API Key field in LambdaTest to configure the integration.
Once done, you'll get a checkmark around the Paymo tab.
4. You're now ready to use LambdaTest. Select Real Time Test from the left side menu.
5. Enter a website, then choose your desired web browser and screen resolution.
6. Once loaded, take a screenshot from the camera icon and annotate any necessary changes.
Then hit the Mark as bug button. A pop up will open up that will ask you the project, task list, assigned user, task priority, task name and description you wish to match this bug within Paymo.
7. Once created, the bug will show up under the desired project, together with the screenshot and details about the testing environment (operating system, browser version, screen resolution).


text:
Kayak, paddleboard business steers into West Elmira
Kelly Gampel
stargazette.com
No kayak? No problem.
West Watersports recently launched in West Elmira as a resource for paddlers of all skill levels to rent kayaks and paddleboards. The business also offers transportation services for those who may have watercraft but no way to get them into the water or to get back to their vehicles after a trip.
"That's something we wanted to provide: to be able to get out (on the water) and enjoy it, and not really worry about the expense," West Watersports co-owner Christina Heffron-Nicholson said. "My family had a business on Keuka Lake for many years doing kayak rentals, and they were a full-delivery business. So, I obviously have a lot of experience helping with that, and it's always something I wanted to get into."
Christina and Shannon Heffron-Nicholson opened the business out of their West Water Street home in February after discussions of becoming entrepreneurs and realizing hardly any businesses were taking advantage of the Chemung River.
Related:Chemung River regains respect
"There's not a lot to do," Shannon Heffron-Nicholson noted. "The river is a few blocks from our house, and it's beautiful and easy to get to, and we want people who don't have boats to experience a paddle on the river."
West Watersports' services can be used on Chemung River, and Keuka, Waneta, Lamoka and Seneca lakes, as well as some local ponds. Hourly rentals start at $35 per person for two hours, $40 for four hours and $45 for eight hours, which includes life jackets and other equipment. Packages are also available.
The Heffron-Nicholsons have already created ties to local organizations, such as the Friends of the Chemung River Watershed.
"Chemung River Friends is happy to support this business that will make it easier, safer and more fun for people to discover the adventures and beauty of paddling our rivers and lakes," said Chemung River Friends Executive Director Jim Pfiffer. "The majority of area residents do not own kayaks or canoes, and are unlikely to try paddling. Rental businesses provide the equipment to get these people on the water so they can experience the joys of paddling."
Nine kayaks and two paddleboards are in West Watersports' fleet.
While the business has a Facebook page, the best way to contact it is by emailing westwatersports@yahoo.com or calling/texting 585-490-4480.
Follow@theSGphotos on Twitter or on Instagram@kelly.gampel


text:
Q: How to better structure Jasmine unit tests such that they don't end up in a huge file? I want to make sure my unit tests are readable and maintainable, rather than dump all tests for my component (or class) in one file as it seems to be the "best practice" right now. I think this practice is detrimental for anything but trivial code or components and it can become a negative force in all JS / TS codebases I've seen.
Not being a frontend developer myself I'm struggling to find or see a better alternative, but so far the only option that fixes "fat test file" problem is creating a specs folder for each component / service and:

*

*create one test file per method

or

*

*create one test file per describe "context"

When common state or setup is needed, I can create a "helper" service or some other common functionality that can be called from the tests that need it.
Is this something considered an acceptable approach or is this question still not really established in terms of best practices?

A: Take the issue in the other way : why are your tests so heavy ?
As per the style guide, you should consider limiting your files to 400 lines of codes.
Removing the boilerplate, imports and spaces, that equates to roughly 300 lines of code. Are your ng features being limited to that ?
As stated in the link, you should rely on the rule of one, which basically states that your features should have a single responsibility. Do your features follow that rule ?
Besides that, assuming you're following those rules and still have massive testing files, there are several solutions to reduce the amount of code required to test :

*

*For the mocks, you can create a separate file in the same folder of your ng feature

*You can split your tests in several files, each one being dedicated to a specific task (***.ui.spec.ts, ***.http.spec.ts ...)

*You can also factorize your testing code in classes/constants, to make it reusable

And finally,

but so far the only option that fixes "fat test file" problem is creating a specs folder for each component / service

Is wrong. As per the style guide,

To work efficiently you must be able to find files quickly, especially when you do not know (or do not remember) the file names. Keeping related files near each other in an intuitive location saves time. A descriptive folder structure makes a world of difference to you and the people who come after you

Si you should keep the test files next to their feature.

redpajama_set_name: RedPajamaStackExchange


text:
LanguageLang : Spanish
Explaining Declines in Clientelism through a Virtual-World Experimental Design
C1 Background and Explanation of Rationale
"How is Brazil at the turn of the 21st century like Great Britain in the 19th? What does the Roman Republic have in common with the U.S. at the turn of the 20th? In all of these places, clientelism—the exchange of money, goods, or in-kind benefits for votes between politicians and individual voters —was an important and prominent way of winning votes. Just like Americans and Britons, however, Brazilians do not vote the way they used to. Why do people who used to vote clientelistically stop voting on that basis? There is a tremendous amount of temporal and cross-sectional variation in the prevalence of clientelist voting and it largely reminds unexplained. The decline of clientelist voting is one of the more puzzling and persistent phenomena in the fields of democratization, political modernization, and political development, and it is my research question. I plan to use the Fulbright-Hays to gather qualitative data before, during, and after the 2016 mayoral and city council elections in Brazil so as to help answer this question in my dissertation. I am building a framework for analyzing and explaining the importance of clientelism as a determinant of vote choice. My primary unit of analysis is the individual voter and I use a multi-method approach with qualitative, cross-national survey, and experimental data. My argument is that increases in economic security lead to declines in clientelist voting, but only in the presence of certain systemic and individual-level factors that allow voters to easily identify non-clientelist candidates and distinguish them from one another. Most political science research on vote choice tends to be U.S.-centric and avoid even talking about clientelist voting, whereas the majority of clientelism research tends to overlook that it can coexist with other forms of voting. I take a synthetic approach, operating under the belief that clientelism needs to be treated like—and measured alongside—other common determinants of vote choice, such as policy, retrospective judgment, and candidate personality. Clientelist voting's importance varies by country, voter, and election; it is one explanatory variable among many. My dissertation will provide an integrated framework within which I can estimate the importance of various determinants of vote choice at once. I will use this framework to explain why clientelist voting decreases when it does. To answer this question, I will conduct a within-video-game experiment in which I embed virtual elections featuring clientelist and non-clientelist candidates within an immersive virtual world and manipulate in-game variables such as income to determine whether players experimental treatments of income—impossible to do in the real world and impractical in a laboratory environment—alone affect clientelist voting. I will also manipulate contextual variables such as numbers of candidates. I argue that increases in economic security are the main force behind declines in clientelist voting, not the sole determinant. Increases in economic security are not alone sufficient to cause declines in clientelist voting; they are only a necessary condition. Without sufficient economic security, voters care primarily about basic goods. For those without money, food, or access to the state, providing them can win their votes. Other concerns, such as policy or candidate personality, tend to become ancillary when confronted with needs that are so immediate. Politicians see this opportunity, and if they can offer these things in exchange for votes, they do. When these basic needs are met, however, voters begin to want other things, such as self-expression, political participation, and the ability to influence policy. Yet while I agree with extant research that a meaningful decrease in poverty is a necessary condition for a decline in clientelist voting, I deviate from it by claiming that decreases in poverty alone do not constitute a sufficient condition. This is because a decline in clientelist voting requires the presence of another factor: a viable alternative to clientelist politicians. Even if not particularly satisfied with a status quo of clientelist candidates, it is difficult for a voter to desire a non-clientelist candidate if such an option is not realistic. The demand side of the voting equation, in other words, is inextricably linked with the question of supply. Supply, in turn, depends upon a variety of factors at both the individual and the macro level. An individual voter must also the political knowledge and interest necessary to identify alternative candidates and distinguish them from one another. Some voters will have neither the willingness nor the capacity to carry out these functions even in elections with two candidates, whereas some (if not many) will be able to do so in races with thousands. The macro level also matters because it helps determine how many candidates participate in each race. If one cannot compare the ideological positions, proposals, and personal characteristics of each candidate with one another, she will not deviate from a status quo of clientelist voting. This is a tougher test than it might appear. Electoral systems, for instance, matter because voters only have the willingness and ability to absorb a certain amount of information about political candidates. There is a tangible difference between a voter's ability to understand the policy differences between two candidates and her ability to do so for a thousand."
C2 What are the hypotheses to be tested?
"H1: As an individual's income increases, her likelihood of voting clientelistically decreases. H2: As the number of candidates for an office decreases, the likelihood of an individual voter voting clientelistically decreases. H3: As an individual's income increases and the number of candidates for an office decreases, her likelihood of voting clientelistically decreases (interactive effect)"
C3 How will these hypotheses be tested? *
"These hypotheses will be tested with data collected from my interactive game environment, in which I will hold elections between non-clientelist and clientelist candidates in which the user must vote. After having held one election within my game environment, I will randomly assign a treatment (with an explanation within my storyline) to a certain population of players in which they receive a sizable boost of in-game currency. I will then hold another election and measure how many less players voted for a clientelist candidate. I will also randomly assign a second treatment at the beginning of the game in regards to the number of candidates the user must choose from in the election. One group will have 2 candidates for the post, one will have 4, and another will have 8. As a result, I expect that the income treatment will only have a statistically significant effect on vote decision in the games with 2 and 4 candidates, and not in the games with 8 candidates. I will use t-tests to measure the significance of my effects, as well as logistic regressions with various control variables (to measure robustness)."
C4 Country
C5 Scale (# of Units)
not provided by authors
C6 Was a power analysis conducted prior to data collection?
Data collection has not yet commenced
C7 Has this research received Insitutional Review Board (IRB) or ethics committee approval?
C8 IRB Number
C9 Date of IRB Approval
C10 Will the intervention be implemented by the researcher or a third party?
C11 Did any of the research team receive remuneration from the implementing agency for taking part in this research?
C12 If relevant, is there an advance agreement with the implementation group that all results can be published?
C13 JEL Classification(s)


text:
Marin nursing home outbreak boosts county's…
Marin nursing home outbreak boosts county's record death toll
PUBLISHED: July 14, 2020 at 6:04 p.m. | UPDATED: July 15, 2020 at 7:07 a.m.
If Mari Su Harris hadn't been tested for the coronavirus as it spread through her San Rafael nursing home, her family might never have known she was sick.
Harris, an 81-year-old Oklahoma native, died in her room at Marin Post Acute on Monday, about a week after she tested positive for the virus. Nurses at the facility said Harris was feeling weak the day before she died, but she never had any of the traditional COVID-19 symptoms, said her daughter, Tina Jennings.
Harris, who worked as a massage therapist in Sonoma County's Sea Ranch before she moved to Marin and retired, is one of at least five residents at Marin Post Acute who have tested positive for the coronavirus and died. In total, 73 people at the 170-bed facility on North San Pedro Road have contracted the virus, including 56 residents and 17 staff, according to the state Department of Public Health.
The facility's administrator, Ethan Flake, confirmed the deaths in a voicemail message sent to the family members of residents on Friday.
"I know how scary and stressful this must be for all of you," Flake said. "Please know that our staff continue to work tirelessly to beat this virus."
Flake, the administrator, and a spokesman for Marin Post Acute declined to comment.
Marin County on Monday recorded its deadliest day of the pandemic, as health officials reported five more residents have died with the virus, bringing the total to 28. It was the highest number of deaths reported in a day.
The deaths included three women and two men, according to a county spokeswoman. Two of them were between the ages of 65 and 79, and three of them were over the age of 80. It is unclear how many of those deaths were residents at Marin Post Acute, officials said, due to a delay in public health data reporting.
About 80% of the people who have died of COVID-19 in Marin were residents in nursing homes or residential care facilities, said the county's public health officer, Dr. Matt Willis, during an online community forum on Friday.
Willis said every outbreak at a senior living facility in Marin has been traced back to a staff member who transmitted the virus to residents.
"Because staff are bringing these infections in, and many are asymptomatic, ultimately the solution is for all of us to do our part to limit transmission within our lives, within the community, when we're out and about," he said.
In some cases, employees at nursing homes work at multiple facilities, and can spread the virus between them, said Michael Dark, a staff attorney with the nonprofit California Advocates for Nursing Home Reform. He said throughout the state, many nursing homes are understaffed, and when workers are sickened by the coronavirus, that problem becomes worse.
In the event of an outbreak, Dark said, "state regulators and county health authorities need to be pulling out the stops to make sure that a facility has the staffing resources it needs to make sure more people don't get sick."
In Marin, public health workers are visiting every senior living facility in the county to ensure that staff have proper training for controlling disease transmission and enough personal protective equipment, Willis said. He noted he has also issued a public health order that requires all facilities to ensure staff members are getting tested for the virus at least once a month.
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George Russell: If I can't get vaccine, what about crab?
Marin health officials assess new vaccination framework
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When a coronavirus diagnosis is confirmed at a facility, a team of public health workers "can be there in a matter of hours," Willis said, "to test all residents and staff and ensure they have the practices they need to intervene and stop spread."
While outbreaks at senior living facilities are, according to Willis, "the primary driver of mortality in Marin County," such facilities account for only about 13% of Marin's coronavirus cases. Since the beginning of the pandemic, 110 residents and 122 staff at senior living centers have contracted the virus, and nineteen facilities currently have infections, public health officials reported Monday.
People below the age of 50 account for the majority of coronavirus cases in Marin, with residents between the ages of 19 and 34 accounting for 31% of infections. Residents between the ages of 35 and 49 make up 29% of cases and residents 18 and younger make up 16%, according to county data.
Almost half of Marin's cases are in San Rafael's 94901 zip code, and about 80% of residents who have tested positive are Hispanic or Latino, while that same demographic makes up just 16% of the county's population.
At nursing homes throughout California, 15,578 residents have contracted the virus and 2,775 of them have died. Additionally, 10,593 staff have tested positive and 99 have died, according to the state public health department.


text:
World selected
Latin America selected
New species of giant tortoise discovered in Galapagos
Media captionThere are only around 250 of the new tortoise - which has the scientific name Chelonoidis donfaustoi
Scientists say they have identified a new species of giant tortoise on the Galapagos Islands in the Pacific.
They used genetic data to determine that a group of 250 slow-moving reptiles was distinct from another tortoise species on Santa Cruz island.
It is the 15th known tortoise species to be discovered on the archipelago, though four are now extinct.
The new species has been named "Chelonoidis donfaustoi", after a retired Galapagos park ranger.
Giant tortoises in the Galapagos tend to weigh up to 250kg and live longer than 100 years.
Experts had long believed that the two giant tortoise populations on the Santa Cruz island were the same species, but genetic testing proved this to be wrong, Ecuador's environment ministry said in a statement on Wednesday.
The newly-identified species, which is also known as the Eastern Santa Cruz tortoise, lives on the eastern side of the island and was also found to be genetically different from tortoises on other islands.
Yale University biologist Gisella Caccione, who led the team of scientists, said the shell of the tortoises had a more compressed shape than other species.
Scientists and conservationists are hoping the discovery will help to protect and restore the tortoise, which is considered vulnerable, with an estimated population of 250.
There are believed to be more than 2,000 tortoises of other tortoise species living elsewhere on the island.
Giant tortoises were among some of the well-known creatures studied closely by British naturalist Charles Darwin in the Galapagos Islands in the 1830s.
Giant tortoise makes 'miraculous' stable recovery
Around the BBC
The truth about giant tortoises
World Sections


text:
Bo Innovation
Amazing creativity and definitely worth trying out
廚魔
International Fine Dining
PeterChoy
This Michelin 2-star restaurant is located in Wanchai, created by the famous 'Demon Chef' Alvin Leung, who is famous for his techniques to break down the traditional Chinese food to the essence and then recreated in a new contemporary format, in the so-called 'molecular cuisine'. Stepping out of the lift we were greeted warmly by the staff, and seeing the neon lights I found it abstract and then the staff told me it was depicting the different MTR lines, which was truly interesting. This is amon
This Michelin 2-star restaurant is located in Wanchai, created by the famous 'Demon Chef' Alvin Leung, who is famous for his techniques to break down the traditional Chinese food to the essence and then recreated in a new contemporary format, in the so-called 'molecular cuisine'.
Stepping out of the lift we were greeted warmly by the staff, and seeing the neon lights I found it abstract and then the staff told me it was depicting the different MTR lines, which was truly interesting. This is among many other decorations the chef had put in the restaurant, from local cartoon characters, to old records and movie tickets adoring the walls, the whole ambience was one of fun and we were very pleased at the emphasis of our proud home Hong Kong.
We had pre-ordered the signature 'The Big Hong Kong Wedding' ($1,500 each after the pre-paid discount). Before serving the dishes, the staff came with a metal box holding two dried piece of towels. Holding a bottle of Florida Water, a type of cologne with delicate aromas. The staff poured that to the towels, and probably because of the dried ice in the box, smoke started seeping out from the holes, bringing a nice fragrance to the environment. A clever way to prepare the towels for us to clean our hands before the meal, and the use of the local brand of florida water made it even more impressive.
To pair with the food, I also opted for the wine tasting ($1,380). The sommelier came with the first wine, D Rose from Champagne Devaux, to pair with the first course 'Taste of Marriage'. There was a postcard showing many of the traditional food and beverages you would find in a wedding banquet, and the chef had brilliantly created five bite-size appetizers focusing on the five tastes: bitter, sour, spicy, savory and sweet.
The first taste is Bitterness. The chef used bitter gourd to prepare a sorbet and then put on a miniature ice-cream cone, which got some finely diced smoked cod inside. A great starter with refreshing taste.
Next we had the Sourness. The staff provided us a bottle with dropper, containing a nice aged Zhejiang vinegar which we added to the Japanese 'tong yuan' or gelatinous rice ball, with some tiny bits of dried shrimp inside, further wrapped with a basil leaf and on top a bit of sea urchin paste. Moving to Savory, the piece of rice cracker has some finely diced marinated salty lemon, salty pork meat, and salted egg yolk pieces. Both of them were very good in taste. I also like the pattern on the plate showing the demon holding the two words of happiness.
The fourth taste was Spiciness. The staff used a lighter to ignite the piece of Sichuan pepper stem, creating a nice fragrance of spiciness as well as a visual effect like a firecracker, reminiscent of those found in wedding celebration. The cherry tomato had been sprinkled with some chili powder but were not excessively hot, in fact having a juicy sweet taste matching well with the spice.
The final taste was Sweetness. Served in a traditional cup you would see when the newly wed presented the cup of tea to the parents, this dish contained two pieces of creamy foie gras terrine, with some peach gum cooked with a nice sauce prepared with red dates to give the sweetness. And to finish everything off, the lai see, or red packet actually also contained a piece of deep-fried beetroot.
The second course is called 'Son of a Scallop'. The concept of the dish is that the Chinese name for scallop is equivalent to 'bringing a son', so the chef used a seared scallop and cut into pieces, with some thinly sliced lotus root served on a plate reminiscent of lotus leaf, and then pouring in a sauce made from the famous Chinese Huadiao wine 'daughter red'. Another mind-blowing example of how the chef created the dish from the concept, to the attention of all the details from plate and choice of ingredients.
Before serving the second course the sommelier came to pour my second wine, an orange wine from Paraschos of Friuli, Italy. The Sauvignon grape has an interesting style, maybe not the best to drink on its own, but do pair quite well with the dish.
The third course is called 'The Phoenix Rides the Dragon'. The phoenix is referring to the chicken mousse on the bottom of the bowl, which we all thought was steamed egg originally. But in fact it was a very silky smooth layer of chicken. And on it there were lobster, taking its Chinese name to signify dragon, along with pieces of true morels. Again impeccable in the complexity on flavors and presentation.
The fourth course is called 'Pisces Paradise'. Two fishes were drawn on the plate to echo the name of the dish, and there is a piece of pan-seared horsehead tilefish served with a fish sauce broth, together with some small pieces of cuttlefish and couscous. The fish is flavorful, with the broth highly complementary on the taste. The couscous and cuttlefish offers a contrasting bite which made the overall experience truly magical.
The fifth course is called 'Rich Abalone'. The chef had cooked the abalone and then thinly sliced it so on the texture it has a similar profile as a conch, intense on the flavors and also got a nice bite. The paste underneath is actually a mashed green bean which is creamy. On top there is a generous scoop of caviar which provided additional savory notes. Very rich in terms of flavors, and premium in the choice of ingredients, the wine paired is a Beaune Premier Cru from Domaine Fanny Sabre which is surprisingly matching, without any hint of fishy note when enjoying together with the abalone.
The sixth course is called '7 Happiness'. Another amazing rendering, the staff brought us each a cup used in ancient times by the nobles and emperors to drink their wine, and then pour in front of us from a bottle of 7-up! The cocktail in fact was made by mixing the soft drink with Perfume Tree Gin, a gin made locally, with the chef adding a number of other herbs like lemongrass, clove, cinnamon to infuse with more flavors. First time I enjoyed a beverage using this cup, and the drink itself was quite nice too.
The seventh course is an additional one I ordered, per the recommendation from the staff, because of the white truffle season we were in. This Duck Egg with White Truffle ($380) is in fact a rice roll with a running duck egg inside, and then served with a cheese sauce, plus some freshly shaved white truffle on top. When opening the glass jar the beautiful aromas of the truffle was so overwhelming, and the taste is also good, but comparatively this one has less of a surprise.
The eighth course is called 'Miss Piggy Goes Red'. The chef prepares three different pieces, one being the roasted suckling pig, one being a pork belly braised with Zhejiang vinegar, and the other a deep-fried roll stuffed with pig blood. All of them are tasty but personally I found the first two was not as 'unexpected' as other dishes. The pleasant surprise came from the pig blood however. On the wine pairing, it was a Carmenere with the demon label, meaning a wine made for the restaurant, coming from Chile and owned by the celebrity Bernice Liu.
The ninth course is called 'Cheerful Grains'. The dish contains a number of different rice grains, with different texture and bite, on top of a paste. Probably a bit drunk already by then, I don't have a good memory of how it tasted. But the concept comes from the fried rice being served at the end of the wedding banquet.
The tenth course is called 'Unbroken Lineages'. From the idea of the noodles served at the wedding banquet, it was made to resemble a spring, in a single piece and unbroken. On the taste it was not as impressive though.
Coming to the desserts, first comes a creative dish called 'No Shark Fins'. Served with a traditional covered tray we found in banquet when we were still kids, the 'shark fins' were in fact gelatin shreds made with pineapple juice, and then adding the sweet soup. Quite nice.
Then another fun and amazing dish, 'Comes After Sex'. Served in a baby food jar, the dessert has a cream cap made to taste like braised pork belly with preserved vegetables, and underneath there is chocolate crumbles. Good in taste and impressive on the creativity. The wine paired is Les Clos de Paulilles from Banyuls.
The last course is 'V Generation'. With the idea coming from the pig knuckles consumed after the mother giving birth, the dessert features the sweetened vinegar sauce, served in a mini vinegar urn. Opening the urn there are pieces of cracker, with the homemade ice-cream made with the vinegar sauce. A great finale for a fantastic meal.
A surprise is the chocolate made to look like a tiny orange, serving as the petits fours. Nice wrap up for the dinner, the service throughout has been good, with each dish meticulously introduced and explained, and also the chef (not Alvin) came a couple of times himself to share with us.
The bill was $5,324 and considering the total experience it was fair. It was certainly the most impressive meal I had in a long while, and in terms of creativity it was definitely top class. And I highly recommend to try this out. And I also look forward to the new menu so we can return and experience once again the amazing dishes from the Demon Chef.
(The above review is the personal opinion of a user which does not represent OpenRice's point of view.)
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$2662 (Dinner)
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How exciting is a fresh, clean slate? And, how terrifying? A new year is an obvious time to revitalize your fundraising strategy and set new goals to guide you through the year. Yet sometimes, like with so many of our New Year's resolutions, our initial excitement and commitment fades, leaving us short of our goals. We all talk the talk in January, but who are the people who actually walk the walk the entire year? They're people with a plan. They're people with a written expression of what they want and how they're going to get there.
This year, challenge yourself and your organization to walk the walk. Create a fundraising strategy that introduces the wide-eyed dreamer in you to the analytical realist you need to become in order to turn your goals into realities.
A written plan aligns goals across your organization and helps keep your staff organized. While it does take some upfront work to create your fundraising strategy, the process will more than pay off. To get started, let's look at why it's so important, and what it takes to create one.
An annual fundraising strategy is your organization's guiding force. This living document communicates the goals and deliverables that drive your organization's success. A fundraising strategy is also a great accountability tool that allows you to check in throughout the year to mark your progress.
Once your fundraising strategy is created, it becomes a tool that is not only useful to your organization internally, but also externally when articulating your goals and plans to other stakeholders to win support.
To make the planning part of it less daunting, break the process up into four simple steps.
Whether you have a document in place, or are starting from scratch, the first step is to determine what, from the previous year, still serves your mission.
Does this program/goal still serve our cause?
Is this strategy as effective as when it was first implemented?
Some campaigns likely performed better than others. If there are events and programs you complete annually because they are successful, put those on your document first for the upcoming year, with adjusted goals. Then, identify lackluster events or initiatives that you can swap out for new ideas.
It's also important to take an initial stock of your current resources as this will impact what fundraising strategies you pursue next year.
Assessing your available resources will better inform your decisions to continue, discontinue, or add any new initiatives. Once you've determined how many initiatives you can support and which to carry over from the following year, you can work to identify possible opportunities.
To determine areas of growth with the greatest potential, complete a SWOT analysis. A SWOT analysis is a tool that helps you break down your organization's strengths, weaknesses, opportunities, and threats.
List your most successful initiatives and campaigns.
What contributes to their success?
Do you have a large, reliable pool of donors?
Is your fundraising strategy diversified?
Do you allow fundraisers to raise money for your cause online?
In which areas could your organization invest more time to meet its fundraising goals?
Do you lack a standard process for thanking donors?
What is a donor's experience on your website when they give to your organization online?
Do you have a strategic presence on social media?
Do you lack strong relationships with foundations or recurring large donors?
Is your donation landing page not optimized for mobile?
Identify areas of uncharted territory ripe with possibility, and any low hanging fruit your organization could go after.
Would your organization benefit from more grant research and writing?
Are you filing for all applicable tax exemptions and deductions?
Do you have a system in place for securing large gifts and grants?
Have you developed a peer-to-peer campaign strategy?
Do you have a new idea for an event?
Can you identify any other nonprofit organizations serving your cause you could form a partnership with?
As much as 30 percent of annual giving occurs in the month of December. Do you have a Giving Tuesday campaign to increase your donations at the end of the year?
The best way to prepare for worst case scenarios is to imagine them. Brainstorm what lurks in the shadows and consider how you might respond in the face of a threat.
What is the current and forecasted state of the economy?
Might any changes to government policy negatively impact your organization?
Does your development team face high turnover? In a survey completed by Nonprofit HR, a human resources firm dedicated to nonprofits, 90 percent of nonprofits surveyed did not have a formal strategy for retaining employees despite citing staff retention as a challenge facing their organization.
After you commit to particular focus areas, you should brainstorm goals for each category. For example, if you want to improve your content marketing strategy next year, brainstorm ways your team might experiment with video, SEO, storytelling, communicating impact, social media, or email communications.
Let's say you decide you want to use video to more effectively communicate your organization's impact. Great! Now make sure the goal is SMART. A SMART goal helps the task owner hold themselves accountable by making the goal specific, measurable, achievable, results-oriented, and time-bound.
With SMART goals to work toward, you're ready to map out your methods for achieving those goals, aka the individual campaigns and initiatives for next year's fundraising strategy.
Congratulations! You're ready to mark your Fundraising Calendar.
Download this free template to build out your calendar of activities.
After you've worked hard on your fundraising strategy and worked out the financials, don't forget to distribute these documents to your team and make them accessible. With your whole team on the same page, your organization can stay on track throughout the year. Have the documents ready for meetings with potential partners and large donors so your staff feels empowered to clearly explain your cause, mission, fundraising work, and goals for the future.
Ready to build out your strategy documents? Get the full how-to guide below.


Apparently anyone who gets their Internet connection from Cablevision was blocked from accessing Fox programming on Hulu yesterday. Here is a screen shot a Fortune columnist took and shared on the web.
This is the kind of stuff that happens in the world of cable television every once in a while when cable companies and the programming companies have a fight over their contracts.
This is the kind of stuff that should not happen on the web. The way this should work on the web is each and every consumer should have a subscription (via Hulu or direct with Fox) to recieve programming. And once that contract is entered into, they should be able to get that content regardless of how they get their Internet connection.
If you want to know what we are fighting for, this is it. I see more signs every day that we need some basic rules governing Internet access. Maybe we shouldn't call it Net Neutrality. Maybe we should call it a bill of rights for consumers on the Internet.


text:
CFP: Queers Online: LGBT Digital Practices in Libraries, Archives, and Museums
October 30, 2011 by RoryLitwin
(An Edited Collection to be published as part of the Series on Gender and Sexuality in Information Studies)
Litwin Books and Library Juice Press
Rachel Wexelbaum, Editor
Emily Drabinski, Gender and Sexuality in Information Studies Series Editor
Editor: Rachel Wexelbaum, Collection Management Librarian, Saint Cloud State University:
rswexelbaum [at] stcloudstate.edu
Book Abstract
In the 21st century, there are more LGBT information resources than ever before. The challenges that arise both from the explosion of born-digital materials and the transformation of materials from physical to electronic formats has implications for access to these resources for future generations. Along with preservation concerns, making these numerous digital LGBT resources available to users becomes more difficult when they swim in an ocean of websites, EBooks, digitized objects, and other digital resources. Librarians, archivists, and museum curators must engage in a range of new digital practices to preserve and promote these numerous LGBT resources.
A "digital practice" in libraries, archives, and museums includes, but is not limited to, the digitization of physical objects; the creation of online resources and services that improve access to these objects; the use of online catalogs, databases, and metadata to categorize such objects; and the online social media and Web 2.0 tools used to connect users to these resources. Information professionals engaged in digital practices must also understand the information needs, online searching behaviors, and online communication styles of their patrons in order to make them aware of the digital resources that may be of use to them.
This is the first book to specifically address the digital practices of LGBT librarians, archivists, and museum curators, as well as the digital practices of seekers and users of LGBT resources and services. More broadly, this collection aims to address these issues in the context of the technical, social, economic, legal, and political challenges of creating LGBT-specific digital collections, electronic resources and services.
Objective of book
This book, to be published in Library Juice Press in Spring 2013, proposes to consider the following questions:
What advances have been made in the digitization of LGBT books, art, music, film, primary sources, and other LGBT physical objects?
What types of LGBT-specific online resources and services have been created to promote visibility of LGBT-specific content, as well as to organize and market such content?
What LGBT-specific institutions have created electronic LGBT resources and services of interest to libraries, archives, and museums? What mainstream institutions and vendors have created electronic LGBT resources and services of interest to libraries, archives, and museums?
What are the technical, social, economic, legal, and political challenges of creating LGBT-specific digital collections, electronic resources and services?
What are the digital practices of seekers and users of LGBT resources and services, and how do they influence the development and marketing of online LGBT resources and services?
Professionals and non-professionals involved in the work and study of libraries, archives, and museums, as well as publishers and content providers for such institutions, will find this book helpful in building awareness of electronic LGBT resources and services, in libraries, archives, and museums and the practices that connect users to them.
Suggested topical questions
Suggested topics include, but are not limited to:
What are the histories of LGBT digital objects and practices in libraries, archives, and museums? How does LGBT information seeking change in a digital environment? How does digitization affect the organization of LGBT resources?
How are libraries, archives, and museums responding to the shift to mobile content and services? How are institutions making resources and services accessible through mobile devices (mobile phones, EReaders, tablets, and apps)? How does the shift to mobile information improve access to LGBT digital resources?
How does digitization change the ways LGBT populations access information? Are there differences related to race, gender, class, immigration status, or geographic location? Do LGBT populations with special needs (Deaf, visually impaired, physically handicapped, others) use particular technology/online resources/digital resources to find LGBT-specific information?
How do electronic formats, including ebooks, electronic databases (e.g., GLBT Life), digitized museum and archives collections, and open web resources (e.g., www.outhistory.org), change the LGBT research landscape? How do these new formats change traditional library functions, including collection development, reference, outreach, and instruction?
What problems and possibilities are presented by metadata about LGBT-related materials in a digital environment? What are the critiques of LGBT-related subject vocabulary/subject headings in online catalogs and/or databases that could restrict access to information or mislabel it?
What LGBT-specific digitization projects for print and non-print materials have taken place in your library, archives, or museum? What were the challenges that you faced during the process? How are digital collection marketed, and how is usage calculated? How are digital collections kept updated?
What kinds of digital projects exist to preserve and make accessible LGBT primary sources (personal papers, manuscripts, oral histories, government documents, ephemera, etc)?
How are LGBT-specific Web 2.0/social web tools used in libraries, archives, and/or museums?
Submission procedure
Please submit abstracts and chapter proposals of up to 500 words and a short author's statement to rswexelbaum [at] stcloudstate.edu by April 1, 2012. Chapter authors will receive notification of acceptance by June 1, 2012. Final manuscripts of between 3000 and 5000 words will be due September 1, 2012. Final edited chapter manuscripts will be due to Library Juice Press January 1, 2013.
About Litwin Books & Library Juice Press
The Profession
Students at the University of Denver Want Books
Big Friend is Watching You
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Decorative concrete stencil is an innovative product that can be sprayed on existing concrete floors and can be used to coat and to decorate horizontal and vertical concrete surfaces, cement, plaster, brick walls, dry walls, cement bricks and a lot more.Can be applied on walkways, sidewalks, patios, yards, walkways, ramps, stairs, pools decks, skirting, vertical rivets, concrete coats, plasters and anyway used to improve and refine existing structures. Very hard, nonslip surfaces are obtained, decorated and colored with colors that resist in time, long durability with resistance to abrasion, chlorine, salts, grease, oils, acid diluted solutions, water resistant. Easy to clean with high pressure water jets and, when needed, using detergents normally sold in commerce. The Stencil Concrete can be applied with a minimum thickness of 6 mm up to a maximum of 15mm.


This culinary bible for delicious home-cooked vegan dishes is inspired by world cuisines, Featuring dishes from Albania to Zambia, this book highlights regionally-sourced fruit and veg, traditional cooking techniques with universally delectable flavours.
Accompanied with gorgeous photographs, this book leads home cooks on a discovery of soups, starters, mains and desserts, bringing new levels of deliciousness to home cooked vegan food.
Jean Christian Jury is a vegan chef from Toulouse, France. He is recognised for his restaurant - La Mano Verde - in Berlin, Germany, his first vegan restaurant. He now lives in Los Angeles, California.


What was truly revolutionary was not military success against all odds in the war for independence. Rather it was the assertion in the Declaration of Independence that the rights of the people come from God, and not the state. And since rights come from God, they are absolute and "inalienable," and the state's governing authority was to be limited by that first principle and thus should not infringe those rights. No other nation in history, perhaps with the exception of ancient Israel, was founded in such a way that the sovereignty of the state was limited by inalienable rights of its people.
As it turns out, the Declaration of Independence, which we celebrate on July 4th, is not just what gave political birth to the United States, with its unique emphasis on limited government and the freedom for its citizens. It was these simple ideas put into practice that also enabled the nation's ascendance from colonial poverty to global superpower in a little more than 200 years.
However, during the last 50 years, America has increasingly been on a course of surrender and retreat from the principles that made her the envy of the world for generations. May this July 4th be a special time, perhaps a turning point, in renewing those ideas and convictions that brought the Founders together, which embodied a certainty that the rights of the people come from God, and not the state. It's not about being reactionary or turning the clock back, but rather it's about aligning our thinking and action with the inclusive ideas, principles, courage, and faith that enabled prior generations of Americans to overcome, advance and prosper more than any other people in human history.