"Remembering all the great times during Summer..."
"Dave So sorry to hear of Karla's passing, you and your..."
"I am beyond words, knowing about Karla's passing. She..."
"Megan, I am so sorry to hear about the passing of your..."
FAIRFIELD - Karla Gene Danforth, 53, passed away peacefully from cancer on Tuesday, Jan. 29, 2019, surrounded by her family and friends. Karla was born on July 20, 1965, in Fitchburg, Mass. to Ralph Lane Sr. and Maryann (Gurney) Campbell.
Karla graduated from Lawrence High School and received her Associates Degree in Respiratory Therapy from Kennebec Valley Community College.
Karla was a longtime employee of Central Maine Medical Center in Lewiston. For the last decade, she worked at Joe DiMaggio Children's Hospital in Hollywood, Fla. in the neonatal intensive care unit and Pediatric Intensive Care Unit. She was passionate about her job and touched the lives of so many families. Karla was voted employee of the year several times as well, and received multiple leadership, and community awards. With such a zest for life, Karla loved the beach, backyard barbeques, and concerts.
Karla is predeceased by her loving grandparents, Roland and Harriet Gurney.
Karla lived for her family, and is survived by her parents Ralph Lane Sr. and Maryann Campbell; husband David Danforth; daughters and best friends Megan Danforth and Courtney Peckham and husband Kolby Peckham, stepson Noel Danforth and wife Missy Danforth of Gaithersburg, Md., stepdaughter Jessica Kaniuka and husband Pierce of Farmington; three grandsons Tadiyah Danforth, Rainer Danforth, and Kole Peckham; sister Karen Poulin and husband Kenneth of Hampstead, N.H., sister Kim Castonguay and husband Darren of Vassalboro, Kathy Roderick and husband Allen of Bingham, brother Ralph Lane Jr. and fiancé Robin Cyr of Fairfield; best friend Lisa Irving and husband Harry of Kennebunk; as well as many nieces and nephews.
A celebration of life will be held on Sunday, Feb. 17, from 12 - 6 p.m. at the Waterville Elks Lodge, 76 Industrial St. in Waterville.
Arrangements are by Lawry Brothers Funeral Home & Cremation Care, 107 Main St. Fairfield.


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This job advert has expired. Please see the list of current TEFL jobs.
Home TEFL jobs English teachers needed in Beijing— Salary & Benefit package USD 2800-3000/m,
English teachers needed in Beijing— Salary & Benefit package USD 2800-3000/m,
Published: 8 Aug, 2019
School of International Education, Beijing Foreign Studies University
Visit website liuyao3@beiwaiguoji.com
China, Beijing
Adhering to the mutually agreed-upon work schedule
Planning daily lessons, conducting classes, delivering student assessments and communicating with parents, staff and others as appropriate
Attending other events such as regular teacher training, etc.
Beijing Foreign Studies University, or BFSU, is a prestigious Chinese university under the direct leadership of the Chinese Ministry of Education. It continues to be one of China's top universities listed under the Project 985 and Project 211, both of which are comprised of China's top universities. Founded in 1941, BFSU is one of China's oldest language education universities, teaching the largest number of languages (98 by August, 2018) and offering education at different levels in foreign languages and literature, Chinese language and literature, journalism and communication, political science, law, management science and engineering. Over 400 ambassadors who work or have worked in the Ministry of Foreign Affairs are BFSU alumni. "Language Education" and "Internationalization" are at the heart of BFSU.
FLTRP
Founded in 1979 by the Beijing Foreign Studies University, the Foreign Language Teaching and Research Press (FLTRP) has since grown into the largest foreign languages publisher and university press in China, ranking 3rd in sales turnover among all the publishing houses in China. Our publications range from academic and educational works, to humanities and social sciences, natural sciences, and to the mass reading and children's books.
E PLUS English for K-12 Education Division
Co-founded in July 2010 by Beijing Foreign Studies University and Foreign Language Teaching and Research Press (FLTRP), E PLUS English is one of the major education programmes under the direct leadership of BFSU International. As a 'Trustworthy Leader of Chinese K-12 International Education Provider', it aims to prepare 4-18 year old students to cope with a cross-cultural environment from both national and global perspectives by designing a growing path to build up their competence of three accomplishments (known as the three pillars) including language education, academic development, and social skills. By November 2018, E PLUS English has established 38 campuses in 6 cities in China, 25 of which are located in Beijing, with over 30,000 students
- Legal working visa
- Basic monthly salary RMB 15,000 before tax
- Transportation and lunch allowance: around RMB 500 before tax per month
- Housing allowance RMB 4,500 before tax per month
- Free Flight to Beijing and airport pick-up upon arrival
- Flight allowance: RMB 5,000 before tax after finishing contract
- 10-day paid holiday and China's statutory holidays
- Free accommodation during orientation and settling in support loan for RMB 5000 after tax
- Extra teaching-hour bonus and allowance for teaching classes of young kids
- Medical insurance, team building activities and bilingual teaching/ life assistance
- Professional orientation and on-job training
- Native English speakers (Working visa application required)
- Age: 22 to 45 will be preferred
- Bachelor's degree or above
- Passionate for teaching kids
- Willing to work on weekends
Please send your newest resume and your self-introducetion video to Yoyo's e-mail box: liuyao3@beiwaiguoji.com
Tel: 86-10-6840-5933
www.baiwaiguoji.com
Important: Please read our advice and guidelines for jobseekers at the bottom of this page before applying for this job
Do you like the sound of this job but need a TEFL qualification? Find a TEFL course near you or online.
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Recruiting ESL Teachers in China
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redpajama_set_name: RedPajamaCommonCrawl


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BB 15's Karan Kundrra's parents on their son's game, bashing on w...
HomeMoviesIndia
Vidya Malavade: I feel like giving the Indian hockey team a big salute
Vidya Malavade, the goalkeeper and Captain from Shah Rukh Khan's 'Chak De! India' is ecstatic about the Indian Women's Hockey team winning against Australia in the quarter-finals at the Tokyo Olympics 2020.
TIMESOFINDIA.COM | Aug 2, 2021, 09.08 PM IST
Vidya Malavade, the goalkeeper and Captain from Shah Rukh Khan's 'Chak De! India' is ecstatic about the Indian Women's Hockey team winning against Australia in the quarter-finals at the Tokyo Olympics 2020. Reading the news about India's women hockey team cementing a spot in the semi-finals, Vidya was reminded of the climactic sequence from 'Chak De', when the Indian team came out on tops. Speaking to ETimes, she says, "I haven't watched the quarter-final match as such but I am in touch with what is going on and I know we won. It feels like 'Chak De 2.0' because this match was against Australia and we beat them 1-0. I think Rani (Rampal, Captain of the Indian Women's Hockey team) and her team are just incredible. I am so ecstatic. Chak De was reel this is real and these girls are incredible and awesome. I think they deserve all the love and attention they are getting. This adulation will continue whether they win ahead or not. As our fellow countrymen, they have made us so proud."
Vidya feels that the similarity between the 'Chak De' triumph and team India's real success is pretty evident. In the film, Australia beats the Indian team in the preliminary round, but the ladies end up beating them in the finals.
She reveals that the real feat is far more important than the reel achievement that the girls managed in Chak De! India. She says, "The Chak De moment in the movie was scripted, so you know what you're doing and you already know what the end result is going to be. Despite knowing how it will end, in the climax, when I lifted the cup as the captain of the team, that feeling was unreal. The cup and the victory wasn't even real, but it felt so exhilarating. I cannot begin to tell you the pride I have felt from within, just being a reel character playing for India. I cannot even imagine what these girls must be going through in real life."
She also acknowledges that the pressure in such situations and the expectations can be overwhelming. She says, "The whole country is looking at you saying let's see what these girls can do and just like us in the film, the Indian players are also underdogs and have come out victorious. I think that was the most emotional moment I had on that film apart from playing and learning hockey for a year and a half. That was sweat, blood, grind and I had lost my toenails because the ball hit my hands so hard, so many times. We fell, we cried and as they say, if you train hard, then you bleed less in the war."
Vidya feels a burst of pride when she sees what the Indian hockey players have achieved on the hockey field. She says, "I just feel like giving them a big salute. It is a phenomenal moment for me and historic for our country because it has come after 40 years."
Exclusive! Shehnaaz Gill: Siddharth Shukla and I share a good chemistry, if we get a film, we will definitely work together
Dino Morea unveils his first look from 'The Empire'; Ranveer Singh has the best reaction
Will Alaya F feature opposite Kartik Aaryan in 'Freddy'?
Bolly Buzz: Shilpa Shetty releases statement on Raj Kundra case; Shah Rukh Khan cheers for Indian women's Olympic hockey team
Veteran film critic Rashid Irani passes away at 74
When Madhuri Dixit revealed that the only Bollywood celeb her husband Sriram Nene knew was Amitabh Bachchan
Watch: Rhea Chakraborty's sweet gesture for a man in a wheelchair on the road will touch your heart
Raj Kundra pornography case: Bombay High Court reserves order challenging arrest of Shilpa Shetty's husband by Mumbai police
'Bell Bottom': Trailer of Akshay Kumar and Vaani Kapoor starrer film to be released tomorrow
1Vidya Malavade: I feel like giving the Indian hockey team a big salute
2Exclusive! Shehnaaz Gill: Siddharth Shukla and I share a good chemistry, if we get a film, we will definitely work together
3Dino Morea unveils his first look from 'The Empire'; Ranveer Singh has the best reaction
4Will Alaya F feature opposite Kartik Aaryan in 'Freddy'?
5Bolly Buzz: Shilpa Shetty releases statement on Raj Kundra case; Shah Rukh Khan cheers for Indian women's Olympic hockey team
6Veteran film critic Rashid Irani passes away at 74
7When Madhuri Dixit revealed that the only Bollywood celeb her husband Sriram Nene knew was Amitabh Bachchan
8Watch: Rhea Chakraborty's sweet gesture for a man in a wheelchair on the road will touch your heart
9Raj Kundra pornography case: Bombay High Court reserves order challenging arrest of Shilpa Shetty's husband by Mumbai police
10'Bell Bottom': Trailer of Akshay Kumar and Vaani Kapoor starrer film to be released tomorrow


CamelBak designers and engineers worked with pro paddler Slater Trout to ensure all essential technical elements were included, such as quick-drying materials, paddle holsters, safety whistles, easy access cargo pockets, reflectivity and additional storage for an inflatable personal flotation device.
State law requires that children under age 12 wear a personal flotation device while on a watercraft.
According to the Personal Flotation Device Manufacturers Association, nine out of 10 drownings occur in inland waters, most within a few feet of safety and involving boats less than 20 feet long.
You should also wear a personal flotation device (also known as a life vest), sneakers to protect your feet, and a helmet.
Consumers have embraced the life jacket safety message and swarmed on RFD's inflatable yoke style 11A Personal Flotation Device (PFD) in staggering numbers.
The Coast Guard requires that kayaks carry a Personal Flotation Device.
While it's unconventional, we choose to wear a life preserver (or personal flotation device, if you will) when bodyboarding, and Stearns' Coast Guard-approved ergonomically designed vests, like the company's wetsuit, thankfully are available in double-XL.
Canine life jackets are typically used for the same reasons that a personal flotation device (PFD) would be used for a child.
Coast Guard- approved personal flotation device (PFD) be on board the watercraft for each person on board.
1 Eighty-four percent of those who drowned were not wearing a personal flotation device (PFD) or life jacket, and 7 out of 10 boaters who drowned were on vessels less than 21 feet.
Personal flotation device (PFD) usage is a vital consideration here.


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Q: Unexpected behavior in uppercase regexp using Emacs I am trying to have an inbetween step for deleting words backwards, which should stop at a capital letter (in the case of camelCase).
For this I thought to use the following to obtain the position of the first capital letter backwards:
(search-backward-regexp "[:upper:]")
If you'd run this when point is after that last parenthesis, it will go here:
(search-backward-regexp "[:upper | :]"), that is, after the r.
How so?

A: (search-backward-regexp "[[:upper:]]")
[:upper:] is not the "upper" call yet,
 but simply a character class which matches a single character which has to be one of ":" or "u" or "p" or "e" or "r".
Only second "[]" makes it search the class.

A: Andreas answer is correct.  However, based on what you are trying to achieve, I would suggest you to take a look to subword-mode (it comes bundled with emacs, at least for modern emacsen)

A: I realize now that it has to do with the variable case-fold-search.
When set to t, it will ignore case in searches.

redpajama_set_name: RedPajamaStackExchange


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Everything We Could Find...!
Ok, so the wait is nearly over and the new album is on the way. So what do we know... and what do we not know!
There's still a lot to be revealed in the coming weeks, but, when you pull it all together, quite a few of the vital statistics are already out there. We figured it might be time to separate some of the facts from some of the wilder flights of virtual imagination and online chatter. Of course, some of these outrageously speculative stories may yet turn out to be bang on the money - others will fade within days into the obscurity of rock'n roll trivia quizzes.
So here's our top ten checklist to guide you through the jungle of rumour and speculation.
1. U2 have been recording a new set of songs over the past two years. Set for release on November 22nd, the album is called How To Dismantle An Atomic Bomb.
2. According to Edge, at least one of them is called All Because of You. Or at least that's what the track was called when they were recording it. See our earlier story here. But what we do know for sure are titles of six other tracks on the album. Check them out here.
3. A handful of influential people - outside of the band - have heard some of these songs. The unanimous verdict seems to be that it's a pretty dang hot collection. Take Bill Flanagan, sometime U2 biographer, who says: 'I've heard it, it's great. It's the best album they have ever done. It's going to knock them out!'
4. In case you were hibernating or holidaying on Mars, earlier in the summer some of the new material went missing during a photo shoot with the band in France. 'A large slice of two years work lifted via a piece of round plastic.' reflected Edge.'It doesn't seem credible but that's what's just happened to us....' See our earlier story here.
5. The first single will be on air before the month is out. It's called Vertigo and comes complete with a Kraftwerk cover and live studio performance. Complete story here.
6. The album has been produced by Steve Lillywhite, his first time at the desk for a whole U2 album since he produced the bands' first three albums, Boy, October and War. But others have been in the studio too - including Flood, Jacknife Lee, Nellee Hooper and Chris Thomas.
7. Any clues about the sound of the record ? Lillywhite says, 'I've heard some great songs. The Edge is playing some really great guitar.' Time Magazine, which also claims to have had an ear to the studio wall, is delighted that 'there's no crunk-style rapping, no gospel choirs or techno experiments.' 'Instead, this as-yet-untitled album is just full of confident, expansive guitar rock from the masters of the form.'
It will, according to Bono, 'be our first rock-n-roll album'.
8. Oh yes, the title. Well, in case you missed it above - the album is called How To Dismantle An Atomic Bomb.
9. When Vertigo goes to radio later this month, expect to find U2.Com undergoing its own revolution in look and content. When the album arrives, expect even more startling changes.
10. Plans to tour are also underway - the date of the tour will be 2005. (Rest assured, you'll have the dates first from U2.com, just as soon as they're buttoned down.) Paul McGuinness says the tour will be defined by 'the character of the new album and the new production.' So we can speculate more on the tour, when we've heard the album!
(Throughout September and October U2.Com will be posting official confirmation of all new U2 releases - as and when we get it!)
Highlights, Recent Albums, How To Dismantle An Atomic Bomb


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Zhenggu () ist ein Begriff aus der traditionellen chinesische Medizin mit dem die Einrenkung von gebrochenen und ausgerenkten Knochen bezeichnet wird.

Die Behandlungsweisen für das Einrenken von gebrochenen und ausgerenkten Knochen der traditionellen chinesischen Medizin () stehen auf der Liste des immateriellen Kulturerbes der Volksrepublik China (Nr. 445).

In der Erweiterung zur Ersten Liste (s. Quellen: Wikisource) werden folgende Traditionen unterschieden:

Gongting zhenggu 宫廷正骨
Luoshi zhenggu fa 罗氏正骨法
Shishi shangke liaofa 石氏伤科疗法
Pingle Guoshi zhenggu fa 平乐郭氏正骨法

Orte, an denen die Tradition des Zhenggu lebendig ist, sind:

Huguosi-Krankenhaus für Traditionelle chinesische Medizin (Peking) (Beiing shi Huoguosi zhongyi yiyuan 北京市护国寺中医医院)
Stadtbezirk Chaoyang (Peking) 北京市朝阳区
Stadtbezirk Huangpu (Shanghai) 上海市黄浦区
Luoyang (Provinz Henan) 河南省洛阳市
Shenzhen (Provinz Guangdong) 广东省深圳市

In Luoyang (Provinz Henan) befindet sich das Zhenggu-Krankenhaus (Zhenggu yiyuan), das auf eine über 200-jährige Tradition zurückblickt.

Quellen
 - Erste Liste (lfd. Nr. 1-518)
 - 147 Erweiterungen zur Ersten Liste

Weblinks
 Traditional Chinese Medical Bone setting
 Luoyang Orthopedic-Traumatological Hospital

Einzelnachweise

Traditionelle Chinesische Medizin
Manuelle Medizin
Therapeutisches Verfahren in Orthopädie und Unfallchirurgie
Immaterielles Kulturerbe (Volksrepublik China)

redpajama_set_name: RedPajamaWikipedia


Our own facilities of 4000 m2 warehouses, for the construction of heat treatment equipment, furnaces and his accessories, carrying out thermal treatments and storage space, also a 250 m2 office building.
3 Overhead cranes 32/5, 20/5 and 6.3 tons and 2 tons truck.
1 Water solubilization moat (stainless steel hyper tempering processes) with measures of 6.2 x 2.5 x 2.5 meters.
Shot blasting cabin to perform blast of all kinds of materials, including stainless steel.
High pressure pump 500 Bar for realization P.H. with a variety of useful tools.
Industrial dehumidifier 5,000 m3/ h – 65 Kw for equipment drying after a hydraulic tests.
Fully equipped with Shearing, Folding, Punch and Bending machines, welding equipment (mig, tig, etc.) to perform the manufacturing of equipment's, furnaces and any kind of equipment's to realize heat treatments.
Own Commercial vehicles, for equipment transportation to work place, and or pickup and delivery of small materials.
13 x 4 x 4 meters. Operating temperature 820 °C.
9 x 4 x 4 meters. Operating temperature 950 °C.
6 x 5 x 3 meters. Operating temperature 1,200 °C, with additional forced cooling.
9 Electric furnaces with different sizes and powers – temperature up to 1,130 °C.
Portable Modular furnaces mounted depending on the dimensions of parts, with electric, oil-fired or natural gas heating.
Drying or curing of refractory by circulating hot air or combustion equipment flow/gas burners.


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Submit Film to Taiwan Competition
Submit Film Out of Competition
Submit Music Video
Submission deadline: Feb. 25 (Mon) 11:59pm (Taiwan time: GMT +8)
Hey! Ho! Let's Go!
Submissions are now open for the 18th annual Urban Nomad Film Fest, to be held in Taipei in April-May 2019, with touring to other Taiwan cities later in the year. Urban Nomad will hold competitions in two main categories, "Taiwan films" and "indie music videos", with awards including cash prizes and post-production services from a top Taiwan post-production house, Far East Translation Services, valued at NTD 75,000. There is also a non-competition section for entries from outside Taiwan.
For 2019, Urban Nomad is specially seeking strong Taiwanese feature films for the Taiwan competition that can be considered for the festival's opening or closing film. Urban Nomad is now an IMDB-accredited festival and awards can be recorded on the IMDB film pages. The 2018 festival saw 37 Taiwan premiers and UK and English language media giving coverage of several new films.
The goal of Urban Nomad's awards is to support new creators, emerging creative ideas and new types of filmmaking, unconventional or crossover works, and projects that reflect on important cultural, social or technological trends. We place an emphasis on strong visions, story-driven ideas and creativity. There are no restrictions on genre, and films of any length are welcome to apply.
Filmmakers of accepted works will have access to festival events, opportunities to connect with audiences and other filmmakers, the chance to win cash prizes, and other benefits.
Taiwan Competition: for feature films, short films, documentary, animation or other video works produced in Taiwan by directors of any nationality, by Taiwanese living abroad, or by films otherwise connected to Taiwan
Taiwan Music Video Competition: for music videos produced in Taiwan or by Taiwanese bands
Out of Competition Section: for feature films, short films, documentary, animations or other video works from outside Taiwan or not wishing to join the competition
Deadline: Feb. 25 (Mon) 11:59pm
Eligibility: Works must be produced between 2017 and 2019. Works qualify for the "Taiwan Competition" if they meet ANY of the following criteria:
the filmmakers is Taiwanese
the filmmaker is a resident of Taiwan
the film is produced in Taiwan
Genres: Feature films, short films, animation, experimental films, documentary, narrative, other video works. There are no genre restrictions. (Music Videos must apply in a separate category.)
The Big Nomad Prize $20,000
Jury Prize $10,000
Audience Choice Award $10,000
Far East Rising Star Award: free production of one DCP
First round: From general submissions, Urban Nomad's internal curatorial team selects films for the festival screening program. These films are "2017 official selections" and eligible for the Audience Choice Award.
Jury round: Urban Nomad's curatorial team will select several "Nominees" for cash prizes and other awards. Prizes will be decided by an independent jury.
Feature Films: Feature films in the competition section must be a Taipei premier.
Feature films are defined as 60 minutes or longer. Short films are defined as 59min or less.
Feature films must be a Taiwan premiere. If you are submitting to other festivals at the same time and the premiere status changes, or if you have questions about premiere status, please contact us by email.
Short films may not be considered if they have already screened at more than two major festivals in Taipei (i.e. Golden Horse, Taipei Film Festival, TIDF, CNEX, Golden Harvest).
Short films may receive preference if they are a Taipei or Taiwan premiere.
Films in Mandarin Chinese should have English subtitles. Films in English should have Chinese subtitles. Films in other languages should have Chinese and English subtitles. In some cases, subtitles may be added after a film is selected to the festival.
For each work, please fill out our online application form one time. If you are submitting more than one work, you must fill out the online application more than once. (Ex: 3 films = 3 applications)
Please do not submit the same film you submitted in previous years.
A filmmakers can submit a maximum of three works.
Please make sure that multiple applicants do not submit the same work.
There is no submission fee
Urban Nomad reserves the right to make adjustments to the competition and prizes.
If your work is chosen for screening, we will additionally need a signed consent form (hard copy) before it becomes an "Official Selection" to the 2019 Urban Nomad Film Fest.
Urban Nomad has the right to group films into screening programs and will decide screening categories, venues and schedule.
Urban Nomad has the right to determine whether a film is eligible for competition.
For international films, or Taiwanese films that do not wish to participate in Urban Nomad's competition sections.
Deadline: Feb. 25 (Mon) 11:59pm (Taiwan time GMT +8)
Eligibility: Produced 2017 to 2019
Genres: Feature films, short films, animation, experimental films, documentary, narrative, other video works. There are no genre restrictions.
Selection Process: The non-competition section is decided by Urban Nomad's curatorial team.
Feature Films and films with screening restrictions: Feature films must be a Taiwan premier. If you'd like to submit, but your film has special restrictions or screening requirements, please contact us directly: [email protected]
Short films may receive preference if they are a Taipei premiere or Taiwan premiere.
English subtitles are required for films not in Mandarin Chinese or English.
Urban Nomad will screen films with Chinese subtitles. If the film's language is not English, both Chinese and English subtitles may be added. In some cases, Urban Nomad may request an applicant to add subtitles.
Urban Nomad reserves the right to make adjustments to the competition and prizes, as well as eligibility of individual films for prizes.
If your work is chosen for screening, we will additionally need a signed consent form (hard copy) before it becomes an "Official Selection" to the 2019 Urban Nomad Film Fest program.
Eligibility: The production year must be 2017 to 2019. The music video must also meet one of the following criteria:
the band or musical artist is Taiwanese
the band, artist or filmmaker is a resident of Taiwan
the music video is produced in Taiwan
Genre: Music videos (10min or less)
Prizes: $10,000 Best Music Video
Top MVs: Urban Nomad's internal curatorial team will select a shortlist of "2019 Top Taiwan Music Videos" for the festival program.
Jury round: An independent jury will award prizes to works selected to the Top 10.
For each work, please fill out our online application form one time. If you are submitting more than one work, you must fill out the online application more than once. (Ex: 3 MVs = 3 applications)
Please do not submit the same MV you submitted in previous years.
A filmmakers can submit a maximum of 5 music videos.
Urban Nomad has the right to determine whether a music video is eligible for competition.


IF a young actor is looking for a role to get her teeth into, they don't come much better than River City's Stella Walker.
Storylines have seen her spend her childhood in care, been homeless, struggle with alcoholism, have a miscarriage and now face cancer.
It's a lot for anyone to take on board but for Keira Lucchesi it is a dream role.
The 25-year-old, who grew up in Hillington and trained at Pace Youth Theatre in Paisley, has been a rising star of the BBC Scotland soap for the past five years. Stella never fails to face new challenges and that's just the way Keira likes it.
"I really enjoy doing stuff like this," she says. "A lot of people take that home with them but I'm not the kind of actor who does that. I go in and do it and come home and forget about it.
"It was a bit harder with these scenes because my boyfriend (David Hayman Jr) was directing the episode so we were going home together and talking about it."
On Tuesday in River City, Stella's worst fears are realised when test results confirm she has an increased chance of getting cancer.
Dr Dan delivers life-changing news to Stella: the results of her genetic test confirm she has an 85% chance of getting ovarian cancer. Overwhelmed by the results, she is at a loss what to do and drowns her sorrows in a bottle of vodka.
"She's not very good, to be honest. In her relationship with Stevie she was always the strong one and stood by him so she can't really cope with this at all," says Keira.
"It's a massive shock. She keeps it from him. I think it's like that for a lot of women, they always try and shut up about things and just get on with it.
"On the surface you probably look at Stella and think, 'She's a really strong person because she doesn't talk about stuff, she just gets on with it'. But really she's not. You're stronger if you do talk."
Stella finds an unlikely shoulder to cry on in Scarlett, played by Sally Howitt, who offers recovering alcoholic Stella a drink.
The two women have a long history but all that is forgotten the moment Stella talks about cancer.
"I've been in the show for five years now, when Stella came in she was an alcoholic but has never had a relapse," says Keira. "I think she has thought about it a few times but this time she went out and got a bottle.
"Straight afterwards she doesn't care. It's only later when she stops to think, 'What was all that about?'"
Stella only realises how stupid she has been when she finally sits down to talk to Stevie, played by Paul James Corrigan, who is also one of Keira's closest friends off screen.
"Paul, David and I are all really close and a lot of people would see that as a hindrance but I think it's great," adds Keira. "We all trust each other so it's a very organic thing when we work together."
At home and at work, Keira isn't far from her boyfriend David these days. He is assistant director in the production of The Slab Boys, currently running at the Citizens Theatre, in which Keira plays Lucille.
The pair are also involved in fundraising for Daivd's father David Hayman's Spirit Aid charity.
Last year Keira raised £900 walking up Ben Nevis. "It was amazing but it was awful at the same time. My toenails have only just grown back in," she laughs.
She is also involved in an offshoot project that works in prisons, homeless units and schools.
Keira has come a long way from her first forays on stage at the age of five when her mum took her to Pace Youth Theatre to quieten her down.
"I wouldn't shut up. Usually people put their kids into youth theatre if they're quiet and don't have confidence," she says.
"I always knew I wanted to act, I never thought about doing anything else. I was quite clever at school so teachers were always trying to push me to go to university but it was never anything I wanted to do.
"At Pace I got professional experience as well, I got my first job when I was nine in a BBC education programme. So Pace acted as a casting agent as well.
"Later on I went to the Young Co at the Cititzens, which was just great because I was given the opportunity to perform in some of the spaces in there. This is the first time I've been back for the The Slab Boys."
Where does Stella's storyline go from here?
Trouble never seems far from her door but as long as Stevie is with her, things should work out, hopes Keira.
" I hope they stay together basically just for selfish reasons because I want to work with PJ every day," she adds. "They're so right together but that doesn't make for very good drama does it?"
River City, BBC Scotland, Tuesday, February 24 at 8pm.


Light Up Kids Railroad Standing Bank from Collections Etc.
Make your junior engineer's life a bit richer with the realistic sights and sounds of the railroad. This clever caution signal bank features a button that recreates the sound of a train passing through the station while the red lights alternately flash. Requires 2 "AA" batteries (not included). Measures 54"H. Plastic; Imported.
Its a gift and has not been used yet but I have gotten this for one of my other grandsons years ago and he loved it but my grandson loves trains and will enjoy this plus its a bank and he loves saying his pennies for a 3 year old, can't wait to see his face when he sees it! - jojo, Pineville, La.
This is a Christmas gift for our 3 year old grandson, he loves trains, & he loves putting coins in his bank! So I had been watching for this to be back in the catalog! Thanks! - Karen, Rialto, CA.
This is a great way to teach a child how to save money, its fun every time a coin goes in and sounds like a train they want to put another one in. They can see the coins in side and can not wait to fill it to the top. Even family and friends get a kick of the noise it makes and wants to put more coins in. Turns out to be a great way to make money. - no nickname, Brookings, OR.
I bought this product for my first grandson 7 yrs ago and this one is for my second grandson because the both love trains. It's a great product and encourages saving. - spottedbug1, MI.
For grand children - Tom, Va.
My granddaughter was so happt with this.
on the hole love this toy just a bit flimsy but my grand son loves anything to do about trains and he was so happy with this - deewalt, freeport,pa.
Light up kids railroad standing bank.
Wish they had a smaller version also.


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Obama raised huge amounts from Wall Street in 2008. Now he is out to eclipse that effort in the 2012 election. He is currently outpacing the entire GOP field in contibutions from the finance sector. Time to Occupy the White House?
Despite frosty relations with the titans of Wall Street, President Obama has still managed to raise far more money this year from the financial and banking sector than Mitt Romney or any other Republican presidential candidate, according to new contribution data.


text:
There is a timeline during our very early infancy and childhood during which the shame spectrum normally develops. According to Dr. Allan N. Schore, the actual experience of shame is not a neurological possibility until our bodies have grown enough that we can intentionally physically venture away from our caregiver's lap — at about 12 months of age.
Schore describes shame as basically being the first normal dissociative experience a toddler has as it excitedly ventures into its new world of discovery and comes back to its caregiver anticipating that this secure attachment figure will share in its excitement and joy. This state of excitement and joy is actually a 'go' condition that has activated what is called the sympathetic part of the nervous system.
If the infant returns to its caregiver and the caregiver's expressed state does not match the state the infant is experiencing, the infant's nervous system instantaneously 'crashes' and the parasympathetic arm of the nervous system activates.
I think of these two nervous system arms as 'go' being the sympathetic and 'stop' being the parasympathetic — and remember this latter as being like a 'pair of brakes'. Once the infant hits this brick wall, so to speak, and the nervous system makes this required adjustment, the infant is now well on its way to negotiating its movements in the bigger world that is no longer limited to the closest physical proximity with its attachment figure.
This, then, is shame. It is a physiological nervous system response to one's hopes of sharing joy and excitement with someone close to us. In order for this to happen 'normally' there has to have been a secure attachment relationship between the infant and a caregiver in the first place. In order for this up/down process to become healthily established in one's body, this 'stop' that represents a situation of 'rupture' in a relationship has to be followed by a process ending in corresponding 'repair.'
Naturally this is like breathing in and breathing out. Not normally a big deal. If we had healthy attachments in a safe and secure world, we will be able to negotiate all the ruptures and repairs a lifetime brings us without duress. But if our attachment with our early caregivers was rocky and harmful, we may not only struggle the rest of our lives with attachment relationships, but also with the basic processes involving rupture and repair, with major shame dis-abilities as well.
A growing child is not, according to Schore, physiologically capable of experiencing guilt until its 3rd year. Major maturation has to first occur in both the right and left hemispheres so that the higher cortical thinking processes can come into play.


text:
package com.luiges90.sq;

import java.io.File;
import java.io.FileOutputStream;
import java.io.IOException;

import com.google.analytics.tracking.android.EasyTracker;
import com.google.analytics.tracking.android.MapBuilder;

import android.app.Activity;
import android.content.Context;
import android.content.Intent;
import android.content.pm.PackageInfo;
import android.content.pm.PackageManager.NameNotFoundException;
import android.graphics.Bitmap;
import android.graphics.Rect;
import android.net.Uri;
import android.os.Build;
import android.os.Environment;
import android.view.View;
import android.widget.Toast;

public class ProblemReporter {

    private static final String SCREENSHOT_FILE_NAME = "report_screenshot.png";

    private ProblemReporter() {
    }

    private static void createScreenshot(Activity activity) {
        View view = activity.getWindow().getDecorView();
        view.setDrawingCacheEnabled(true);
        view.buildDrawingCache();
        Bitmap b1 = view.getDrawingCache();
        Rect frame = new Rect();
        activity.getWindow().getDecorView().getWindowVisibleDisplayFrame(frame);
        int statusBarHeight = frame.top;
        int width = activity.getWindowManager().getDefaultDisplay().getWidth();
        int height = activity.getWindowManager().getDefaultDisplay().getHeight();

        Bitmap screenshot = Bitmap.createBitmap(b1, 0, statusBarHeight, width, height
                - statusBarHeight);
        view.destroyDrawingCache();

        FileOutputStream fos;
        try {
            fos = activity.openFileOutput(SCREENSHOT_FILE_NAME, Context.MODE_WORLD_READABLE);
            if (null != fos)
            {
                screenshot.compress(Bitmap.CompressFormat.PNG, 90, fos);
                fos.flush();
                fos.close();
            }
        } catch (IOException ex) {

        }
    }

    private static String composeBody(Activity activity, String gameMode) {
        StringBuilder sb = new StringBuilder();

        sb.append(activity.getString(R.string.report_email_content));

        sb.append(activity.getString(R.string.report_game_mode) + ":" + gameMode + "\n");
        sb.append(activity.getString(R.string.report_model) + ":" +
                Build.MANUFACTURER + " " + Build.MODEL + "\n");
        sb.append(activity.getString(R.string.report_android_version) + ":" +
                Build.VERSION.RELEASE + "\n");
        PackageInfo pInfo;
        try {
            pInfo = activity.getPackageManager().getPackageInfo(activity.getPackageName(), 0);
            sb.append(activity.getString(R.string.report_app_version) + ":" + pInfo.versionName
                    + "\n");
        } catch (NameNotFoundException e) {
        }

        return sb.toString();
    }

    public static void report(Activity activity, String gameMode) {
        EasyTracker.getInstance(activity).send(
                MapBuilder.createEvent("report", "report", "access report issue button", null)
                        .build());

        createScreenshot(activity);

        Intent i = new Intent(Intent.ACTION_SEND);
        i.setType("message/rfc822");
        i.putExtra(Intent.EXTRA_EMAIL, new String[] { "luiges90@gmail.com" });
        i.putExtra(Intent.EXTRA_SUBJECT, activity.getString(R.string.report_email_title));
        i.putExtra(Intent.EXTRA_TEXT, composeBody(activity, gameMode));

        String sdCard = Environment.getExternalStorageDirectory().getAbsolutePath();
        Uri uri = Uri.fromFile(new File(sdCard +
                new String(new char[sdCard.replaceAll("[^/]", "").length()])
                        .replace("\0", "/..") + activity.getFilesDir() + "/"
                + SCREENSHOT_FILE_NAME));
        i.putExtra(android.content.Intent.EXTRA_STREAM, uri);

        try {
            activity.startActivity(Intent.createChooser(i,
                    activity.getString(R.string.report_problem_dialog_title)));
        } catch (android.content.ActivityNotFoundException ex) {
            Toast.makeText(activity, activity.getString(R.string.report_msg_no_email_client),
                    Toast.LENGTH_SHORT).show();
        }
    }

}

redpajama_set_name: RedPajamaGithub


text:
Building Global Cultures
Global enterprises need global cultures. We know intuitively the difference a strong global culture can make. Companies with strong global cultures bring the best teams together, sustain high morale and keep employees focused on the company's purpose and mission. These firms seem to understand their own strengths and weaknesses better than companies without global cultures, and they are more aware of and sensitive to cultural norms and business rituals. As a result, they empower their work forces to come up with the best solutions for the enterprise as a whole as well as for diverse local markets. Superior performance seems to follow in turn.
Yet building strong global cultures is not easy. References to globalization as a business philosophy pass easily from the lips of CEOs, but rarely do firms take the necessary steps to bring a global culture to life from the inside out. Spurred by the ideas in books such as "The World Is Flat: A Brief History of the Twenty-First Century" by Thomas L. Friedman, executive leadership rushes to enter emerging markets, focusing attention outside the company and shying away from the plodding, gradual and relatively mysterious work of culture building, which takes place on the inside. A cultural gap arises between global headquarters and local markets, to the point where companies continue to operate as coordinated groupings of separate entities — in other words, as conventional multinational firms.
As Korn/Ferry International's chief marketing officer, I have often wondered if there was a way to make culture building less mysterious and more tangible for our clients, so that they can form themselves into true global companies. How, I have wanted to know, do you create strong cultures? What are the best practices? Where especially should firms devote their efforts? What pitfalls should they avoid? What are the biggest blind spots? The business literature does not provide satisfying answers.
So, I called on Seth Schulman, who earned a Ph.D. in cultural history at Brown University and has worked as a research associate at Harvard Business School, to join me on a quest. Together, we sought out practitioners, consultants and academics with deep professional experience in global culture and asked these individuals to tell us stories about real companies working to build their cultures. We started with a broad working definition of culture, regarding it as collective meaning that includes individuals' attitudes and behaviors as well as the organizational policies and processes that shape these attitudes and behaviors. In other words, culture as words and feelings, but also as infrastructure — the common ways companies pay people, set them up on e-mail, develop them, evaluate them and so on.
Establish Unity First
The goal of our virtual expedition was to discover a framework or structure that our clients could use to guide their initiatives around culture. We first checked in with a veteran practitioner, J. Randall MacDonald, senior vice president of human resources for I.B.M. He presented a compelling thesis: Firms should begin by locking a strong homogenous culture in place, and only then go on to cultivate local autonomy. Make the rules first and then allow for exceptions; do not take the exceptions as the basis for rules. "We used to be a multinational, but we're not any longer," he noted. "We look at our operations as one managed entity — a truly integrated enterprise. And the key to developing an integrated culture is to define what's common first, while making sure to allow ample room for local differences that add nuance and color. We're always looking for common practices, since standardization allows for economies of scale. Achieving those economies then allows us to provide for an appropriate level of local autonomy."
We asked MacDonald: How should a firm determine what parts of a culture to define as common? "Simple," he replied. Managers should pay attention first to business needs and processes that in practice will be more or less applicable universally, and that once instituted can help underpin a firmwide culture. For instance, everyone around the world needs to be paid, so most firms can adopt common payroll programs. Initially, I.B.M. had 37 different payroll systems in Europe, but as the company cast about for a common practice, it wound up adopting a single program pioneered in a small European country for the entire organization, with common pay practices. "Our compensation practices are common, all triggered off the same compensation principles," MacDonald said. "All executives are on the same common plan, as are all employees." Or take leadership. As MacDonald noted, "A leader is a leader is a leader, no matter where in the world you are." I.B.M. defines foundational competencies for all leaders, screening and selecting for those skills and developing a common nomenclature. It is this standardized structure that allows the firm to talk about an "I.B.M.'er" in a meaningful way across the globe.
Unify Around the Brand
To further our understanding of global culture, we met with a longtime senior executive at a major consumer products company based in India. (We are concealing the executive's identity for competitive reasons.) The executive offered a slightly different perspective on how a firm can become a truly global company rather than merely a multinational. He emphasized the importance of building around a global brand and using that brand as a means of defining internally what a company stands for. "From what I've seen, defining companywide vision and values is vital, and a brand is the perfect vehicle," the executive remarked. "Are you an American company going international, or are you truly a global company that has to its core the values and vision you need to bring people together?"
The executive's company defines its strong global culture around a few very simple values contained in its brand identity: integrity, caring, the mission of enhancing the human experience. The executive related how extremely helpful these few choice words had been in creating a global work environment galvanized around a clear brand message. With these universal concepts in the air, people at all levels of the organization were able to plug into a common purpose, regardless of geography. They were working together better because thanks to selective hiring and promotion, they all shared a common mind-set about what is important, a mind-set that activates emotions on a deep level. "Anywhere you go in our company, you find people who understand and love our brand, the same kind of high-energy people, people who understand local nuances and passions and culture, people who know what makes customers tick," the executive noted. "It's a young, vibrant environment, high energy. This is the same anywhere you go in the world. It's our culture. All because we've all bought into our mission."
That is not to say that the values of the executive's firm are expressed the same way in every geography; quite the contrary. As evidence of that, he cited his company's consumer marketing, which played an important role in reinforcing brand values — in every country, consumer marketing is placed in the context of local holidays and customs.
"For us, creating culture is in part about festivals, about common beliefs, common passions," the executive said. "It's something that is unique to your local culture but that has the values of friendship, giving and family. We're respecting the local culture in our brand, not force-fitting it. You take the local festival and adapt it around the common platform." In other words, the executive was advocating the kind of cultural centralization MacDonald of I.B.M. spoke of, but placing special emphasis on the flourishing of local styles and tastes.
Unifying Leaders
Having gotten the views of practitioners, we were curious to see what academics with expertise in global cultures would contribute. One academic who has studied corporate culture in depth and conducted research inside companies is Richard E. Boyatzis, a professor of organizational behavior at Case Western Reserve University, in the United States. Boyatzis, who has published widely in the areas of emotional intelligence, behavior change, competencies and leadership, quickly identified for us a reason that global culture is so important to companies. "There are certain competencies, behaviors and attitudes that excite and engage people every day, that help them feel more valued, respected and comfortable," he said. "And these competencies, behaviors and attitudes are the same, no matter where an employee's office is located or what national culture they belong to." The problem is that companies do not appreciate "the universal qualities of leadership" all that well, and thus do not do enough to build global cultures around them, he said. "We need these universal building blocks of leadership present in the culture. When they're not there, firms go astray. What could be outstanding performance becomes average."
"The key is to create environments, through sound leadership, that rejuvenate people spiritually, that encourage playfulness, experimentation, creativity and the free flow of ideas," he said. Citing research in fields like psychology and neuroscience, Boyatzis notes that it is often the buildup of chronic stress that prevents people from performing. "The data is very clear that when you stimulate the sympathetic nervous system, you impair people, cognitively, emotionally and perceptually. You get into groupthink. You look for ideas that confirm your expectations. As a result, you can't make good distinctions or decisions. So, global firms need systems and policies in place that encourage the right kind of leadership behaviors — behaviors that renew the people around them."
Pulling this off is complicated, but for starters Boyatzis recommended paying closer attention to executive training. "Teach people to coach with compassion instead of coaching for compliance," he said. "A 30-minute session in which a manager asks you to communicate your dreams and hopes is far more conducive to creative decision making than 30 minutes in which a manager merely checks off whether you've performed certain expected job tasks." Likewise, Boyatzis counseled the implementation on a global basis of more inclusive decision-making processes within firms. Companies might also want to take a new look at the mechanisms they use to assess performance. "The scientific literature is now starting to say that we should ditch the annual performance review, as this just puts people on the defensive, increasing stress and closing people down on a neurological level. We need much more positive ways that communicate inclusion and instigate creative conversations." The process might vary across geographies, involving a more objective, matter-of-fact conversation in places like Germany, or a more intimate, emotional conversation in places like Japan, Korea or Riyadh, Saudi Arabia. Still, MacDonald's basic point still held: Define cultural practices in the workplace universally in ways that energize people and optimize their performance.
Christine Pearson, a professor at Thunderbird School of Global Management also in the United States and an expert on workplace civility issues, offered additional ideas about how to foster more creativity and openness within a diverse work force. As she pointed out, a persisting arrogance and sense of cultural superiority — the notion that "HQ always knows best" — still looms as one of the biggest stumbling blocks. "I see it all the time in my consulting work," she said. "And often, managers guilty of arrogance aren't even aware of what they're saying. But their partners across the cultural divide know." Pearson's advice: more formal training in the kinds of leadership skills Boyatzis described. Help people understand that they need to go the extra mile to avoid the "HQ" mentality. And train people to listen better, wherever in the world they happen to be. "People have the best-laid plans when they go into a country, but they're not listening to what has to be adapted," Pearson said. "There is a huge upside if we can put human resource investments in place to change that."
All this discussion of empathy, respect for cultural diversity and leadership skills in general got us thinking about managerial identity. Might part of the challenge in building a truly global enterprise rather than merely a multinational one be to get mid- and senior-level managers to think of themselves as true global managers? This is challenging, since each of us views the world from a perspective informed by our particular geography, and we do not always understand how we project our own rituals, customs and ways of thinking on every-one else. We remembered something MacDonald of I.B.M. had said: "We teach that to be an I.B.M. executive, you don't necessarily have a line of business or geographic area that you own. Rather, you're expected to think as a global executive. The first and crucial step is an appropriate orientation so that people understand that role. People at the top need to be sensitive to the fact that certain cookie-cutter approaches don't work for everyone. They need to feel that to the core."
To understand better what companies might do to foster a global manager mentality, we returned to some practitioners. We discovered that firms have deployed a number of tactics beyond the obvious one of offering foreign assignments. According to MacDonald, I.B.M. used what it called GET — for globally enabled groups of people from developed countries who, once assigned to a growth market, help local teams navigate through I.B.M. Successful firms also often created diverse teams of people who collectively work to open new markets. When working for another company earlier in his career, the executive of the consumer products company based in India helped establish a presence in a new international market as part of a multinational team with members from four countries on two continents. He has used this strategy repeatedly throughout the world in his current position. He told us this diversity creates a high-performance environment by prompting each member of the team to take on the role of cultural explorer; each contributes his or her own insights while also remaining open to other perspectives. Other techniques for instilling global perspectives in managers include investing in conferences and other occasions for in-person meetings, hiring senior executives with strong global experience and transplanting executives from developing markets to developed markets, as well as the other way around.
Fostering a global mentality among managers does not necessarily mean bringing in expatriates to do everything. According to an executive of another global enterprise, many large firms miss out on a lot of talent by failing to hire and promote competent local managers. "Give credit to local people who have built businesses but might not have the international exposure," she said. "Grow the local talent, groom it. Companies would do well to mix it up more."
Ron Somers, president of the U.S.-India Business Council, related that companies also needed to take care to build a certain amount of adaptability into their managers' global identity. "It's a cliché, but in India, succeeding in business is still about things like relationships, families, remembering names, a certain graciousness, sending cards, remembering to wish someone a happy Diwali," he said. "How you behave builds trust, and makes senior people on the Indian side comfortable that you're serious about doing business." Arrogance is especially deadly; as Somers noted, concerns around neocolonialism still run deep. "Indians hate people coming from the outside, especially from America, trying to dictate terms and tell India how to behave and perform. They need to see you paying close attention to what they have to say and meeting them where they are. If you come in trying to play hardball, deploying the kind of high-pressure or aggressive tactics that are normal in the United States, you're dead."
Somers' point about adaptability seemed dead-on to us, especially in light of our academicians' emphasis on empathy and open-mindedness. Yet as we thought about it more, we reasoned that limits exist to adaptability, and what companies also need, if they are to hold everything together, is a sense of the larger goal. If a company's goal is to be the world's biggest consumer products company, then the culture has to recognize that in each geography, the tools, methods and behaviors employed to achieve that end will differ. But that goal — most likely inscribed in the company's brand — will always remain the same. Further, it must be communicated well to and accepted by teams across geographies. Global goals, then, are just as vital a part of global culture as common practices and values.
Having finished our inquiry into global culture, our heads were spinning. But, had we arrived at our goal — identifying a framework for taking action around global culture?
Certainly we had uncovered some potential guidelines for becoming a global company rather than just a traditional multinational. As Boyatzis and Pearson suggested, even the most successful enterprises could stand to emphasize the softer side of culture more, training employees at all levels to interact in ways that engage people with diverse viewpoints and backgrounds, rather than putting them on the defensive. In addition, we learned that firms should continually strive to define common practices and values to the extent possible, encouraging local variation to the extent possible. And they should nourish a global mind-set within their work forces, making the most of Western-trained and local talent, even while keeping an eye on a single organizational goal.
We boiled all this down to a framework we call "Seven Keys to Enhancing Your Organization's Culture." Originating in the experience of professionals on the forefront of globalization, these seven keys enable firms to break free of the headquarter-centric mentality and develop advantage through a strong, inclusive and collaborative global culture.


Anyone have statistics for multiple IUI success?
So, I'm due to be getting my first follicle check this week, and my first IUI to follow accordingly, but I'm wondering if anyone had some statistics I haven't been able to find.
What are the statistics for couples who do 3 IUIs? As in how many couples concieve during any of 3 IUIs?
For me, I feel like it would be better to focus on a larger, longer term statistic going into our IUIs than to focus on a small number like 8%.
Let me know if y'all have any leads. Thanks!
Re: Anyone have statistics for multiple IUI success?
I think the multiple success rate for IUIs will depend largely on the reason for the advanced techniques being used. If its PCOS diagnosis, IUI success rate is higher than unexplained IF. It is my understanding that the IUI success rate for multiple IUIs is like that a typical couple without any infertility issues (20% per month max, 50-60% max after 3 months?).


text:
Q: loading a backbone.js collection on html page load I have a question about the architecture of a backbone.js web app. Let's say you are creating a movie collection webapp. You would use a Model for a movie and a Collection for your collection of movies.
The view for the collection is basically a load of li's.
In order to make the webpages indexable by google you would allow it to work without javascript and get rendered on the server side. So that going to mydomain.com/12 would on the server side build up the html li elements for that collection.
If you then wanted to use backbone.js to modify the collection, you would need to load the data into backbone. What is the best way to do this? Two ways I can think of doing this is...
1) use jquery to iterate over the li elements reading the data into backbone - the problem with this is that the html probably only contains the movie names, and not the movie id's /director information that might be needed in the backbone model. I suppose that data could be included in the html and hidden using css.
2)throw away everything in the list and reload it from the server using ajax - which to me seems like a waste since all the data could have been sent on the first page load.
Are either of these methods good practice? If not, how should it be done?

A: Jeremy Ashkenas, author of Backbone, recommends that you print the model data as JSON in the page, and load it as an object:
<script>
  Accounts.reset(<%= @accounts.to_json %>);
  Projects.reset(<%= @projects.to_json(:collaborators => true) %>);
</script>

See Backbone FAQ - Loading Bootstrapped Models.


text:
Q: How can i make 'li' s width equal in the same column but different row, bootstrap? I am using angularJS and bootstrap. I don't want to use table so I am using div tags. I have a row for headers and there is a row for data. That row is dynamic, I mean it calls data from service using ng-repeat. My problem is the data cell width in headers row and data cell width in other rows are not equal like a table.Here some code example:
.attributeHeaderList {
    padding: 0;
    margin: 0;
    background-color: #d6d6d6;
    text-align: center;
    text-decoration: none;
}

.attributeList {
    padding: 0;
    margin: 0;
    text-align: center;
    text-decoration: none;
}

.attributeHeaderList li, .attributeList li {
    border-right-style: inset;
    line-height: 35px;
}

.attributeHeaderList li:last-child, .attributeList li:last-child {
    border-right: none;
}

Age

Gender

Weight

24

m

80

This is the result. I want columns have same width. For good viewing please use EXPAND SNIPPET button. Thanks for any helps.

A: Use the Bootstrap grid columns in the lists..

Age

Gender

Weight

24

m

80

Also, don't use nav-justified as that will make the LI different widths depending on their content.
http://www.codeply.com/go/DMjvcwF648

A: Here you have working snippet:

.attributeHeaderList {
    padding: 0;
    margin: 0;
    background-color: #d6d6d6;
    text-align: center;
    text-decoration: none;
}

.attributeList {
    padding: 0;
    margin: 0;
    text-align: center;
    text-decoration: none;
}

.attributeHeaderList li, .attributeList li {
    border-right-style: inset;
    line-height: 35px;
}

.attributeHeaderList li:last-child, .attributeList li:last-child {
    border-right: none;
}

<link href="https://maxcdn.bootstrapcdn.com/bootstrap/3.3.7/css/bootstrap.min.css" rel="stylesheet"/>

Age

Gender

Weight

24

m

80


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text:
Faith, hope and secularity: Ireland on brink of change as church power wanes
Ireland goes to the polls an increasingly liberal country – yet religion's place in state education is staving off the decline of the Catholic church
Harriet Sherwood in Dublin
@harrietsherwood
Wed 17 Feb 2016 02.00 EST Last modified on Tue 28 Nov 2017 21.22 EST
A procession through Buncrana in County Donegal, Ireland on the feast of Corpus Christi. The archdiocese of Dublin commissioned research showing attendance at mass is to fall by a third by 2030. Photograph: Alamy
Mike McKillen was delighted to have his granddaughter's help in digging the garden. But as a small creature wriggled out of the damp earth, the retired science professor was less pleased to be told by five-year-old Cara: "God made this worm."
"She has been in school for a few months only, and already she is imbibing the idea that God created everything. This worries me a lot," said McKillen, 72, who still teaches bio-chemistry part-time at Trinity College Dublin. "I don't want her to be indoctrinated."
Cara and thousands of other Irish children have little choice but to be educated by the Catholic church, which runs more than 90% of Ireland's primary schools. But with an increasingly liberal and secular population, the church's control over such huge parts of Irish society is weakening.
Ireland's party leaders round on Gerry Adams in TV election debate
Ireland's last census, in 2011, showed a big rise in the numbers of non-Catholics. Although those identifying themselves as Catholic were still the vast majority of the 4.5m population, more than 6% – 277,000 people – described themselves as atheist, agnostic, lapsed or of "no religion". The number was an increase of almost 50% since the previous census in 2006; the next census, due in April, is expected to show an even bigger rise.
Migration has also led to significant increases in the numbers identifying as Muslim, Orthodox, Pentecostal, Hindu and Buddhist.
Ireland's shifting demographics, religious beliefs and social attitudes have major implications for the Catholic church and the state, which have been intertwined since Ireland was partitioned and the south won independence from Britain in 1922. The church's unyielding views on marriage, divorce, baptism, contraception, abortion and homosexuality are increasingly being challenged or simply ignored.
Yet as the power of the pulpit wanes, particularly with the millennial generation, Catholic influence on the state endures. Despite an astonishing 62% vote in favour of same-sex marriage last May, making Ireland the first country in the world to endorse marriage equality through a referendum, the church still holds sway in spheres such as education and reproductive rights.
Ireland goes to the polls on 26 February in an election dominated by the economy and crime. But candidates are also facing questions about religious education and the prospects of a referendum to repeal the near-universal ban on abortion.
A mural on the side of a building in central Dublin. Ireland legalised same-sex marriage in May 2015. Photograph: Shawn Pogatchnik/AP
"There is definitely appetite for social change and liberalisation – although perhaps 'normalisation' is a better word," said Daniel Faas, head of the sociology department at Trinity College Dublin. "Ireland is rapidly becoming more liberal and tolerant. The sermons preached against same sex marriage were ignored by many voters last May. In the space of 22 years, since homosexuality was decriminalised in 1993, Ireland has gone from that extreme to embracing same sex marriage. The power and influence of the church has eroded – and it needs to reflect on that."
A few months ago, the archdiocese of Dublin commissioned research from a global consultancy firm, Towers Watson, to forecast the church's trajectory over the next 15 years. Its findings made bleak reading for the church, which declined to speak about the report to the Guardian.
Attendances at mass are set to fall by a third between now and 2030, on top of a 20% drop between 2008 and 2014. The church can expect to recruit one new priest under the age of 40 each year. As incumbents retire or die, there is likely to be a fall of up to 70% in the number of working priests, and about three-quarters of those remaining in post will be over the age of 60. The church must consider recruiting priests from other countries and encouraging existing priests to work beyond the age of 75, the report said.
Baptisms were predicted to remain stable, but the report noted that this may be explained by "the preference given to children who are baptised when enrolling in Catholic primary schools. If this requirement is removed at any point prior to 2030, we believe there is likely to be a decline in the number of baptisms each year."
This last issue is at the core of the campaign to reform Ireland's school system. The Catholic church runs nine out of 10 state-funded primary schools, and about half of secondary schools. It sets criteria for admitting children and recruiting teachers, and determines religious education and instruction.
Unbaptised children are unable to get places in over-subscribed local schools, forcing their parents to look further afield from their homes in ever-widening circles. The result is long school runs and children separated from friends and their communities. Many non-religious parents find it easier simply to swallow their misgivings and baptise their children.
Jodie Neary, the mother of 18-month-old unbaptised twins Evyie and Mia, said: "The school system is the last stronghold of the Catholic church in Ireland, so it's very important to them. I've never considered baptising the girls, but I know people who baptise their children just to make sure they can get into the local school. It's very common."
Pro-choice Irish women go public on being 'exiled' by need for an abortion
Neary knows she is narrowing the options for her twins' schooling by refusing to baptise them. "We pay our taxes but we're not being catered for. Everyone should have a right to education," she said.
Non-Catholic parents whose children are admitted to church-run schools have a legal right to withdraw their sons and daughters from daily religious education, or "faith formation" as it is known. But often such children are simply sent to the back of the classroom to read a book. And, in many schools, religious belief permeates other subjects, including science, geography, history and art.
The Guardian spoke to parents who reported children being assigned prayers for homework, given religiously-themed artwork and reading books, taught creationism on nature walks and enlisted in the construction of "prayer stations" with religious icons on school premises. "It's hard to challenge this – you don't want to be the parent who turns up every day to argue with the teachers," said one.
Last month, the outgoing education minister, Jan O'Sullivan, abolished Rule 68 which gave religion lessons a privileged status in primary schools, ensuring 30 minutes a day was devoted to faith formation. The move followed a poll showing 85% of primary heads believed less time should be spent teaching religion.
O'Sullivan said the rule was anachronistic, adding: "I'm glad it's gone." In response, the bishops' council for education said the teaching of religion in Catholic schools would not change. "The minister's announcement does not alter the ethos of Catholic schools and that this ethos will continue to find expression in all aspects of the life of the school," it said in a statement.
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A recent opinion poll, carried out on behalf of Equate, which is campaigning for reform of the school system, found that almost two-thirds of respondents back change. Almost half – 46% – would not choose a Christian school for their child if they had a choice, and one in five is aware of someone who has baptised their child in order to secure a school place. There was little difference in the responses of those living in towns and cities and those in rural areas, undermining claims that pressure for reform is confined to more liberal and diverse places such as Dublin.
Educate Together, which runs 77 non-religious state primary schools in Ireland – 2.4% of the total – says it cannot meet demand for equality-based education. "We are very significantly oversubscribed," said the chief executive, Paul Rowe. "There is a huge thirst for an educational environment based on equality and respect for all. We could easily open another 25 schools to satisfy demand right now."
Michael Barron, director of Equate and a longtime advocate for LGBT rights, said: "The desire for change is massive, and I think we'll see an even bigger shift over the lifetime of the next government. You can't say we're a progressive country that prides itself on equality while discriminating on religious grounds in schools."
Last month, the United Nations committee on the rights of the child called on the Irish government to take concrete measures to increase the availability of non-denominational or multi-denominational schools and to eliminate discrimination in schools admissions, the latest in a long string of UN bodies to demand change.
The UN has also called for a repeal of Ireland's constitutional ban on abortion in almost all cases, known as the "eighth amendment". Opinion polls in Ireland have consistently shown majorities in favour of allowing abortion in circumstances such as rape, incest and fatal foetal abnormality. A poll in November found 56% of respondents in favour of the referendum.
Activists believe that a grassroots movement similar to the one around same sex marriage in the runup to last May's referendum could produce a majority in favour of repeal, although they acknowledge that the Catholic church would put up a tough fight.
The Guardian view on Ireland's election: more of the same may not be enough | Editorial
"The politicians are very conservative on issues that the church has strong views on," said Michael Nugent of Atheist Ireland. "So the population moves on. It skips the stage of trying to change things in law, and people move with their feet on issues like divorce and abortion." Almost 20,000 women travelled from the Republic of Ireland to the UK for abortions between 2010 and 2014.
Assisted dying is another issue on which the church may face challenges in the future. The Humanist Association of Ireland is holding a conference later this month to discuss end-of-life issues, living wills and voluntary euthanasia. "We see the possibility of changes in the law on these areas," said director Terry Flynn.
McKillen, who has campaigned for the separation of church and state for 35 years, said change was long overdue. "The marriage equality referendum was an indicator of how far we've come," he said. "But the authority of the church is still institutionally protected, even though its moral authority has gone, apart from a rump of older people."
Educational reform and abortion are likely to be the big tests for Ireland in the coming parliament, he said. "The church/state nexus is going to be challenged."
The present schools system was "anachronistic and archaic, and needs fundamental reform". It was unfit for a democracy that this spring will celebrate the centenary of the uprising that led to its formation, he added.
He predicts that by the time Cara is an adult, "Ireland will have changed utterly". "The church is no longer in the ascendant. And once we get a system of education that isn't dependent on religious patronage, its influence will wane further. There is political momentum on this, and the policy makers cannot ignore it any longer."
• This article was amended on 17 February 2016 to update the first photo caption.


A Tridentine Mass (also called Extraordinary Form, or E.F.). The Priest uses the "1962 Missal" and we sing from the "Liber Usualis" where the chants of the Roman Gradual are listed in the order of the 1962 Missal.
A Mass per the rite started after Vatican II (also called "Ordinary Form", "O.F."or "Novus Ordo"). The "Roman Gradual" (or Gregorian Missal for Sundays only) is also used for chants. In the O.F., the congregation is invited and encouraged to sing and respond.
NOTE: In your parish, you may hear hymns in lieu of the Proper. See why by reading here: Four-Hymn Sandwich .
The other parts usually do not change, but may vary depending on the solemnity of the Sunday, or the language chosen by the celebrant.
Another important word: "Clericalism" is best defined by this article (click here) . Clericalism is what happens when "active participation" does not.
NOTE: This page was written primarily as a learning aid for the Congregation of the 5:15PM Mass for a New Evangelization at Mary Star of the Sea in San Pedro, CA. This is a latin Mass following the Ordinary Form (Novus Ordo).
59. […] After each reading, whoever reads it pronounces the acclamation, and by means of the reply the assembled people give honor to the Word of God that they have received in faith and with gratitude.


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A larp about power, privilege and those who yearn for it
"A libertine is one devoid of most moral principles, a sense of responsibility, or sexual restraints, which are seen as unnecessary or undesirable, especially one who ignores or even spurns accepted morals and forms of behaviour sanctified by the larger society. Libertinism is described as an extreme form of hedonism.[ Libertines put value on physical pleasures, meaning those experienced through the senses. As a philosophy, libertinism gained new-found adherents in the 17th, 18th, and 19th centuries, particularly in France and Great Britain. " – Wikipedia
The Libertine tendencies in French and British society largely died out with the series of societal upheavals that happened at the end of the 18th century. With the French revolution, the excess and extreme lifestyles of the nobility largely disappeared overnight on the continent. In some places it happened because the nobles were no longer in power, in others it was due to a fear of similar revolutions spreading to their area.
However, in England, despite the deteriorating finances of the kingdom led by the mad king George, many noble families still clung to enormous wealth and privilege. The Napoleon wars have not yet torn Europe apart, the strict behavior codes of the Regency era are not yet in place. Change is on its way, but it is not here yet. Libertines tells the story of a few of these old, privileged individuals who are still living life as if it was twenty years earlier. A last feast, a last attempt at scoffing at society's expectations and using all their privilege and power to try to find ways to be able to do the only thing that the Libertines found valuable – do exactly whatever you wished to do, without care for morality or norms.
Some of these Libertines even dress in old fashioned styles and use makeup just as if it was still the time before the French Revolution. Others dress at the height of fashion and the latest trends.
Historically Inspired
The larp is set in 1795 and is historically inspired. What this means is that we do not aim for strict historical accuracy but rather for the feel of the time period in question. This is particularly important when it comes to costumes. We allow any clothing styles from late 18th century (1780) and up to 1820. This means that the costumes can include Regency-larp costumes as well as those from the years when the larp is taking place. There will be more information about this in our costume guide which will be released later on.
Libertines will use historically inspired gender roles, and just like above, we will take some creative freedom in designing these. Even if the world outside the manor conforms to gender as it was understood and treated in 1795, some of the characters will be breaking these restrictions and be more free-spirited or nonconforming than society at large. This is particularly true for the gentry who are privileged enough in this closed setting that some of them will take liberties that stretch beyond their normative confines.
There will be characters of a diverse set of sexualities present at Libertines. In 1795, sexual identity as such was not a concept – sexuality was something you did, not something you were as an individual or as an identity. That means that judging someone over their sexuality was not really a thing. There are acts that are frowned upon, but they will not be very relevant at the larp except as part of some backgrounds.
In the larp, individuals of a diverse set of sexualities (As we perceive them today) will be present. The gentry who are hosting the party care little for who or what you are attracted to once the facades have fallen and the party has escalated beyond polite society's regular norms.
However, the couples that are formal couples at the larp will all be characters that are read as one man and one woman, since they are normative couples in the historical setting. That does not mean that they are of that romantic or sexual orientation.


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Drawing Circles by Sharon Little
Artist: Sharon Little
Title: Drawing Circles
This is pop music of a sort - although not the conventional sort. Often with instrumentation stripped back to the basics, this collection of songs has a subtle and understated feel to it. It is delivered with the minimum of fuss and the maximum impact.
The opening track "Everybody" is a rich sounding and lushly layered song that immediately gets your attention and makes you want to hear more. "Listen" is an acoustic number that allows Ms Little's to come to the fore and is a real treat; on the other hand "Follow That Sound" has a repetitive and almost primal beat that drives it forward in an ever rising swell of sound. "Spaceship" has a church influenced feel to it with great vocals from both Sharon and a trio of backing singers who provide the perfect soprano, alto and tenor harmonies that help make this the track of the album.
Sharon's surprisingly soulful voice adds a depth to the songs written by herself and producer/musician Scot Sax. It requires several listens to really appreciate, however it is worth the effort. It is certainly not quick fix music; it is music to be savoured at your leisure.
www.sharonlittle.com


Set in beautiful private woodland grounds, steeped in tradition this charming country house hotel a former hunting lodge built for the Dukes of Sutherland to enjoy the wealth of sport on the heather clad moors and rivers inland from Helmsdale. It is therefore no surprise that Navidale enjoys a reputation as a sporting hotel with many of its guests partaking in the same sporting pursuits as the Dukes.
Navidale lies half a mile north of Helmsdale, set in five acres of its own private grounds between the A9 trunk road and the foreshore. Navidale has long been famed for its hospitality, a warm welcome awaits you.
Privately owned and operated by Larry & Florence Seale who are passionate about their hotel, offer a high standard of comfort and service. Like that of a private country house they have encouraged a relaxed and informal atmosphere.
Larry & Florence have over twenty one years experience in the hotel industry, prior to coming to Navidale they owned an award winning hotel in England. Florence a self taught cook has won many competitions at National level. We like to think that her various food awards speak for themselves. It will be no surprise to learn that she is in sole charge of the kitchen, while Larry with his cheery disposition runs front of house.
It has always been their dream to own a hotel in Scotland in beautiful surroundings which they could invite their guests to share. They have achieved that dream in Navidale with its unrivalled setting. The combination of good food, comfort and ambiance makes Navidale a special place to visit.
"Thank you for taking the time to view our site, if you need more information please contact us if we can assist you in any way. We hope we will have the pleasure of welcoming you to Navidale in the not too distant future"


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Getting from survival to significance: an interview with Salesforce's Jeremy Waite about creating profits with purpose.
- 30th June 2015
- in 2015, INTERVIEWS
I've been seeking input into an exciting new project I'm undertaking with the folk at Like Minds – a book exploring the theme 'beyond customer centric'. This project includes a series of interviews with business thought leaders, and to kick things off we spoke to Jeremy Waite, Head of Digital Strategy, EMEA at Salesforce Marketing Cloud. He's just released his new From Survival to Significance book on Lulu, so that all the profits from sales can go towards teaching children to code. We were interested to see if and how his ideas about brands creating profits with purpose are linked to the 'beyond customer centric' idea we're exploring.
The interview was originally published on the Like Minds site, but I'm sharing it here as well as the theme is linked to my interview earlier this year with Google's Chris McCarthy about brand culture and social purpose:
Is it enough now to be just customer centric?
For Jeremy, it depends on what is meant by 'going beyond' customer centric – he says a lot of people in his company would argue that being customer centric is the only thing that matters. His take, and the reason he's written his book, is that there seem to be specific stages that brands go through from survival to significance via success. This progression covers what he calls the '5 Levels of Brand Leadership', and Jeremy outlines the challenges that brands face at each level and what it takes to get to the next level.
To reach the top and become a significant brand, Jeremy believes you need to transcend being just successful. For example, despite the superfast growth of the disruptive business Uber and its $40 billion valuation, he wonders whether it has the foundations for longer-term success if its model continues to put profit before people:
"There's a level that you can't get to on your own – the only people who can put you there are your customers. And this is where I believe the business world is going, to a kind of loyalty beyond reason where people don't care about what you sell, they care about what you stand for, and regardless of what price it is they're always going to follow you. So that's where you're not talking about purpose any more, you're talking about your mission. This foundation of philanthropy and what you stand for is much bigger than just making a whole lot of money."
That's why Jeremy doesn't think being customer centric is enough if you want to become a truly significant brand that inspires people. He believes there's a level above being successful that's about having a mission, which answers the question "What are we doing with all this money?"
"That's my book. It's essentially about profits with purpose – how do we make more money so we can give more away? – because that's what's going to inspire people and make a difference. I thought this would be a useful thing to talk about as it seemed to be the future of brands."
What was your inspiration?
Jeremy's book includes a long list of inspirational quotations running the gamut from Dale Carnegie to David Lee Roth. It also includes a comprehensive list of what else to read, what to watch and who to follow, as well as giving credit where credit is due.
I picked up on the 'loyalty beyond reason' theme fromLove Marks by Saatchi's Kevin Roberts who Jeremy cites. There also appears to be a link with the People Planet Profit theme of Peter Fisk's book that has informed the thinking of Anouk Pappers and Maarten Schäfer at Cool Brands, both of whom I've also interviewed as part of this series.
But it was the Maslow-like '5 Levels of Leadership' that most struck me, because it provides a framework for thinking about organisational development and growth that's akin to personal development and self-actualisation. This is something I have also spoken to Anouk and Maarten about, particularly Maslow's idea that we become better people by helping others, and how what applies to us as individuals should also apply to organisations. Jeremy seems to be coming at this 'humanisation' of brands idea from a similar place:
"The two people who basically inspired my book are John Maxwell and Rick Warren, both Christian pastors with big congregations. John Maxwell is now a leadership coach and he talks about five levels of personal leadership, which is rooted in Maslow. So that's where my five levels came from – I thought brands are now acting more like people so there are going to be a lot of similarities."
The bigger picture for Jeremy was Rick Warren's Purpose-Driven Life book all about how to become a better person:
"He just says people go through three seasons of life: they start off in survival, they get successful and then they become significant. He didn't really look into it in much detail, but I thought that there was something there and you could mash this up with John Maxwell's ideas and apply brand leadership to them."
Jeremy mentions the likes of Facebook with Internet.org or Philips trying to improve people's lives as examples of brands that reach a level of significance that is beyond just making profit. The tipping point for him was in December 2014 when Internet entrepreneur and former Twitter CEO Evan Williams launched his new company Obvious Ventures, saying:
"We're now going to only invest in companies who have profits with purpose. If you just want to make a shitload of money then get out, have an exit, that's fine but it's not for us."
Jeremy thinks that the next generation of brand leadership is where you've got to have profits with a purpose, and he says Yvon Chouinard at Patagonia sums up why better than most:
"Businesses need profits to survive. The less we make, the less we will have to give away, and the less other companies will think we have a mission that is worth imitating."
This leads to the key reason why Jeremy joined Salesforce: their CEO and Chairman Marc Benioff has embedded philanthropy at the heart of the company:
"When it comes to philanthropy, I have one pitch, and it's been the same since the founding of our company 15 years ago: the 1-1-1 model of integrated corporate philanthropy."
This commitment is important to Jeremy because he thinks there's a moral imperative to do business this way, rather than it being a Corporate Social Responsibility (CSR) initiative that gets dropped when budgets get tight. Nor is it about just making charitable donations for tax purposes. It's about a growing number of brands that are giving for genuine reasons, and he believes that those brands are the ones that should be considered the 'Love Marks', the cool or significant brands.
What about the intangibility of what it takes to be a significant brand i.e. to reach that higher level?Jeremy believes that businesses are at the point now where it's possible to know the value of every single interaction, so that you can measure every part of your customer journey and never need to waste any of your advertising.
Yet paradoxically, he points out, 80% of CMOs are overwhelmed and underprepared in the challenges they're going to face in the next five years, and 37% of executives are unable to measure the lifetime value of their customers. So rather than marketing being the most protected budget, as Jeremy thinks it should be, it's usually the first to get cut when things are tight because businesses don't think that marketing can be measured properly.
That's why the first four levels in Jeremy's book are about what needs to be put into place to get from one level to the next, from becoming obsessed with customers and using the right technology to knowing exactly what customers are worth and when they're worth it at every stage, in every channel, on every single device. Then, once all of that has been achieved, he says it's more about how to keep customers, particularly when there's a downturn. It's at this stage that he thinks the progression to being a significant brand becomes more intangible:
"It was Gary Vaynerchuk who got me into social in the first place, and one of the things I loved about him was what he said about ROI in social being bullshit because what's the ROI on your mum, or the ROI on your dog? How do you put a value on a relationship? What's the ROI of us having this conversation right now?"
Jeremy thinks Simon Sinek nails what it is to become a significant brand in his famous Start With Why TED Talk when he said that "the goal in business isn't to sell to people who need what you have, it is to do business with people who believe what you believe."
That's how Jeremy thinks the kind of loyalty beyond reason that Saatchi's Kevin Roberts talks about is achieved, and it's this that can provide businesses with the foundations for ongoing success and longer term sustainability – not least because it is the antidote to consumer distrust in a world where 77% of people say they don't want a relationship with a brand.
He hopes that his highlighting of brands that are going beyond just being financially successful to inspiring their customers through their philanthropy and higher purpose will help inspire other businesses to follow suit. That's not to say that significant brands always get it right ethically, or that their transgressions should be overlooked. However Jeremy thinks that inspirational examples shine a light on how the circle of customer distrust can be broken. This organisational equivalent of self-actualisation is something he believes is better for brands and everyone else, and necessary given the current societal and environmental challenges we all face.
Jeremy will be talking about his new From Survival to Significance book in London this Thursday as part of a Like Minds Fireside Chat, you can find out more about the event here. There's also more on his book here, including diagrams of his '5 Levels of Brand Leadership' along with the preface and introduction where he talks about his inspiration and outlines his framework.
Next up, I'll be speaking to Anouk Pappers and Maarten Schäfer at CoolBrands. In the meantime, check out Jeremy's Signifcants Brands manifesto over on the Like Minds site.
TagsAbraham MaslowAnouk PappersCorporate Social ResponsibilityCSREvan WilliamsFive Levels of Personal LeadershipGary VaynerchukJeremy WaiteJohn MaxwellKevin RobertsLove MarksMaarten SchäferManifestoMarc BenioffObvious VenturesPatagoniaPeople Planet ProfitPeter FiskPurpose-Driven LifeRick WarrenSaatchi & SaatchisalesforceSalesforce Marketing Cloudsignificant brandsSimon SinekTwitterUberYvon Chouinard
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