text:
Carrie Nikitin
Pam Terry
Valeri Bocage
Veronica Hunnicutt
Cristal Montañéz Baylor
Delia Rose Horwitz
Jo Ann Rotermund
Najjiyya Arnold
Alice Davidchack
Olivia Herriford
Edith Chima-Orji
Lorelei Kraft
Global Impact Map
Member Sponsors
Legacy Builder Veronica Hunnicutt
Powerful Women Take The Stage: Veronica Hunnicutt
Legacy Builder for Positive World Change
Personal Vision:
My personal vision for the world is to have families whole and complete by transforming them and eliminating impediments in their lives.
My currents projects are to work with the men's group to help them develop a Black/Multicultural men's retreat which will lead to a series of solutions-oriented workshops to ameliorate the plight of men in America.
Together the women's group of HG, Inc. will be looking at two workshops for the community: Self Actualization and Women's Relationships and Financial Literacy for Women. Finally, HG, Inc. will be scheduling its 1st Annual Unsung Community Heroes and Heroines Recognition Celebration and Holiday Party this year. I am trying to make sure that our members and the communities at large have the opportunities and resources they need to live full, committed, compassionate, and productive lives. Education is the key to success, so we provide forums, workshops, and conferences to enlighten individuals. This is how I hope to make a difference in the world. I am trusting in God to show me how I can make a difference in the community. I am working to transform the lives of youth, women, men, families, and communities in whatever way possible. The need to make changes in policy, the need to change the systems of racism, ageism, and sexism and all the other isms which have held all of us back are critical to me. The way we talk to and work with one another is of utmost importance to me. Operating out of respect and love, we can achieve anything. We need funding to promote and complete our projects. We need volunteers to help in the community.
Leadership Roles:
l. For Profit Leader - as CEO of HG, Inc.
2. Non-Profit/Social Awareness Leader - as the CEO and Founder of the Hunnicutt Foundation
3. Thought Leader - as a member of political organizations, including the Willie B. Kennedy Democratic Club
4. Community Leader - as the Chair of the Citizens' Advisory Committee for the Shipyard and Candlestick Park, as a member of the IC and Legacy Foundation (two community benefits programs from the developer Lennar Urban), and as a participant in other organizations, including as the Chair of the CRC for Minnie and Lovie Park in my neighborhood
PWI Connections:
I am so delighted to be a part of PWIC. Valeri is my joy and inspiration. She is a role model for all of us. Furthermore, being in the company and communicating with the other women of PWIC is very important to me. They are my sisters as we work to move things forward for women, families, and communities. I am blessed to be considered for this honor.
www.hunnicuttgroupinc.com
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Liberty Hill Independent
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Ladies complete sweep of Burnet
Featured, Sports
By The Independent, Liberty Hill
Junior guard Cera Dixon scores on a fast-break layup over a Burnet defender in Tuesday evening's 47-24 win over the Lady Dawgs. Liberty Hill is now 6-0 in district play after completing the season sweep of Burnet. (www.ThunderstruckPhotos.com)
By Joseph Garcia
BURNET – With a gym full of rabid fans, the Lady Panthers of Liberty Hill were up for the challenge of beating the Burnet Lady Dawgs on their home court.
The Burnet student body was wearing red in an attempt to psych out the Lady Panthers to remind them of last season's playoff loss to Salado and the fans wearing green were just as loud.
Coming off a dominating performance in a 71-18 win over Llano, the senior-laden team told Coach Matt Kirschner not to worry against Burnet because "we got this."
And get it they did with defensive tenacity and smart offense for a 47-24 victory over Burnet, improving to 26-4 overall, but most importantly 6-0 in District 25-3A.
With the win Liberty Hill built a two-game lead and holds the tie-breaker over as they completed the season sweep over Burnet, which moved to 4-2, 15-12.
"I was really uptight today because I was nervous," admitted Kirschner. "But the girls said 'believe in us because we got this.' I think that quote sums it all up. They were ready, focused and knew what they had to do."
The first quarter started like it ended — with a Liberty Hill three pointer.
Senior Lorrie Potts got the Lady Panthers started with a three from the corner and Jessica Green ended the first with a three of her own to cap a 16-point quarter for Liberty Hill (16-5).
In between the beginning and ending shots of the first, the defense did its job allowing only one made Burnet field goal. In transition the Lady Panthers forced errant Burnet passes that led to 11 turnovers and points for Liberty Hill.
In the second quarter senior Kourtney Bevers was on the floor scratching, clawing and fighting for every loose ball, only without the near fight. However, the quarter itself was a fight as scoring was hard to come by for both teams in a back and forth contest.
Nothing less than a rough game was either team expecting.
"Any time you play on the road in this series it's going to be hard," Kirschner said. "The girls came in extremely focused, probably the most focused I've seen them except for when they played in the regional tournament."
Liberty Hill missed its first 15 field goal attempts, but Green earned Liberty Hill a 22-9 halftime advantage via a layup with 43 second to play in the period.
The Lady Panthers defense allowed only four points and forced 12 more Burnet turnovers.
When the third quarter came around, so did the Liberty Hill offensive attack as the Lady Panthers outscored the Lady Dawgs 14-8 in the period with Bevers scoring half the points (seven). Green also added her second trey of the game to help push Liberty Hill to a 36-17 lead with one quarter remaining.
In the start of the fourth quarter Coach Kirschner wrote "eight more minutes" on the clipboard. A message the seniors took to heart.
"I told the seniors this is your last time at Burnet," Kirschner said. "I told the girls I don't want to come back and I don't want to take the chance of them being in our half of the (playoff) bracket. I don't want to play them again."
Senior Jordan Redmond absolutely dominated the fourth quarter as Coach Kirschner decided to feed her the rock in the post. Redmond responded with all nine of her points coming in three minutes including a play where she made the bucket and got fouled, prompting a fist pump from the senior.
"I was trying to get her some confidence," Kirschner said. "I also kept feeding her because I want people to see that our post players can score. I don't normally call it, but tonight I wanted to get it going."
Kirschner's decision to feed the post was to also give opposing teams another look. He is already thinking ahead about future opponents and did not want to show too much on offense.
"I didn't show any sets either," he said. "We had already won two new set plays and scored on both. So I didn't want to show anything else in case there were scouts in the crowd."
Liberty Hill was led in scoring by Bevers with 14 points followed by nine for Green and Redmond. Senior Taylor Russell added six in the win.
The Lady Panthers are now on a 13-game winning streak and boast three players powered by Bevers, Green and Russell – all seniors – who are averaging over 11 points a game.
In total, Burnet turned the ball over 41 times due to the swarming Liberty Hill defense. And with the crowd never letting down, neither did the Lady Panthers as they stormed to a 47-24 finish to go 6-0 in district play.
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LHPD: More can be done to keep kids safe at school
Freshman runner leads by example
Lady Panthers stroll through Salado
Goalkeeper-defender relationship critical to success January 17, 2020
OPINION: Discussions on the public business belong in a public forum January 17, 2020
EDITORIAL: It's time to step up January 17, 2020
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Junior High Robotics Club 'Mindstorms' for competition January 17, 2020
County's job growth prompts LHISD, City to create industry advisory board January 17, 2020
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text:
Charlie's gone
Questions, comments, criticisms and conundrums raised by listeners
488 posts • Page 6 of 33 • 1 ... 3, 4, 5, 6, 7, 8, 9 ... 33
Re: Charlie's gone
by John Crosby » Thu Mar 18, 2010 3:45 am
Just heard the news at 1.30am. Very, very sad.
Charlie was that rare thing. A decent human being. What you saw with him was what you got. I can't think of any time in my years of dealing with him, that I ever saw any ulterior motives or the kind of egocentric attitudes often found in the music business.
We first made contact when I was new to PR and working at Topic back in 1985. I'd sent him a new artist's tape (you can tell how long ago that was by the format) and after a couple of weeks I received a three page letter outlining his thoughts on the music. Though it wasn't really his scene -- English gypsy music -- he was interested in what I was doing and gave me some media pointers that proved useful. Without any thought of personal gain, he took the time to try and nurture new people coming along.
We got to know each other well over the years when I was working with Mariza, Yasmin Levy, Camille and others (all of whom benefited from his support). When I had a heart attack in 2005, he phoned and encouraged me to get well and back to work (not always an easy task when you have a near-death experience).
I'm too upset to write more other than that his opinions and insight are going to be sorely missed. RIP Charlie.
John Crosby
Location: Hastings
by Radio NZ » Thu Mar 18, 2010 3:58 am
Our deepest condolences at the loss of a passionate broadcaster and avid music fan. We remember fondly Charlie coming down to NZ in 2005 for a joint production to cover the Womad Festival here. We have also been broadcasting The World Of Music programme for a number years, and Charlie will have many fans and followers in New Zealand, and I'm sure around the rest of the planet. He will be missed.
John Pilley
Music Production Manager
Radio New Zealand
by Rob Hall » Thu Mar 18, 2010 4:03 am
worldserviceproducer wrote: Hello. I'm a producer on a BBC World Service news programme. We're obviously covering the fact that Charlie has passed away. I was wondering, given all the thousands and thousands of songs Charlie must have played on his shows, whether anyone who knew him can suggest a piece of music or a song that was one of his personal favourites, that we could play a bit of on our programme, The World Today.
Also, if anyone has any thoughts on the "must have" interview, the person we should really be interviewing about Charlie, please do say.
Ann, there has already been a similar request made here, for suggestions as to who might have something to say on the subject of Charlie's passing. The names of Peter Gabriel and Damon Albarn were mentioned. I would add to those suggestions the names of Ian A Anderson, Nick Hornby and Nick Lowe.
As for a piece of music that he loved, the first that sprang to my mind when I heard the awful news of Charlie's death tonight was "How Far To The Horizon" by Jesse Winchester, which Charlie chose as the opening track on his most recent "Honky Tonk" compilation.
Rob Hall
Location: Home, home on the range
by Yves Santoire » Thu Mar 18, 2010 4:18 am
Two hours have passed since I've heard the news, I'm numb...where to begin, I have no idea.
We have lost a formidable talent but, more importantly, a great man has left us.
Deepest appreciation Charlie,
Yves Santoire
Location: St-Hyacinthe, Québec, Canada
by dsocha » Thu Mar 18, 2010 4:30 am
I first began listening to Mr. Gillett while living in The Gambia as a Peace Corps Volunteer. His program was special to me. Mr. Gillett had a fondness for West African music that I shared. Through his program I learned of tons of musicians, and for that I am grateful. Thank-you Mr. Gillett for your lifetime of work. May you rest in peace.
dsocha
by Ken Josenhans » Thu Mar 18, 2010 4:51 am
Before 2000, Charlie Gillett was just a name to me, someone mentioned in the pages of fRoots magazine; he was obviously a significant figure in the music world I appreciated, but he was also pretty distant from America. Radio hadn't gone global yet unless you were a shortwave enthusiast.
I'm thankful that in the Internet era, I got to hear lots of Charlie's broadcasts on the net. First there was the very obscure and forgotten site www.wen.com -- I still treasure memories of summer late night drives through the Colorado mountains with cassette tapes of Charlie's WEN show. Later I could listen to the shows on BBC London and Radio 3. I loved listening to Charlie's voice, and the musical selections were always interesting. Still later came this forum, where we could bat topics around with Charlie and the assembled crowd. Really, it didn't seem like any distance at all any more.
Thanks to Charlie for all the energy, and enthusiasm, and community building.
Ken Josenhans
Location: Ann Arbor, Michigan, USA
by liz molony » Thu Mar 18, 2010 4:52 am
I've just heard the news and woken in tears to read these posts. What telling tributes to a great man and his lovable nature. It warmed my heart that someone so busy and known to so many could still find time to encourage a new listener. I am so grateful he encouraged me to use this website. What an opening to a whole new life this has been and how much I am going to miss his shows... his kindly voice that made you feel you were part of an intimate welcoming group, and his immense enthusiasm and knowledge.
Thank you Charlie for this wonderful journey and the music it's brought me. Don't lets lose the joy you shared.
My deepest sympathies are with his family and all these long standing friends here.
liz molony
by NickH » Thu Mar 18, 2010 5:19 am
Belatedly catching up with the many comments and tributes to this terrible news. Like John Peel, Charlie was one of the great radio broadcasters. After more than 30 years of listening to him on the radio, it's really hard to believe he has gone.
Some lovely Radio 3 footage of Charlie welcoming guests to his 2009 Womad broadcast on the link below.
http://www.youtube.com/watch?v=rtIHb9ihj38
NickH
Location: Brixton
by joel » Thu Mar 18, 2010 5:47 am
My deepest condolences to Charlie's family. He will be missed.
Location: Toad Hall
by John Leeson » Thu Mar 18, 2010 5:57 am
A note from Toronto...
Like some others, it's hard to write anything now to express the loss I feel, and appreciation for what Charlie has meant to me.
I never met him, but given my love of much of the same music, his presence in so many forms over years (decades) was was so important to me it is indeed a very personal and painful loss.
From the time I picked up The Sound of the City back in 1971 or 1972 to listening every week to his various radio shows over the Internet, to his presence on this website and forum website, his presence, and his personality seem to have been a part of my life.
I was surprised to be contacted tonight by the BBC World Service for a brief interview... I think it was partly because they needed to find people somewhere in the world available to talk at 2am UK time! I don't know if I added anything, but I was glad to talk about Charlie, as I had earlier in the evening with friends here.
It's a pitifully poor understatement to say I will miss him. My sincere condolences to his family and to those around him.
John Leeson
by jayaram » Thu Mar 18, 2010 6:16 am
I am deeply saddened by the news that Charlie Gillett has died. I owe my love of World Music entirely to Charlie Gillett and to Andy Kershaw before him.
The BBC greatly influenced my tastes in Western Classical music and opened my ears to the great music of West Africa, South America and many other parts of the world.
Charlie Gillett's show has been the only music programme on the World Service that has interested me, now that Western Classical music has been pulled for many years.
I dearly hope the BBC will keep that slot and hand it over to Lucy Duran, Lopa Kothari, Mary Ann Kennedy or Verity Sharp.
That would be the best way of keeping Charlie Gillett's memory, and his valuable legacy, alive.
N. Jayaram
jayaram
by ralphyt » Thu Mar 18, 2010 8:58 am
such sad news on a beautiful spring day.
i was fortunate to meet the great man once and i think it said everything about him. i was sat behind a raffish silver-haired gentleman at a gig a few years ago. fortified with dutch courage i tapped him on the shoulder and stumbled out the words "excuse me, aren't you cg?". he was charm personified and put me completely at ease and, i seem to remember, asked me most of the questions!
as we were leaving the gig, someone tapped me on the shoulder. it was charlie again and in the melee of people rushing to get home he made a point of thanking me for introducing myself to him earlier in the night. what a gent! to say it made my day - nay year - is an understatement.
charlie, thanks for everything. you revived my jaded musical palette and many others, i suspect. thanks for making my days considerably brighter.
ralphyt
by Laura Lee Davies » Thu Mar 18, 2010 9:14 am
As a teenager growing up in London, Charlie was an inspiration. I even had his photo alongside the likes of Julian Cope and Ian Dury stuck on my school songbook.
Over more recent years I got to know Charlie when our paths crossed at various points at the BBC. How great to find what a lovely person he was, always enthusiastic and generous with his advice and thoughts and forever driven by his love of MUSIC.
It is incredibly sad that we have lost him from this world, but how wonderful that all of us have been touched by his energy, passion and ideas - this will never be lost for so, so many people all around the world. A beautiful voice we will never forget.
Laura Lee Davies
by Ronald » Thu Mar 18, 2010 9:39 am
I am still stunned after reading the news about Charlie. I read that he suffered from heart failure but I thought you could grow old with it. Apparently his condition took a turn for the worse. What sad sad news. My condolences to his family, may he rest in peace.
by wolfmountains » Thu Mar 18, 2010 9:40 am
I have just read this on the BBC News website and it's very sad news. My musical tastes span a great number of genres and whilst I have my favourites, it was Charlie more than anybody who taught me to look outside what we'd probably call the 'Western World' and who opened my mind up to music from all four corners of the planet. A truly inspirational broadcaster.
wolfmountains
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text:
all about Steve Jobs.com
Steve at Work
Steve on Stage
Steve at Home
Steve Jobs was a workaholic and had the reputation of being a tyrant. Find out the real story of Steve Jobs as a colleague and a boss.
Steve at Apple
Steve at Pixar
Apple's culture
Steve's workday
Steve Jobs had the reputation of a hot-tempered manager throughout his life.
As early as 1987, the New York Times wrote: "by the early 80's, Mr. Jobs was widely hated at Apple. Senior management had to endure his temper tantrums. He created resentment among employees by turning some into stars and insulting others, often reducing them to tears. Mr. Jobs himself would frequently cry after fights with fellow executives".1
Some twenty years later, Michael Wolff's description of Jobs was little different: "There's the mercurialness; the tantrums; the hours-long, dictator-like speeches; the famous, desperate, and transparent hogging of credit; and always the charismatic-leader complex [...], through which he has been able to seduce and, subsequently, abandon so many of the people he's worked with. He may be as troubled and unsocialized (and, too, as charismatic) a figure in American business life as anyone since Howard Hughes". Yet Jobs was also approved by 97% of Apple employees according to the website Glassdoor.
Steve Jobs circa 1988
by Naonori Kohira
The goal of this article is to explore that aspect of Steve Jobs in greater detail, and paint a broader and more accurate picture of what kind of manager he was.
What did Steve Jobs do at Apple?
Steve Jobs was not your typical Silicon Valley CEO. Unlike most tech companies founders, he had neither any engineering experience nor any business training. After all, he dropped out of college after one semester! Few people know that Steve Jobs was never CEO of Apple in his first run there: the company was run by older executives and investors, and Steve Jobs actually helped them hire an experienced, 'well-rounded' CEO in 1983, John Sculley. However, Jobs was kicked out of Apple by Sculley two years later and he watched him bring the company to naught during his tenure.
The lesson he learned from this painful experience was to trust his own beliefs and values, and completely disregard the conventional views on how to run a company, including the traditional duties of a CEO. He delegated those duties to members of his executive team, most notably his second-in-command and eventual successor, Tim Cook, and focused on what he was best at: creating products, recruiting, marketing, and of course, being the public face of the company. He described it in a 2004 interview: "I get to spend my time on the forward-looking stuff. My top executives take half the other work off my plate. They love it, and I love it."2
Steve Jobs had a very hands-on approach to product design, which was arguably the favorite part of his job. He famously often came down to the Industrial (i.e. hardware) Design lab to spend time with the designers team and give his opinion and guidance on their prototypes. This was also true of every software UI designer, who would quickly know what her über-boss thought of her work. In fact, product review sessions took up most of Steve Jobs's workday.
Apple key SVPs involved with iPod pose with Steve Jobs in the Industrial Design lab: Tony Fadell, Jon Rubinstein, Jony Ive and Phil Schiller, 24 Oct 2005
Jobs's reputation as a tech visionary originates not only from the reliable stream of breakthrough products that have come out of Apple in the last decade, but also from an observation from his closest colleagues. They recount countless times when he took a decision out of the blue, without any rationale, which turned out to be true. Ex-Apple employee Frederick Van Johnson explained it in the book Inside Apple3: "Because he has that insight. You know, he's Steve. And you're like, how did [he] even know that? [He's] absolutely right. And it's not even blowing smoke. Normally, he has some sort of weird insight where he just knows." Even Bill Gates acknowledged how impressed he was by that instinctual grasp of technology that Steve Jobs seemed to have.
Jobs himself also knew he was often right and made himself Apple's ultimate end user. He often used Henry Ford's quote on people wanting a faster horse to justify Apple's very scarce use of focus groups — but the truth was that he, the CEO, was the company's focus group. He tested thoroughly new products and came back with imperative feedback for the development team. If you've ever wondered why some Apple products, such as the Numbers spreadsheet program or the Xserve, seemed to stall in development, it's because Steve wasn't interested in them. This is actually a complaint that some Apple engineers have formulated over the years. Steve had his executive team focus intensely on 3 to 4 projects over a period of time — and if your project was outside their realm, you were out of luck.
Apple's public image
Steve Jobs had a unique talent for marketing in general, and advertising in particular. Just like his ability to anticipate the consumer's needs and wants, he could guess which marketing messages would work, and which wouldn't. He acknowledged this talent early on, as exemplified by the famous '1984' Macintosh ad that he insisted Apple did despite the board members rising their eyebrows: that commercial is now routinely called the best of the 20th century.
Steve Jobs surrounded by Ken Segall (left) and Lee Clow (right) of the TBWA\MAL ad agency, at the 2000 Effie Awards, 7 Jun 2000
On his second tenure at Apple, Jobs would hold weekly meeting with his top marketing people, and the heads of TBWA's small division which only handles the Apple account, TBWA\MAL. Says Lee Clow, the chairman of MAL and longtime friend of Steve Jobs: "There's not a CEO on the planet who deals with marketing the way Steve does. Every Wednesday he approves each new commercial, print ad, and billboard." This is how obsessed with Apple's image he was.
But it did not end with the ads and the marketing copies. Jobs also often called journalists to give his opinion on their articles on Apple, usually to complain about bad reviews or even the slightest criticism. Calling people up was actually very Jobsian, and he would also phone artists personally to get them to play at Apple events or in commercials, as well as competitors or prospective hires.
Hiring was actually one of his most important roles at Apple. He explained his philosophy in the 1980s already: "A players hire A players," he told the Mac team. "B players hire C players. Do you get it?" He kept this philosophy that his job was to find the best possible people, to have them hire excellent people too, throughout his life "My #1 job here at Apple is to make sure that the top 100 people are A+ players. And everything else will take care of itself. If the top 50 people are right, it just cascades down throughout the whole organization", he told Time in 1999. He personally oversaw the hiring of all top executives, and even some talented engineers or designers, calling them up directly to leverage his celebrity status. Some famous examples of this are his trying to hire (or acquire) the Panic4 and the Dropbox5 teams.
Jobs carried through this vision of the 'top 100' people at Apple by an annual event which he called the 'Top 100 retreat'. He took with them the Apple employees he felt were the smartest — not always the highest-ranked, mind you — and they all left to an undisclosed location where he would present them his strategy for the coming year and the long term, and try to have their feedback on it. The Top 100 created something of a caste at Apple: there were the 'Top 100' — the chosen ones that Steve would take with him in the proverbial life raft if he were to start Apple over again — and there were the others.
Steve Jobs leading a NeXT brainstorming session, 8 Sep 1986
That vision thing
Of course, it was Steve Jobs who set the direction for all of Apple, together with his executive team (nicknamed 'ET'). The ET consisted of the top 10 executives of the company, including COO Tim Cook, SVP of industrial design Jony Ive, SVP of iOS Scott Forstall, SVP of worldwide marketing Phil Schiller, SVP of Retail Ron Johnson, SVP of Internet services Eddy Cue, SVP of Mac hardware Bob Mansfield, and CFO Peter Oppenheimer. They met with Steve every Monday morning, and reviewed all aspects of Apple, discussing every issue and taking decisions. All the power at Apple was concentrated in these meetings — it didn't lie with the board.
As Adam Lashinsky put it, Apple is "a command-and-control structure where ideas are shared at the top" i.e. at the Monday executive meeting. All groups would work hard on presentations for the Monday meeting where they knew the fate of their product was at stake. Steve Jobs was famously open to the executives' arguments and ideas at these meetings. For example, they convinced him (after a long while) to open the iPhone platform with the App Store... But once a decision had been taken, there was no discussion in the rest of the company: they had to execute
The best spokesman in the world
Steve Jobs became famous also because of his magnetic charisma and incredible showmanship, which he demonstrated at every Apple event. Although they seemed unrehearsed, these events were rehearsed and rehearsed several times over, and preparing for them was a huge part of Jobs's job — as well as many people at Apple. See Steve on Stage for more details.
Steve Jobs speaks at Apple campus cafeteria on the day Mac OS X came out, 24 Mar 2001
Top negotiator
Everybody knows Steve Jobs was a master showman and a product visionary — but few people know he was also a very harsh businessman. "For most people, he'll go down in history as the guy who made technology user-friendly. But to people in business, he'll be remembered as the guy who only did deals where he had all the leverage -- and used every bit of it. It's not enough that he wins. You have to lose. He's completely unreasonable", said one executive to Esquire6. His negotiation skills proved crucial to Apple's success, including when negotiating with the major music labels before the launch of the iTunes Store, and with the carriers to prepare for iPhone. Woz speculated he acquired those skills with his dad who bought parts on car dealerships. It's one of the areas where he will perhaps prove irreplaceable.
A million other things
Steve Jobs was often called the ultimate micro-manager. Indeed, in addition to the big roles described above, he also got involved with all parts of Apple — and no detail was too small not to matter to him. Here are three examples:
he personally picked the caterer for Apple's cafeteria, Il Fornia, calling his predecessor's menus 'dogfood'. Later, he made sure that the sushi bar offered "sashimi soba", an original creation of his
he once called Google executive Vic Gundotra on a Sunday morning to change the yellow gradient in the 10-pixel Google logo on the iPhone Map app
he personally picked the Italian marble to be used in the NY SoHo Store, and insisted that a sample was sent to Cupertino, so he could inspect the veining in the stone
Apple employees have hundreds do examples of such dedication (some call it 'pain in the butt'). You can read some more on the Anecdotes page.
Steve Jobs was Pixar's main investor for exactly twenty years, minus one week: he incorporated it on Feb 6, 1986, and sold it to Disney on Jan 24, 2006. However, his involvement with the company varied greatly throughout his life. Until 1993, he was mostly involved with NeXT, as an early employee recalled: "Steve was never involved in the day-to-day at Pixar [...]. There were large stretches of time, even in Richmond, where we never saw him around. (Someone spotted him up there one day driving around, trying to remember where our driveway entrance was.) NeXT and, later, Apple, kept him pretty busy."7 His most hands-on period with Pixar was between 1995 and 1997, between the finishing touches on Toy Story and his comeback at Apple.
Steve Jobs and the Pixar team, 1995
In 1999, he told Time "There's not a day that goes by that I don't do stuff for Pixar, even if I'm not physically there. And there's not a day that I'm at Pixar that I don't do stuff for Apple"8, which sums up his involvement with the animation studio quite well. He was mostly involved in major business decisions, such as the negotiation of deals with Disney or the building of the Emeryville campus (although he became obsessed with that campus when it was built in 1999-2000). "The Holy Grail for Pixar is releasing one product—a movie-a-year, and as CEO I might make three really critical decisions a year, and they are very hard to change", said Jobs in 2003.9
After Pixar was acquired by Disney in 2006, he became a prominent board member of the Walt Disney Company, but that didn't take him nearly as much time as being CEO of Pixar.
The culture he has created at Apple
As explained above, Steve Jobs was told to let 'more experienced' managers run the company in his first tenure at Apple — which led to his resignation and the John Sculley debacle. That is not to say that he had no business sense at the time: in his book about Jobs, Jay Elliot recalls how he used to "dream of the time that Apple could slash its way through to a much simpler management structure, with fewer approval levels, fewer people needing to sign off on every decision. He used to tell me, 'Apple should be the kind of place where anybody can walk in and share his ideas with the CEO'."20 Although he could never really apply his big dreams at NeXT, which remained small, he did so at Apple after his comeback.
The first priority for Steve when he came back was simplicity: "The organization is clean and simple to understand, and very accountable. Everything just got simpler. That's been one of my mantras -- focus and simplicity", he said in 1998.10 In other words, the responsibilities of every employee are very clear. For each project, and every task in that project, there will be someone accountable, a so-called DRI (directly responsible individual) who will be congratulated or blamed depending on how he does.
Vladimir llyich Jobs, for The Wall Street Journal
by Ken Fallin
On the executive level, Steve Jobs was very explicit that everyone's job was constantly on the line. In his book Inside Apple, Adam Lashinsky explained Steve's parable of "the VP and the janitor": he imagines his trash not being emptied for some time. When he confronts the janitor, he is told that the keys to the locks have been changed and the janitor can't do his job anymore. Then he says to the VP: "When you're the janitor, reasons matter. Somewhere between the janitor and the CEO reasons stop mattering, and that Rubicon is crossed when you become a VP."11 That is not say that each manager is held accountable on a financial level. On the contrary, the only manager with a 'P&L' (i.e. that is his own profit center) is the CFO, so as not to create fiefdoms: there is one bottom line at Apple. General managers are even avoided, VPs being generally specialized engineers that have been promoted — with sometimes little to no business acumen.
As for product teams, they have to remain small, with for example only two programmers in charge of Safari for iPad. The deadlines and the objectives assigned to those teams are in general very precise and in the relative short term. Again, it's all about results and execution: ideas have been debated and decisions taken by the ET earlier. As opposed to traditional product management, products don't pass from team to team: they are worked on in parallel, all at once, in some sort of organic process punctuated by cross-team meetings.
All these business practices: the small teams, the lack of financial responsibility of executives, the very simple hierarchy, the organic development process, even the financial compensation (stock options) were put into place by Steve Jobs to keep a startup mentality at Apple. He even called the company "the world's biggest startup" in 2010, proud of the fact that the company kept reinventing itself while its competitors failed to do so. In many ways, his management philosophy, the polar opposite of classical business training, was a total success.
Steve Jobs learned how important secrecy was for a technology company during the development of the Macintosh. The product was originally supposed to be out in 1982, and Steve Jobs started talking about it around that time — but the release date kept slipping and slipping, until it was finally set in 1984. By then, Jobs had already leaked most of the revolutionary product's features to the press, and the surprise was much lessened. He learned his lesson when he started NeXT two years later. The NeXT Cube was very late, too, but no one could tell, because no release date was ever pre-announced; and the media relayed the introduction a lot because the features of the Cube were a total surprise.
Jobs has enforced this rule as strictly as he could during his second tenure at Apple. The company had become a the leakiest in Silicon Valley, and he made sure everyone understood this was over when he came back. It is fair to say he instilled a culture of fear to prevent Apple employees to talk about their work, on the outside, but oftentimes also among themselves.
Apple parodied their culture of secrecy by featuring this imaginary facility in their own TV ad for the iPhone 3GS, "Break In", in 2009.
The secrecy from outsiders has obvious motives, such as leaving competitors in the dark, not having to apologize for a late product, and of course the huge free publicity that come from both speculation and the sensational release of new products. Every employee knows this is worth millions of dollars, and that a leak would cost them their job and severe trials. Apple actually distills false information to some of its employees to track down the source of leaks, and supposedly keeps a special teams dedicated to just that: tracking leaks. It enforces these rules as hard as it can with all their business partners such as part suppliers or developers, who were sometimes asked to protect the secret beyond reason.12
Secrecy was enforced within the company, too, i.e. most Apple employees have no idea what their colleagues are working on. Apple is "the ultimate need to know culture", an environment where engineers are only told what they need to know to get their job done. For example, the iPhone had been seen by about thirty people in the company before Steve Jobs released it in January 2007. The rationale is to further enforce the secrecy to outsiders, but also to avoid politics: "Below a certain level, it is difficult to play politics at Apple, because the average employee doesn't have enough information to get into the game. Like a horse fitted with blinders, the Apple employee charges forward to the exclusion of all else", writes Adam Lashinsky in Inside Apple.
The word 'perfectionist' has become a cliché in the corporate world — but it is not a buzz word for Steve Jobs, who genuinely obsessed over the smallest details. Most employees working on Apple products would sooner or later be exposed to his feedback, either directly or through their boss after a Monday executive meeting, and this feedback would usually come in one of these three formats: "it's great", "it's not bad, but change this, this, and that" or, usually (especially for the first time) "it sucks", "it's shit", "this is a D" or some other qualifier along those lines.
This attitude was often heralded as proof that Steve Jobs was a 'jerk'. Yet how come Apple employees are so loyal, and the company so efficient, with a jerk at the top? Most colleagues of Jobs described him as 'brutally honest' and never willing to settle for anything than the absolute best. In other words, nothing was ever "good enough" — it had to be perfect. Even with Steve Jobs interacting with about a hundred employees, this attitude rippled through the whole company — also by fear. An ex-Apple employee writes: "when Steve was pissed off about something, it got fixed at a pace I've never seen then or since in my professional life. I guess some people reacted that fast out of fear, but more directly, you would get used to refusing to accept anything but flawless execution."
Caricature of Steve Jobs by Eric Palma for The New York Times
Indeed, most employees felt as if Steve Jobs was always behind them, watching their work and making sure it was up to Apple's standards: "You might go awhile without seeing him. But you are constantly aware of his presence. You are constantly aware that what you're doing will either please or displease him. I mean, he might not know who you are. But there's no question that he knows what you do. And what you're doing. And whether he likes it or not" said an Apple employee. Another said in Inside Apple: "You can ask anyone in the company what Steve wants and you'll get an answer, even if 90 percent of them have never met Steve."
Employees working on product development at Apple were used to other demands of Steve that few companies are familiar with. This included his obsession to saying no more often than yes when it came to a product design or features i.e. the absolute necessity to focus. They were also ready to start over a product from scratch when Jobs and the ET felt they were on the wrong track: this happened in 2006 with the original iPhone. And even executives accepted that their teams compete if the end goal, the product, was going to benefit. For example, Scott Forstall's OS X team and Tony Fadell's iPod team both used their best people to develop an operating system for iPhone, because Jobs hesitated which one to pick. Eventually, iPhone used OS X, and the iPod people had worked for months for no concrete outcome. But the end choice was the best, and such willingness to sacrifice time and money for a better product was natural at Apple under Jobs.
Steve Jobs's real management style
A common refrain heard when talking about Steve Jobs's management style is that Apple employees are so scared of him than they avoid getting into the elevator with him because they worry to lose their job during the trip. It is likely this must have happened once, probably in 1997 when Steve Jobs was asking every employee to defend their job's contribution to the company, but it certainly wasn't commonplace.
It is true, however, that Jobs was hot tempered, could easily start shouting at his employees and calling their work shit, and reduce them to tears. But he was not just cruel and brutal: he could also be a total charmer and make his colleagues feel like geniuses (this is how he hired most of them actually). While at NeXT, his employees dubbed this swift change of attitude "Steve's hero/shithead roller-coaster", a nice metaphor for the binary view with which Jobs described the world, and how he treated his fellow staff. People often wondered why he felt necessary to resort to derogatory remarks and mean insults when he was disappointed with someone's (hard) work. His biographer Walter Isaacson asked him, to which he replied "that's just who I am". He was indeed very self aware of his attitude — he called Fortune's editor to complain about a piece about him, only to say "Wait a minute, you've discovered that I'm an asshole? Why is that news?"
At the Apple cafeteria (for Time Magazine), 24 Oct 2005
by Art Streiber
Most people who worked closely with Steve have a theory on why he acted this way: it was to extract the best of them, make them do the best work they could. And in fact, most agreed they achieved feats they did not think they were capable of under his pressure. The psychological mechanism at work was that once you had been praised by Steve, then insulted, you would work twice harder to earn back his favors. As early as the 1980s, the Mac team members all agreed that without Steve's strong will, there probably wouldn't have been a Mac. More recently, Apple employee Mike Evangelist wrote: "I was incredibly grateful for the apparently harsh treatment Steve had dished out the first time. He forced me to work harder, and in the end I did a much better job than I would have otherwise. I believe it is one of the most important aspects of Steve Jobs's impact on Apple: he has little or no patience for anything but excellence from himself or others."13
In his dealings with the executive team, though, he seemed more open to arguments — heated arguments, but arguments nonetheless. In fact, he loved to argue, and one of the defining characteristics of his famed 'reality distortion field' was, according to Andy Herzfeld, Steve's habit of "throw[ing] you off balance by suddenly adopting your position as his own, without acknowledging that he ever thought differently".14 He wanted to explore every facet of an argument before making his mind. Such arguments were no fun and games, however: if you stood up against him, you'd better come prepared to defend your stance, because he would not suffer a fool. Mike Evangelist called it his "logical flaw detector, his uncanny ability to see thru any BS and to instantly zero in on the weak point(s) of any argument. [...] He grasps the salient points of any situation faster than anyone I've met, and if you can't keep up that's not his problem."15
Steve Jobs explained the reason for his impossible demands to Steven Levy, as early as 1983: "We have an environment where excellence is really expected. What's really great is to be open when [the work] is not great. My best contribution is not settling for anything but really good stuff, in all the details. That's my job — to make sure everything is great".16 But the palm for saying it best goes to Jony Ive, who said in the tribute ceremony that Apple held two weeks after Steve's death: "it cost him most. He cared the most. He worried the most deeply. He constantly questioned: is this good enough? Is this right? And despite all his successes, all his achievements, he never presumed, he never assumed that we would get there in the end. And when the prototypes failed, it was with great intent, with faith, he decided to believe we would eventually make something great. [...] So his I think was a victory for beauty for purity, and as he would say, for giving a damn."
In the last extensive recorded interview he ever gave, at the D8 conference in 2010, Steve Jobs was asked by Kara Swisher "What do you do all day?" A naive question it seems, but one that many observers ask themselves, given both Steve's few business implications compared to a typical CEO, and his absolute dedication to a million things that have nothing do with the job of CEO.
Steve Jobs answered that question several times throughout his career. In 1999, he said to TIME: "I'm a good morning person. I like it early in the morning. I wake up six-ish. About 10 years ago I put in a T1 to my house. I'm actually getting ready to put a 45 mg fiber to my house, because I want to find out what that will be like, because everybody's going to have that someday. But I have a pretty sophisticated setup; whether I'm at Apple or at Pixar or at my home, I log in and my whole world shows up on any of those computers. It's all kept on a server. So I carry none of it with me, but wherever I am, my complete world shows up, all my files. Everything. And I have high speed access to all of it. So my office is at home too. And when I'm not in meetings, my work is fundamentally on email. So I'll work a little before the kids get up. And then we'll all have a little food and finish up some homework and see them off to school. If I'm lucky I'll stay at home and work for an hour because I can get a lot done, but oftentimes I'll have to come in. I usually get here about 9. 8 or 9. Having worked about an hour or half or two at home."17
Steve Jobs sight in the Apple campus lobby, 2008
A huge part of his job was indeed on emails. They could be sent to Apple employees, where it was famous that a message whose subject was "STEVE REQUEST" would get immediate attention. But Steve also read the hundreds of emails he got from various customers everyday, sent to his public address sjobs@apple.com. He explained it to Time: "All these customers email me all these complaints and questions, which I actually have grown to like. It's like having a thermometer on practically any issue. If somebody doesn't flush a toilet around here, I get an email from Kansas about it. Sometimes I can get about 100 or more of those a day from people I will never meet. But I zing 'em around, and it's good to keep us all in touch."
He also described his Monday meetings in 2008, to Fortune: "What we do every Monday is we review the whole business. We look at what we sold the week before. We look at every single product under development, products we're having trouble with, products where the demand is larger than we can make. All the stuff in development, we review. And we do it every single week. I put out an agenda -- 80% is the same as it was the last week, and we just walk down it every single week. We don't have a lot of process at Apple, but that's one of the few things we do just to all stay on the same page."18 Although the Monday executive meetings were probably the most important of the week, he also had long sessions on Wednesday afternoon with his ad agency TBWA\MAL and his top marketing people, such as SVP Worldwide Marketing Phil Schiller.
Finally, the Walter Isaacson bio revealed that one of his favorite pastimes was to hang out in the Industrial Design's lab in the afternoon, where Jony Ive and his team of designers worked on prototypes of future hardware products: "When Steve comes in, he will sit at one of these tables", said Ive. "If we're working on a new iPhone, for example, he might grab a stool and start playing with different models and feeling them in his hands, remarking on which ones he likes best. Then he will graze by the other tables, just him and me, to see where all the other products are heading. He can get a sense of the sweep of the whole company, the iPhone and iPad, the iMac and laptop and everything we're considering. That helps him see where the company is spending its energy and how things connect."19
Jony Ive and Steve Jobs at Apple, 24 Oct 2005
Jony Ive was Jobs's only soulmate at Apple, probably because of his aesthetic, artistic sensibility. Jobs deliberately put Industrial Design on top of every other division at Apple, to ensure that the most beautiful hardware prototypes eventually turned into actual products, without being twisted and deformed by engineers. He explained it to Isaacson: "[Jony Ive] understands that Apple is a product company. He's not just a designer. That's why he works directly for me. He has more operational power than anyone else at Apple except me. There's no one who can tell him what to do, or to butt out. That's the way I set it up."
Zen And The Art of Computing, John Taylor, The New York Times, 25 Oct 1987 ↩
The Seed of Apple's Innovation, Peter Burrows, BusinessWeek, 12 Oct 2004 ↩
Inside Apple, Adam Lashinsky, 25 Jan 2012 ↩
The True Story of Audion, Cabel Sasser, 2007 ↩
Dropbox: The Inside Story Of Tech's Hottest Startup, Victoria Barret, Forbes, 18 Oct 2011 ↩
Steve Jobs and the Portal to the Invisible, Tom Junod, Esquire, Oct 2008 ↩
Why is Pixar headquartered in Emeryville?, Craig Good, Quora, 10 Oct 2011 ↩
Apple and Pixar: Steve's Two Jobs, Michael Krant, David S. Jackson, Janice Maloney and Cathy Booth, Time Magazine, 18 Oct 1999 ↩
Steve Jobs: Singing a New Tune, Bill Snyder, Insights by Stanford Business, 29 May 2003 ↩
Steve Jobs: 'There's Sanity Returning', Andy Reinhardt, BusinessWeek, 25 May 1998 ↩
Companies working on iPad software before the product was for sale testified that 'even after the formal introduction of the iPad, [they] were required to keep it under padlock and key, with the key turned by Apple every night', Developer offers glimpse inside Apple's secrecy efforts, Josh Ong, Apple Insider, 9 Sep 2011 ↩
The Wizard of Pods – Behind the Curtain with Steve Jobs, Mike Evangelist, Writers Block Live, 5 Feb 2006 ↩
Reality Distortion Field, Andy Hertzfeld, Folklore.org, Feb 1981 ↩
Steve Jobs, the Genuine Article, Mike Evangelist, Writers Block Live, 7 Oct 2005 ↩
Steve Jobs, 1955 - 2011, Steven Levy, Wired, 5 Oct 2011 ↩
Steve Jobs at 44, Michael Krant, Time Magazine, 18 Oct 1999 ↩
Steve Jobs speaks out, Betsy Morris, Fortune, 7 Mar 2008 ↩
Steve Jobs, Walter Isaacson, 24 Nov 2011 ↩
The Steve Jobs Way: iLeadership for a New Generation, Jay Elliot, 8 Mar 2011 ↩
© 2006-2019 Romain Moisescot - @SteveJobsFeed


text:
Guy Bernard (italianisé en Guido Bernardi) (mort le )  est un ecclésiastique qui fut  évêque de Langres de 1453 à 1481.

Biographie
Guy Bernard, né à Tours, est le fils de Étienne Bernard dit Moreau, receveur général des finances, trésorier du duc d'Anjou, intendant et conseiller de la reine Marie d'Anjou l'épouse du roi Charles VII et il est également le neveu de Jean Bernard l'archevêque de Tours. Destiné à l'Église il est archidiacre de Tours, maître des requêtes et ambassadeur du roi auprès du pape Nicolas V en 1448 et de l'antipape Félix V en 1449. Il est nommé évêque de Langres en 1453. Il réunit de nombreux synodes diocésains (1456, 1459, 1464 et 1479) et fait confirmer par un arrêt du parlement le statut du chapitre de chanoines de Langres. Selon un dénombrement de la chambre des comptes le  150 seigneuries sont mouvantes du domaine épiscopal. Il assiste au couronnement du roi Louis XI et il est fait par lui en 1469 le premier chancelier de l'Ordre de Saint-Michel. En 1473 il est pourvu abbatiat de Saint-Remi de Reims. Comme pair de France il participe au jugement du duc Jean II d'Alençon. Après sa mort il est inhumé dans la cathédrale Saint-Mammès de Langres.

Notes et références

Évêque de Langres
Naissance à Tours
Décès en avril 1481
Évêque catholique du XVe siècle
Abbé du XVe siècle
Date de naissance non renseignée (XVe siècle)

redpajama_set_name: RedPajamaWikipedia


text:
Teresa Mlawer
Awards and newspicture books
Evelyn Del Rey se muda is an Audie Finalist
This week, I got a note from Candlewick telling me that Evelyn Del Rey se muda has been named an Audie finalist in the Spanish language category. The Audie's are the highest award in audiobooks, and this year they received over 1500 submissions across all categories, the largest amount they have ever received. The news has come at such a poignant time. It has been almost a year since my friend, Teresa Mlawer, the celebrated Spanish language publishing icon, passed away. Even if you're not up to speed on publishing en español, you'll recognize her name as the translator of many famous children's books, like Where the Wild Things Are and Harold and the Purple Crayon. I'm proud to say that she was also the translator of most of my own books, including Evelyn Del Rey se muda, bringing to each work the vocabulary and idioms of Cuban Spanish, the language I hear in my heart whenever I write about family. Evelyn, Teresa told me when we last spoke, was the final book project that she would work on. Many beautiful things have happened to the English edition of Evelyn Del Rey is Moving Away, but I am proud to say, that with Teresa's fine translation, the Spanish edition has been well-received, too. It was recently named by Bank Street College as one of the best Spanish-language picture books for kids in 2020. And now, of course, we have this unexpected nomination for an Audie. I want to point here to…
!Ganamos! [Translation: We Won.] But, hmm, how about triunfamos?]
You might have seen that the International Book Awards were announced on Friday. I'm a little late to the game because I was in Pennsylvania, But behold the (seriously long) list of amazing titles that have won and take note, mi gente, of the new voices coming to the table. If you're unfamiliar with the work of these authors, please take the chance now to gather their books and enjoy. All the winners – some of them my heroes and dear friends (...looking at you Isabel Campoy, Pam Muñoz, Sonia Manzano, Margarita Engle, Daniel José Older, and more...) have my deepest respect and congratulations. So, I am excited to say that Mango Abuela and Me earned second place as best picture book in English, and Burn Baby Burn earned an honorable mention in Young Adult. But I am hugely proud to announce that Teresa Mlawer won first place in translation for both Mango Abuela y Yo and Yaqui Delgado Quiere Darte Una Paliza. An industry veteran, Teresa has translated the likes of Where the Wild Things Are and Harold and the Purple Crayon. I had the pleasure of meeting her on the faculty of the 2014 Latino National Children's Literature Conference at the University of Alabama. (Proof positive of the value of going to conferences...) So, when Candlewick hired her as my translator a couple of years later, I knew I was in good hands. Having the work of Latino authors available in translation matters. It's a statement of respect for multiple literacies,…
AppearancesThe Writing Life
Notes from the road: writing with depth, finding the joy & honoring your roots
I'm finally home after a long stretch in Northern Virginia. This weekend was the SCBWI Midatlantic annual writers conference, where I taught an intensive for the first time on how to write characters with depth, and how to develop a compelling voice in writing. Yikes. I had forgotten how hard it is to teach writing - and how much you learn from doing so. What I came to was this: Layers, depth and voice in writing really come from how deeply you want to go inside yourself and how honestly you can lay bare what you find. I hope my SCBWI colleagues who attended were able to find something useful during our session. I'm wishing them lots of time to remember, to record, and to write. Then it was on to the Arlington Central Library. You could fit all of my hometown, Richmond, inside the hip pocket of Arlington. What a busy and vibrant place - especially its library. (Favorite feature: a vegetable garden planted in the beds that border the entrance.) Lisa Cosgrove-Davies, Youth Services Librarian, worked with the Arlington Teen Advisory Board to coordinate two school visits at Jefferson Middle School and Washington Lee High School, followed by an evening talk at the library. Now, was I feeling confident? No, I was not. It's always a crap shoot on whether people come to an evening library event, and Dallas was playing Washington to boot. But I kept channeling the words of Pat Cummings, who reminded me at the conference that the real joy in…
A Kid Lit Conference Con Sabor
Dr. Jamie Naidoo, Teresa Mlawer, Margarita Engle, Adriana Dominguez, Lila Quintero Weaver (front), Laura Lacámara, me, and Irania Patterson Snow outside - AGAIN. Thank goodness for the leftover cozy feelings from the National Latino Children's Literature Conference this past weekend. On a scale of 1 - 10 in warmth and camaraderie, it ranks about a 50. Lifting Me Home by Laura Lacámara One reason was the faculty, a solid collection of Latinas in publishing. It included the fabulous former editor and literary agent Adriana Dominguez; color goddess illustrator Laura Lacámara; multiple-award winning poet and prose author Margarita Engle; Lila Quintero Weaver (who we've talked about here); bilingual library pro and storyteller Irania Patterson (how can anyone imitate every accent in the Spanish-speaking world?); longtime publishing icon Teresa Mlawer ("sounds like flour, with an m"); and me. For three days we worked side by side with teachers and librarians from all over the country who wanted to know how to use multicultural books to serve all kids. Inevitably, we all drew close as we asked ourselves hard questions and generated new ideas. "I'm so glad you guys aren't divas," one of them told me as we all sat together. Some of my personal highlights and favorite ideas: Margarita Engle. Poet, feminist, botanist, historian. If you want your students to experience history's most unknown and shocking corners, seek out her books. Who else can tell you about pirates in the 1400s, search-and-rescue mountain dogs, Cuba's first feminist, and how the Panama Canal was dug by hand...…


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The witch loves Michael Simkins. He 's the lovely actor who used to write a column for the Guardian a few years ago. I loved him so much I even read his book on becoming an actor. And even as I think of it now, I feel I have to hunt the book out again. I never knew actors could both act and be intelligent at the same time.
These days we can find Michael blogging for the Guardian's theatre page. I had to laugh out loud when reading this week's words of wisdom. Or perhaps that should be entertainment?
This entry was posted in Blogs, Drama, Theatre and tagged Michael Simkins. Bookmark the permalink.


Aim: We created a Learning Health System, the "Learn From Every Patient" program, embedded in our cerebral palsy team clinic. This program was designed to simultaneously provide clinical care while systematically collecting data for quality improvement and research projects on all patients.
Method: Clinicians created tools within the Electronic Health Record to discretely capture data for clinical use which was also available for quality improvement/research efforts. At baseline, all patients in our clinic received annual hip x-rays to screen for hip displacement. Using our "Learn From Every Patient" database, we reviewed the outcomes for the most mildly affected patients, Level I on the Gross Motor Functional Classification System.
Results: One hundred thirty-two patients were classified as Gross Motor Functional Classification System Level I. During the study period, these patients received 212 pelvis x-rays, viewing 424 hips, of which 419 (98.8%) were normal. Five hips (1.2%) had < 30% displacement. None had any hip-related symptoms nor required any procedures during the period. We used these data to create an evidence-based change in our standardized hip screening procedure by eliminating annual screening x-rays for this population.
Interpretation: This implementation of a local learning health system approach to systematically collect research data simultaneously with routine clinical care enabled us to implement an evidence-based improvement in clinical practice. This complete integration of research into clinical care improved care by reducing radiation exposure, while simultaneously reducing health care costs.
‡Department of Internal Medicine, Wright State University Boonshoft School of Medicine Wright State University Boonshoft School of Medicine, Dayton, Ohio.
Received for publication February 8, 2018; Accepted July 26, 2018.
To cite: Noritz G, Boggs A, Lowes LP, Smoyer WE. Evidence That Local Learning Health Systems Can Systematically Learn and Improve Patient Care: A Report from the "Learn From Every Patient" Program. Pediatr Qual Saf 2018;3:100.
A Learning Health System (LHS) incorporates "a continuous cycle of systematic care improvement by coupling evidence generation with evidence application to health care."1 We recently reported on the implementation of such a system, the "Learn From Every Patient" (LFEP) Program in the Cerebral Palsy (CP) program at Nationwide Children's Hospital.2 In the LFEP Program, the Electronic Health Record (EHR) supports the systematic collection of discrete data during all clinical encounters, which simultaneously meets clinical documentation requirements while informing quality improvement (QI) and research efforts (Fig. 1). Our early results confirmed significant improvements in the value of care, with decreased inpatient and emergency care utilization, while increasing the number of patients served. In an editorial,1 we discussed the promise of an LHS, which could fully integrate clinical care and research data collection on all patients, and systematically improve outcomes. We report here additional evidence demonstrating that our local LHS program can "learn" by systematically producing evidence during routine clinical care that directly improves outcomes.
Despite the previously published strategies, our clinic practice at baseline was to screen every patient with an anteroposterior x-ray of both hips every year, regardless of GMFCS level. This LHS initiative was designed to use our EHR to review outcomes for our patients mildly affected with CP and "learn" if this level of screening was warranted.
The LFEP Program uniquely incorporates discrete research data collection into the clinical EHR through data capture that is driven by physician-inspired research questions that are expected to improve patient care. Lowes et al.2 described this process in detail elsewhere. The interdisciplinary CP team instituted the LFEP Program in the clinic at Nationwide Children's Hospital, Columbus, Ohio, in 2011. It includes an annual visit with specialists in 8 medical and allied disciplines. The team meets after each clinic to construct an interdisciplinary care plan for each patient. This practice increases team communication and minimizes patient care fragmentation.
The clinical team identified the discrete clinical data that would be collected during the provision of all routine (billable) clinical care, keeping in mind that these same data points would provide prospective disease-specific data for identified clinical research and QI projects. Within the EHR (Epic, Epic Systems Corp, Verona, Wis.) the clinical team created 3 key components of the LFEP program: (1) a list of discrete clinical data elements to fully document routine clinical care; (2) a prioritized list of research/QI questions designed to drive specific improvements in clinical care; and (3) a list of discrete research data elements able to answer these questions.
EHR tools, such as "drop down boxes" and "flowsheets" support discrete data collection to allow the clinical providers to select specific values. These discretely recorded data then populate the clinical note and are sent to the enterprise data warehouse, eliminating duplicate information entry (Fig. 2). Though the use of free text is minimized because it is not discrete, it can still be added to the clinical note as desired.
The QI question of the current study was to examine the current practice of screening for hip displacement in patients mildly affected by CP. When the LFEP Program began, our practice included annual screening hip radiographs on every patient, with results entered into the EHR for inclusion in the clinical note (in addition to ~250 other clinical data points). One of the physicians (Orthopedist, Physiatrist, or Pediatrician) entered this data point based on his/her interpretation of the hip radiograph. Using Reimer's method of measuring hip migration,9 the physician classified each hip as normal, displaced < 50%, displaced > 50%, or dislocated. The team assigned GMFCS level by consensus. This study, in which data collection occurred entirely within the EHR during routine care, was approved by the Nationwide Children's Hospital Institutional Review Board.
Between 12/13/2011 and 7/1/2014, the team classified 132 patients as GMFCS Level I, with a mean age of 7.8 years (SD, 4.9; range, 1–22 years). These patients received 212 pelvis x-rays, viewing 424 hips, of which 419 (98.8%) were normal. Five hips (1.2%) had < 50% displacement. These x-rays were re-reviewed by the study team, and all were minimally (< 30%) displaced. Further examination of the medical records revealed that none of these patients had any hip-related symptoms nor required any procedures on the hips during the period.
Based on this evidence systematically generated during routine clinical care, the physicians on our team determined that screening hip radiographs for patients with Level I CP were not warranted. Analysis of these data, collected entirely during routine clinical care, enabled our team to simultaneously introduce an evidence-based care improvement for current and future patients. Patient safety was improved by reducing radiation exposure (42–254 mRad per x-ray per year, depending on patient size) and costs (average $66 per x-ray per child per year, collected from family, and/or insurance company).
The systematic collection of research and clinical data together in the EHR during routine clinical care, as part of the Learn From Every Patient program, enabled the collection of robust research-quality data that directly enabled an evidence-based improvement in care. Importantly, it also simultaneously reduced the cost of care, and potential treatment-related morbidity (radiation exposure).
Although hip screening protocols had been previously published,7 , 8 our local practice did not yet reflect the recommendation to limit hip X-rays in mildly affected children with CP. In fact, we needed to be convinced by our data to make such a change in practice. This is a strength of a Learning Health System, where local observations can lead directly to implementation. We found that our local data also strongly supported the previously suggested strategies, in which patients with Level I CP receive a single screening hip x-ray upon diagnosis of CP, and are only re-imaged if symptoms referable to the hip develop.
To perform this study as a traditional chart review, we would have had to abstract every patient's chart to record GMFCS level and hip film results. This requirement would have been a time-consuming process of reading through the written chart notes and radiology reports. In marked contrast, the LFEP process of systematic collection of data enabled a simple computer search of existing records, generating both patients of interest and their x-ray results. The only active chart review required was a review of a small number of abnormal radiographs.
Clinician-researchers can easily access clinical and research data for "learning projects" such as the 1 detailed above. Importantly, this large and growing dataset is also available for all team members to perform future collaborative research and QI projects to generate evidence to improve clinical care. Other ongoing learning projects at our institution include an examination of caregiver experience among parents of children with CP;10 an examination of obesity in tube-fed children with CP;11 and factors associated with changing communication skills in children with CP (in process).
This study provided an example of how an LHS can contribute to improving health care value by improving quality and reducing costs, in this case by eliminating a common screening procedure (hip radiographs) for a specific group of patients. Although a relatively low cost to the patient or insurance company (average $66), this is an annual saving for each patient for each year. Because the patients studied are children, these savings accrue over the lifetime of children with CP. Future LFEP QI and/or research projects can continue to examine other methods to improve health care value.
Although this example of an LHS was specifically created in a CP program in a pediatric hospital, similar projects could be undertaken in any program with any patient population. As we discussed in our previous article,2 requirements for a robust LHS include active involvement of the clinical team in identification of the relevant data elements, smart forms, and templates; note templates that ease the process of data entry, making use of the smart forms a quicker way to document; regular review of the smart forms to ensure continued relevance; and the ability for clinicians to easily review their own data for research and QI. We believe such an LHS could be scaled up to larger programs, even system-wide initiatives, provided that EHR tools are easier to use than other methods of documentation. Also, clinician buy-in and participation from the beginning is crucial.
In summary, although we previously reported that the LFEP Program could be implemented cost-effectively to improve care and reduce costs,1 , 2 this report extends those early findings by now demonstrating a specific example of how such an LHS can indeed "learn" to systematically improve future care.
The authors acknowledge the Meuse Family Foundation and the Pedal-with-Pete Foundation, Inc., for their support of the LFEP Program. The funders had no role in the study design, data collection, data analysis, article preparation, or publication decision.
1. Smoyer WE, Embi PJ, Moffatt-Bruce S. Creating local learning health systems: think globally, act locally. JAMA. 2016;316:2481–2482.
2. Lowes LP, Noritz GH, Newmeyer A, et al; 'Learn from Every Patient' Study Group. 'Learn From Every Patient': implementation and early results of a learning health system. Dev Med Child Neurol. 2017;59:183–191.
3. Rosenbaum P, Paneth N, Leviton A, et al. A report: the definition and classification of cerebral palsy April 2006. Dev Med Child Neurol Suppl. 2007;109:8–14.
4. Palisano R, Rosenbaum P, Walter S, et al. Development and reliability of a system to classify gross motor function in children with cerebral palsy. Dev Med Child Neurol. 1997;39:214–223.
5. Soo B, Howard JJ, Boyd RN, et al. Hip displacement in cerebral palsy. J Bone Joint Surg Am. 2006;88:121–129.
6. Ramstad K, Jahnsen RB, Terjesen T. Severe hip displacement reduces health-related quality of life in children with cerebral palsy. Acta Orthopaedica. 2016;88:1–6.
7. Dobson F, Boyd RN, Parrott J, et al. Hip surveillance in children with cerebral palsy. Impact on the surgical management of spastic hip disease. J Bone Joint Surg Br. 2002;84:720–726.
8. Wynter M, Gibson N, Willoughby KL, et al; National Hip Surveillance Working Group. Australian hip surveillance guidelines for children with cerebral palsy: 5-year review. Dev Med Child Neurol. 2015;57:808–820.
9. Reimers J. The stability of the hip in children. A radiological study of the results of muscle surgery in cerebral palsy. Acta Orthop Scand Suppl. 1980;184:1–100.
10. Lowes L, Clark TS, Noritz G. Factors associated with caregiver experience in families with a child with cerebral palsy. J Pediatr Rehabil Med. 2016;9:65–72.
11. Noritz G, Lowes L, Johnson L, et al. Overweight status in children with cerebral palsy. Dev Med Child Neurol. 2016;58:24–25.
Pediatric Quality & Safety3(5):e100, September/October 2018.


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Film crews given green light to carry on shoots in Scotland - despite lockdown
Coronavirus Scotland: Film crews allowed to carry on shooting despite lockdown
By Ellie Forbes
Film crews have been given the green light to carrying on shooting despite lockdown – amid record demand from production companies looking to film in Scotland.
The Scottish Government confirmed cameras can keep rolling during the current restrictions as long as strict social distancing and hygiene protocols are enforced.
It comes as Screen Scotland reported a boom in demand for studio space since filming was able to resume last year, following a five months shut down.
READ MORE: Coronavirus Scotland: List of shops allowed to stay open in 2021 lockdown
The move is a major boost for Scotland's screen sector, which has been valued at more than £100 million for the economy in recent years.
Filming for the next series of hit TV show Outlander is expected to go ahead as well as new Netflix rom-com, A Castle for Christmas, which is to be filmed at Dalmeny Estate, near Queensferry.
A second series of BBC Scotland's award-winning black comedy Guilt is also set to be filmed.
Isabel Davis, executive director of Screen Scotland, said: "Scotland's film and TV industry is working stringently to the British Film Commission's COVID-19 codes of practice, taking its responsibilities extremely seriously to provide high levels of protection to cast, crew and communities.
READ MORE: Coronavirus Scotland: 'Stay home' lockdown comes into force
"Along with the need to provide audiences around the world with new content, the film and TV sector is a critical and growing part of Scotland's economic recovery, thanks to the rise of the streaming platforms and the boom in content production.
"Large scale productions filming offer opportunities, not only for experienced crew, facilities companies and other suppliers but also new entrants to the sector.
"The film and TV sector is an ever increasing part of the Scottish economy, supporting jobs both directly and indirectly across the country and we have more productions than ever looking to shoot in studios and build spaces across Scotland in 2021."
New Scottish Government guidance states: "Film and TV production can continue operating at all levels and under these further restrictions, but should be done with the minimum number of people needed to operate safely and effectively and in compliance with all relevant Scottish Government and industry safe working guidance.
"Film and TV productions are expected to take all reasonable measures to adhere to physical distancing requirements.
"In line with industry guidance, only a small number of people, primarily actors in front of the camera, should be required to work at less than two metres physical distancing without PPE."


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County Sports
The County Sports Night was recently held at Tregib Sports Facilities, Llandeilo. There was fierce competition throughout the evening between members of the County's Young Farmers Clubs as they played Hockey, Football, Netball, Touch Rugby and Rounders.
In the Women's Hockey 6 teams competed. After several very close games Llanfynydd YFC and Llandeilo YFC's joint team came out on top. There were also exciting games on the football pitch where 6 teams fought each other in the Boys 5 a side football competition. At the end of the competition, Llanllwni YFC and St Clears YFC reached the final where St Clears YFC beat Llanllwni YFC 1-0.
The Mixed Netball competition took place in the Sports Hall with 7 teams competing. After strong matches in both groups, Penybont YFC and Capel Iwan YFC reached the final, with Penybont YFC snatching the victory in extra time with a score of 1-0.
It was great to see many of the County's junior members taking part in the Mixed Rounders competition with 14 teams competing. Tywi Valley YFC and Cwmann YFC seen many competitive and exciting games to reach the final, with the Tywi Valley YFC coming out on top in the final game.
Junior members of the County also competed in the Mixed Touch Rugby competition, with Llannon YFC, Llanllwni YFC and an Office Team, a mixed team of different County Young Farmers clubs, competing. Llannon YFC won the competition after all the games.
Good luck to all the members who will be competing in the above competitions and representing the County at the Wales YFC Sports Day on the 16th of June in Aberystwyth.
The week following the County Sports Night the Women's Touch Rugby and Rugby 7s were held at Carmarthen Quins Rugby Club playing fields.
There were 2 teams competing in the Womens Touch Rugby which where Dyffryn Cothi and St Clears. A competitive and high-quality game was played between the two, with Dyffryn Cothi winning the game.
In the Mens 7 a side Rugby, there were 5 teams competing – Mixed Llanfynydd YFC, Llangadog YFC and Llandeilo YFC, St Ishmaels YFC, Mixed Capel Iwan YFC and Cynwyl Elfed YFC, St Clears YFC and Mixed Llanllwni YFC and Cwmann YFC. At the end of the night, the Llanfynydd YFC, Llangadog YFC and Llandeilo YFC mixed team were victorious, being undefeated in all their games. Good luck to the members chosen to represent the County in the Mens 7 a side Rugby in the Royal Welsh Show.
Congratulations to every member for competing and representing their clubs. We would like to thank the Officials and the Referees for keeping order on both nights and also to Tregib Sports Facilities and Carmarthen Quins Rugby Club for the use of their facilities. fffffffffffffff


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Andy Dunaway/USAF via Getty Images
Aerial photo of the Pentagon in Arlington, Virginia, in September 2003
Manage>Security
China Spy Chips Report Adds Pressure on Pentagon Cloud Security
Top contenders for JEDI cloud contract may now have to work extra hard to prove their infrastructure is secure.
Bloomberg | Oct 05, 2018
Naomi Nix and Ben Brody (Bloomberg) -- Tech providers vying for a $10 billion Defense Department cloud-computing contract may come under added pressure to prove their systems are secure after a report that China sneaked spy chips onto servers used by U.S. companies including Amazon.com Inc., a top contender for the Pentagon award.
Amazon, the market leader in cloud-computing services, was among almost 30 companies including Apple Inc. whose servers were infiltrated according to a Bloomberg Businessweek report based on more than a dozen sources in the government and private sector.
Apple, Amazon, server component seller Super Micro Computer Inc. and the Chinese government denied the report. When asked for comment on the implications for its Pentagon bid, Amazon pointed to its statement denying the report.
Security and procurement experts said Amazon's prospects for winning the cloud services award may not be affected because it can argue that it was a victim that uncovered the problem. According to the report, Amazon unearthed the breaches, which happened at factories run by subcontractors in China, alerted authorities and took action to limit the consequences.
Still, the revelations increase pressure on the Pentagon as well as on Amazon and the other bidders to step up measures to secure their systems in a global marketplace where integral equipment is manufactured in China.
Representative Adam Schiff of California, the top Democrat on the House Intelligence Committee, said that panel should seek more information from agencies about whether China sought to infiltrate the computer-chip supply chain.
"No one is safe," said Darrell West, director of the Center for Technology Innovation at the Brookings Institution. "I'm sure Amazon has some of the very best security people. The fact that they had a problem should alarm everybody."
Deadline Looms
The deadline for companies including Amazon, Microsoft, IBM, and Oracle to submit bids for the Pentagon's project, which involves moving massive amounts of sensitive government data to a commercially operated cloud system, looms in just over a week.
Amazon Web Services was seen as the front-runner from the start because it had already won a $600 million cloud contract from the Central Intelligence Agency in 2013. Microsoft Corp. is catching up as it expands its work with the intelligence community.
Oracle Corp. declined to comment on the implications of the report on its bid for the Pentagon contract. Microsoft and International Business Machines Corp. didn't respond to requests for comment.
The Defense Department released in July its final requirements for the project, known as the Joint Enterprise Defense Infrastructure cloud, or JEDI. Bids for the project, which could last as long as 10 years, are due on October 12th.
A Pentagon spokeswoman, Heather Babb, responded to questions about addressing the risk of infiltrated equipment by referring to documents detailing the procurement requirements. Under those, the Pentagon is asking companies to meet strict security guidelines, including the ability to obtain top-level security clearances, offer government-approved encryption, provide local data centers and staff them with U.S. citizens.
Senator Mark Warner of Virginia, the top Democrat on the Senate Intelligence Committee, said the Bloomberg Businessweek report "provides more evidence that China's pattern of behavior is a serious threat to national security and supply chain risk management."
Security experts are grappling with the threat from secret devices being inserted into U.S. networks, in addition to cyberattacks from afar. The weaknesses in the global supply chain require constant vigilance from tech companies to stay ahead of developing threats, said Stan Soloway, president of consulting firm Celero Strategies and a former Defense Department official under President Bill Clinton.
"You could have the toughest security requirements in place but downstream you are connected to a global supply chain over which the government does not have direct contract control," Soloway said.
While Amazon may have uncovered evidence of Chinese infiltration, according to the report, other companies that bought from Supermicro, the company whose subcontractors made the servers that were compromised, are also at risk, said William Carter, deputy director of the Technology Policy Program at the Center for Strategic and International Studies in Washington.
"Given their market share, there's a decent chance that AWS's competitors use some of their hardware as well," Carter said, referring to Amazon's cloud division. "Many Chinese factories that do this kind of assembly work with multiple big U.S. companies," meaning the Chinese military could use them "to compromise all sorts of hardware."
David Wilcox, a cybersecurity expert who spent 37 years at the National Security Agency, said if the reports are correct, Amazon did the right thing. "They took their product and had it scanned by a security company that was doing their job."
Single-Provider Debate
Cybersecurity experts are divided over the question of whether it's safer for the Pentagon to invest in securing a single top cloud provider, as the Pentagon plans despite objections from Amazon's rivals. Oracle, Microsoft and IBM have all argued that having multiple providers isolates risk, ensuring that a problem in one company's cloud services wouldn't compromise the entire department.
In a report to Congress earlier this year, the Defense Department said making multiple awards under current acquisition law would be a slow process that "could prevent DoD from rapidly delivering new capabilities and improved effectiveness to the warfighter that enterprise-level cloud computing can enable."
Security experts pointed to the challenges of securing systems with components made in disparate parts of the world.
"The problem is most of our electronics are made in China," said West of Brookings. "Even if a file server is made in the United States, it's still likely to have components from abroad and especially from China. The fact that they are able to insert a microchip into devices is very scary."
Bloomberg Intelligence analyst James Bach said the problem should spark a discussion about supply chain security that goes far beyond the JEDI contract award and should involve all the large tech companies and Congress.
"Everybody has their hands in this," Bach said, noting that supply chain vulnerabilities pervade the U.S. government. "It's not just Amazon or Apple."
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Hay! If you saw a Proton in the wild you�d know to stay away. If you saw an Ebony you�d always know it was hiding.
No other color seems to generate so much "jealousy & envy" as Proton Yellow - wonder why?
Hey ! didn't you saw something shiny just past along us.
I was at the dealership in November 2001, looking at a used '99 Ironman, and mentioned to the salesman that "I like the Ironman, but what I REALLY WANT is a PROTON, but they are all gone!"
He replied, "We have one sitting on the showrom floor..."
Something similar happened to me - someone had just bought the last Proton and I was about to order a Foxfire when I got a call - the Proton had been returned - the guy's wife just couldn't deal with the color - I could barely contain myself!
"NO NO NO ..SILVER IS THE BEST .....like a bullet........wooooosh"
Yup - Astral's are 'one bullet Barney's'. One pass & they got nuthin left.
It is the East and Proton is the sun.
Sorry Shakespere - Rekin we'll never see Romeo & Juliet the same again.
2000 Proton, #0513, 98,700 mi.
Some of my Proton's "marketing pics"
Mileage getting near 48k, but with me in Qatar for a year, it probably won't get many more miles on it for a while.
I can't help it, this is one of my favs!
"I've been waiting for a new picture..."
I was wondering why you hadn't chimed in yet.
'Nuff said - if Scott drives a Proton then all the other colors are .... WRONG!!
Actually, when I had my '99 Astral and went to trade it in for my Proton (I just had to have that color), the salesman said, "Now remember, you have to wake up to that obnoxious color everyday!" All I said was, "It's ok, the color matches my personality to a T."


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