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← America Needs a Makeover
Today on Critical Thinking in the Real World →
One to Watch: U.S. House Seat for IL 2nd District
Today on Critical Thinking in the Real World, I interviewed Rev. Isaac Hayes, candidate for U.S. Congress from the 2nd District of Illinois. Hayes is hoping to unseat Rep. Jesse Jackson, Jr. (D-Illinois) and it looks as if he is a man who can win this tough fight.
The jury has yet to render a verdict in the Rod Blagojevich political corruption case, but Rep. Jackson has frequently been tied to the former Illinois governor and his alleged attempts to sell President Obama's vacated Senate seat. Prosecutors argue, "Jackson became aware of the effort to buy his appointment on Oct. 28, 2008 at a meeting in Chicago's 312 restaurant." He denies this and has said, "I reject the pay to play politics and have no involvement whatsoever in any wrongdoing." Jackson has never been charged with anything, but the watchdog group Citizens for Responsibility and Ethics in Washington has listed Rep. Jackson as one of the 15 most corrupt members of Congress. Will Jackson's ties with Blagojevich negatively impact him at election time?
This is a large anti-incumbent sentiment among frustrated Americans throughout the nation. Voters are tired of politics as usual and want true change. As ethics scandals plague politicians, will voters take a risk and vote for someone new or hope for reform from career politicians?
Rev. Isaac Hayes, in contrast to Jackson, has not had a privileged upbringing. Hayes grew up in the Woodlawn community on the South Side of Chicago. He put himself through college at Illinois State University. He has spent much of his life working and engaging in community service.
Rep. Jackson has held his office since 1995 and is the eldest son of famed Civil Rights activist and Rainbow PUSH Coalition President Rev. Jesse Jackson. He was born in Greenville, South Carolina and spent his early years in the Jackson Park Highlands District of the South Shore community area on the South Side of Chicago. Jackson went to the Le Mans Military Academy in Waterford, Wisconsin and then to the elite college prepatory St. Albans in Washington, DC for high school. He graduated magna cum laude from North Carolina A&T State University in Greensboro, North Carolina. He earned his Master of Arts Degree in Theology from the Chicago Theological Seminary, and then his Juris Doctorate from the University of Illinois College of Law.
Will the fact that Hayes is running as a republican help or handicap his chances? The National Republican Congressional Committee has invited Hayes to join its young guns program and that is significant for this virtually unknown candidate. Even with the Republican National Committee's support, Hayes faces a tough challenge. Jackson won the last election with more than 80 percent of the vote and both of Jackson's predecessors left the office surrounded by ethical scandals.
Are Illinois voters willing to cross party lines for change?
Tagged Isaac Hayes, Jesse Jackson, Republican Young Guns, Rod Blagojevich


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The Luxe Medi facial is recommended in a series and perfect before a big event!!


Despite a battling performance Gortletteragh proved to be no match for a well organised and much more cohesive Calry/St. Joseph's outfit in Monday afternoon's Connacht club junior hurling semi-final in Markievicz Park.
Fresh from their recent Leitrim County senior hurling final win after a replay over Manorhamilton, Gortletteragh only managed to match the Sligo standard bearers in the first fifteen minutes in Monday's game.
After that Calry took over and held the Gortletteragh men scoreless for the rest of the first half when hitting over 0-6 without reply. Gortletteragh continue to struggle in the second half as Calry pressed ahead and built up a nine points lead by the end of the third quarter.
However, Gortletteragh succeeded in reducing the deficit to eight points at the end after switching fullback, Conor Beirne to full-forward in the closing stages of the game. But at that stage the Calry men had all but booked a place in the Connacht junior club final and it would have taken almost a miracle at this juncture in the showdown to prevent the Sligo men from doing so.
Calry's Keith Raymond was the outstanding player in this contest and apart from being the game's top scorer his general play was top class, as he more or less single handedly demolished Gortletteragh's challenge once his side got into their rhythm.


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Nuffield Foundation » Social policy » Justice » Administrative Justice and tribunals projects » Promoting the greater use of Alternative Dispute Resolution
Promoting the greater use of Alternative Dispute Resolution
The clear advantages that Alternative Dispute Resolution (ADR) methods have over litigation notwithstanding, the anecdotal evidence gathered in Dr Anderson's previous work suggest that the uptake of ADR remains low amongst the public in Northern Ireland (NI); while the reticence to engage with it remains relatively high in the legal profession. Moreover, there is strong residual concern amongst the judiciary in NI as to the effectiveness of ADR. Central to all three perspectives is that the fragmented nature of the ADR community in NI is having a detrimental impact on the reach of non-court dispute resolution.
This research has four objectives. First, empirical research to establish evidential patterns about these causes of concern. Second, to carry out an analytical synthesis of this research in order to draw out its implications for the greater use of ADR in NI. Third, to address, by way of a series of practical outcomes, the key "fragmentation" weakness in the current provision of ADR services in NI by, first, arranging for an NI-specific ADR providers conference and forum and then with a view to establishing and maintaining a single online portal for all ADR service in NI. Finally, the underlying idea is to ensure that this NI-centric study contributes to and supplements ongoing empirical and evaluative research on the use of ADR in the UK as a whole.
Dr Jack Anderson, Queen's University, Belfast
Grant amount and duration
The impact of Litigants in Person on the Northern Ireland court system
Alternative dispute resolution for defamation
Tribunal reform in Northern Ireland

redpajama_set_name: RedPajamaCommonCrawl


The Evolution of Mediation - Where Are We Going? 4th Annual Joint Winkler/IAM/Osgoode Conference on Mediation, Toronto, Ontario, Canada, co-presenting with Warren Winkler, Ethics in Mediation, April 23, 2018.
Preparing for a Successful Mediation and What to Do (and not do) to Ethically Represent Your Client in Mediation, (with Dennis Ferguson), Utah State Bar, June 9, 2017.
Mediating the Litigated Case, Straus Institute for Dispute Resolution, Pepperdine University School of Law, (with Peter Robinson and Denise Madigan), April 2013.
You Take the High Road; I'll Take the Low Road: Beyond Positional Bargaining, (with Eric Galton, Susan Hammer, Jerome Weiss) American Bar Association, 14th Annual Dispute Resolution Conference, Washington, D.C. April 17, 2012 and at the Northwest Mediation Conference, University of Washington, Seattle, May 4, 2012.
My Neighbor is a Sociopath: Working With Difficult Personalities, Community Associations Institute, Las Vegas, March 13, 2012.
Mastering Mediation Preparation, AAML Annual Family Law Seminar, Utah State Bar, December 2, 2011.
Mediation Ethics, AAML Annual Family Law Seminar, Utah State Bar, December 3, 2011.
A Midsummer Night's Mediation Tragedy, Fall Forum, Utah State Bar, November 17, 2011.
My Neighbor is a Sociopath: Working With Difficult Personalties, Community Associations Institute, Northern Nevada Chapter, Reno, Nevada, October 19, 2011.
Stories Mediators Tell (with Eric Galton and Lela Love), Dispute Resolution Section, American Bar Association, Denver, Colorado, April 14, 2011.
How Diversity and Culture Add to Successful Resolution: It's Not Just About Getting Cases Settled (with Marvin Johnson, Deborah Masucci and Joe Epstein), Dispute Resolution Section, American Bar Association, Denver, Colorado, April 14, 2011.
The Secrets of Successful Co-Mediation (with Magistrate Judge Samuel Alba and David O. Nuffer), Excellence in ADR: Mastering Process, Advocacy and Ethics, Law & Justice Center, Salt Lake City, Utah, March 24, 2011.
Case Law Update: Confidentiality, Privilege and Attorney Malpractice (with William B. Bohling), Excellence in ADR: Mastering Process, Advocacy and Ethics, Law & Justice Center, Salt Lake City, Utah, March 24, 2011.
My Neighbor Must Be a Sociopath: Mediating Multi-Party HOA Disputes with Difficult Personalities, CAI's 32nd Annual Community Association Law Seminar, with Lincoln W. Hobbs) January 14, 2011, Las Vegas, Nevada.
The Use of Mediation in the U.S. for Personal Injury, Intellectual Property, Employment, and Complex Commercial Litigation, Sino-U.S. Legal Practice in Financial Investment Globalization Forum, Shanghai Lixiaohua Law Firm, Shanghai, China, October 28, 2010.
Resurrecting the Stalled Mediation - Don't Let the Mediator or Advocate Blow Your Settlement, American Bar Association Section of Dispute Resolution Section 12th Annual Spring Conference, San Francisco, April 9, 2010.
A Hybrid ADR Process: Judges and Mediators Collaborate, American Bar Association Section of Dispute Resolution Section 12th Annual Spring Conference, San Francisco, April 9, 2010.
Mediation Hits the Headlines: What You May Not Know But Should, Utah State Bar, Annual Meeting, July 15 2009.
Mediation or Arbitration: Your Options for Resolving Disputes in Difficult Economic Times, The Governor's 3rd Annual Economic Summit, March 30, 2009.
User's Guide to Mediation, Utah State Bar, Fall Forum, November 12, 2008.
Mediation of Value, 2008 Utah Tort & Insurance Seminar, October 24, 2008.
Mediation Gone Wild: Confidentiality, Utah State Bar, September 12, 2008.
Advanced Mediation Advocacy, International Academy of Mediators, Portland, Oregon, October 17, 2007.
Breaking Impasse, Advanced Mediation Skills and Training Program, American Bar Association Dispute Resolution Section Annual Meeting, San Antonio, Texas, October 11, 2007.
Making Co-mediation Work, International Academy of Mediators, Philadelphia, Pennsylvania, May 4, 2007.
Avoiding Competitive Tactics in Negotiation, Utah State Bar, November 30, 2006.
The New Utah Uniform Mediation Act, Fall Forum, Utah State Bar, November 3, 2006.
Competitive Arousal: Dealing with Emotions in Mediation, Dispute Resolution Section, Utah State Bar, October 6, 2006.
Resolving Disputes in Community Associations, August 25, 2006, Boise, Idaho.
Utah Condominium Law: Resolving Disputes in Associations, Salt Lake City, August 16, 2006.
Legal Aspects of Condominium Development and Homeowners' Associations: Resolving Disputes in the Association, Lorman Education Services, February 12, 2006, Salt Lake City, Utah.
Designing a Dispute Resolution Policy for Your Association, Community Association Institute's 54th National Conference, May 20, 2005, Tucson, Arizona.
ADR for Business Attorneys: Closing the Deal, Business Law Section's Annual Meeting, Utah State Bar, May 12, 2005.
The Agreement to Mediate, International Academy of Mediators, November 12, 2004, Cancun, Mexico.
Ethical Issues in ADR, Utah State Bar, January 26, 2004.
Effective Mediation, Utah State Bar, November 19, 2003.
Tips on Preparing Effective Mediation Statements, Utah State Bar, July 19, 2003.
Navigating Utah's Mediation Programs, Utah State Bar, July 17, 2003.
Mediation as the New Trial, Utah State Bar, March 15, 2003.
Intellectual Property and ADR, Utah State Bar, March 14, 2003.
ADR Academy, Utah State Bar, 2003.
Preparing the Client for Mediation, Utah State Bar, June 27, 2002.
Breaking Through Impasse, Utah State Bar, June 29, 2002.
Mediation: Practice & Procedure in State & Federal Courts, Utah State Bar, March 22, 2002.
Essential Negotiating Skill for the Business Lawyer, Utah State Bar, March 14, 2002.
Advocacy in Private Caucuses and Facilitating Resolution, Utah State Bar, March 6, 2002.
Mediation as the New Trial, Utah State Bar, March 2002.
ADR and Intellectual Property, Utah State Bar, March 2002.
Tactics of Opening Statements, Utah State Bar, January 9, 2002.
Purchasing Negotiations, University of Utah, December 14, 2001.
Ethical Issues in Mediation, Utah State Bar, December 12, 2001.
Preparing to Mediate, Utah State Bar, November 14, 2001.
Negotiation for Lawyers, Utah State Bar, October 10, 2001.
A Harvard Approach to Mediation, Utah State Bar, July, 2001.
Practicing in a Mediation Forum: How to Adjust Advocacy to Maximize Results for Your Client, ADR/Litigation Section, Utah State Bar, January 22, 2001.
Trends in ADR, Military Law Section, Utah State Bar, April 12, 2000.
Tort and Insurance Mediation: Lessons from the Field, Utah ADR Symposium, April 8, 2000.
ADR Ethics: To Disclose or Not to Disclose, Utah ADR Symposium, April 7, 2000.
The Fundamentals of Effective Negotiation, Mid-year Meeting, Utah State Bar, March 10, 2000.
ADR for the Real Property Attorney, Real Property Section/ADR Section, Utah State Bar, February 17, 2000.
"Representing a Client in Mediation", Annual Meeting, New Mexico Bar Association, October 22, 1999.
The Nuts and Bolts of ADR, Central Utah Bar Association, September 23, 1999.
Mediation Preparation and Advocacy, Annual Meeting, Utah State Bar, July 2, 1999.
Appellate Mediation, Appellate Practice Section, Utah State Bar, June 10, 1999.
"Mediation, Litigation and Arbitration: Similarities and Differences", Family Therapy/Parent Training, University of Utah, April 15, 1999.
The Four Styles of Mediation, Utah ADR Symposium, April 10, 1999.
Ethical Dilemmas in Mediation, Utah ADR Symposium, April 10, 1999.
Lawyering in Mediation: Preparation and Advocacy, Utah ADR Symposium, April 8, 1999. ADR: Love it or Leave it, Mid-year Meeting, Utah State Bar, March 5, 1999.
Settling Cases on Appeal: An Introduction to the Appellate Mediation Office, Mid-year Meeting, Utah State Bar, March 6, 1998.


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Synthetic Hormones During Pregnancy and Gendered Brain Development
by Hugh Easton
I found a pair of slides illustrating an important scientific discovery made in 1959, which became known as the Organizational-Activational hypothesis. A team of scientists experimenting on guinea pigs, discovered that hormones early in life play a crucial role in determining the sex of the brain, and whether an animal will have male or female behavior in adult life. Similar results have since been found in numerous other animal species, and there is little doubt that the same applies to human beings too. Actually there is no doubt at all, going by my own experiences.
Basically the brain has a sex, which arises during a critical period in prenatal development (or in rats, which are born at an earlier stage of development than humans, during days 1-10 of postnatal life). If there are high levels of androgenic hormones present during this critical time, the brain becomes masculinized, and the adult behavior will be that of a male. If there aren't androgenic hormones present, the brain develops following the default female pathway instead, and the adult behavior will be that of a female.
Rats are a particularly convenient animal for demonstrating this because their critical period occurs after birth. This makes it relatively straightforward to produce a male rat with a female brain through surgical castration at birth. With most other animals you'd have to do the surgery in utero, which is a much trickier task. It is also relatively straightforward to determine whether a particular rat has a male or female brain, because those with male brains when injected with testosterone will attempt to mate with any females present, whereas those with female brains will not. In addition, rats with female brains will adopt a posture called the lordosis posture when injected with estradiol, whereas those with male brains will not.
Organizational and Activational Effects of Hormones during Pregnancy
In the first graphic shown above, we see what happens to the adult behavior of males put through three different treatments:
castrated as an adult
castrated at birth with no supplemental testosterone
castrated at birth, but with supplemental testosterone administered.
As is illustrated, treatments 1 and 3 result in adults that behave as males, whereas treatment 2 results in adults with female behavior. What this shows is that there is a crucial period early in the postnatal life of a rat during which either the presence of functioning testicles or externally administered testosterone causes male brain development to occur. In the absence of either, the rat ends up with a female brain, and female adult behavior despite being physically and genetically male. The period of development is roughly equivalent to gestational week 20 through birth during human pregnancy.
The second graphic illustrates what happens to females similarly treated. In this case through spaying, or removal of the ovaries, rather than castration. Here, only treatment 3 (spaying at birth + administering supplemental testosterone) results in an adult with male behavior. This is because, ovaries don't produce much testosterone. So even the females spayed as adults do not have much testosterone present during the critical period for the sex of their brain. Once again, this emphasizes that it is the presence of testosterone during a critical period in brain development that produces a male brain, and the absence of that hormone during the critical period in which the brain ends up female instead. It appears that genetics and the sex of the body have nothing to do with sex based brain development. Instead, the sex of the brain is entirely dependent on whether or not androgenic hormones were present during a critical period in its development.
There are a couple of other things we can take away from this. Firstly, the effects of hormones during that critical period are permanent, and thus, are present for the remainder of the animal's life. Secondly, anything that results in males being castrated, or females being exposed to testosterone-like hormones, during that critical period is a really bad thing, and likely to result in a male with a female brain or female with a male brain.
DES and Other Hormones Administered During Pregnancy
The miscarriage prevention drug DES given to women from the 1940s through the 1970s is a powerful chemical castration agent, so it is no small wonder that so many of the male-assigned people from DES pregnancies show signs of female brain development. The first generation progestins ethisterone and norethisterone, widely used in the 1950s and 1960s for miscarriage prevention, are both testosterone derivatives that have been shown to masculinize female fetuses (Wilkins 1960). This is why I think there's likely to be a significant population of female assigned people from that era with male brains, as a result of their use.
DES isn't the only drug that acts as a chemical castration agent to have been used during pregnancy. Progestins can also act as chemical castration agents, and unlike DES, they were never withdrawn, but remain in use even now. The archetypal progestin, medroxyprogesterone acetate (MPA), is one of the most popular drugs for chemical castration of sex offenders. It is in my 1972 Monthly Index of Medical Specialties (MIMS) and 1981 British National Formulary for treatment of habitual abortion (i.e. miscarriage prevention), so has definitely been used in human pregnancies in the past.
More to the point, hydroxyprogesterone caproate, which seems to be the most popular currently used miscarriage preventative, has similar pharmacological properties to MPA. The primary difference is that it is a pure progestin that doesn't cross-react with non-target receptor types, whereas MPA, to a small extent, does. Other than that, they are quite similar drugs with similar effects. Therefore, I think there is a big risk of male assigned children from pregnancies in which hydroxyprogesterone caproate is used, being born with female brains. It is certainly something that bears looking at, by people independent of the pharmaceutical industry and the medical establishment.
This article was published originally in July 2019.
Maternal DES Exposure and Intersex Development in Males Maternal DES and Male Sexual Development Pregnancy Metformin and Fetal Development Mommy Brain: Pregnancy and Postpartum Memory Deficits
When Being a Tall Girl Was a Medical Condition: DES and the Tall Girls
Maternal DES Exposure and Intersex Development in Males
Discovering DES: Opening Pandora's Box
Hugh Easton
Maternal DES and Male Sexual Development
Hormone Treatment During Pregnancy and Gender Variance in Later Life
When Profits and Reputation are at Stake, Human Health Loses
Fascinating and not something I expect to see on MSM any time soon
COVID Notes: A Calcium Tsunami in COVID Infected Cardiomyocytes
Often Injured, Rarely Treated: Tailbone Misalignment
Latest from Family Health
The Lupron Money Trail
Recent attention in a dual Reveal and Kaiser Health News Report ('Kaiser Report') to the risks
How Long Does Lupron or Its Metabolites Circulate? No One Really Knows.
Recent attention in a dual Reveal and Kaiser Health News Report to the risks of Lupron's use in children with
Lupron and Reproductive Injury
Lupron for Precocious Puberty and Beyond: Two Decades of Regulatory Silence
Lupron for Precocious Puberty: Parents and Patients Speak Out


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Открытый чемпионат Люксембурга 2014 — профессиональный женский теннисный турнир. Игрался на крытых хардовых кортах.

Турнир-2014 является 24-м по счёту, проводящимся здесь. В этом году он относился к международной категории турниров, проводящихся в рамках WTA Тура.

Соревнования проходили в Люксембурге с 13 по 19 октября 2014 года. Турнир входил в европейскую зальную серию соревнований, завершающуюся итоговым турниром в Сингапуре.

Прошлогодними чемпионками являются:
 Одиночный турнир —  Каролина Возняцки
 Парный турнир —  Янина Викмайер /  Штефани Фогт

Общая информация
Первым номером посева в одиночном турнире стала Андреа Петкович (№ 16 в мире на тот момент). Немецкая теннисистка выбыла уже в первом раунде, проиграв Полин Пармантье. Прошлогодняя чемпионка Каролина Возняцки не защищала свой титул. В финале в итоге титул разыграли ещё одна представительница Германии Анника Бек и четвёртый номер посева Барбора Заглавова-Стрыцова. Сильнее оказалась Анника Бек, для которой эта победа стала дебютной в туре.

В парном турнире главный приз завоевала несеянная пара Тимея Бачински и Кристина Барруа, переигравшие в финале третьих номеров посева Луцию Градецкую и Барбору Крейчикову. Для Бачински этот титул стал вторым на местном турнире. До этого она побеждала в 2010 году в партнёрстве Татьяной Гарбин. Прошлогодние чемпионки Янина Викмайер и Штефани Фогт не защищали свой титул.

Соревнования

Одиночный турнир
  Анника Бек обыграла  Барбору Заглавову-Стрыцову со счётом 6-2, 6-1.
 Бек выиграла дебютный одиночный титул в основном туре ассоциации.
 Заглавова-Стрыцова сыграла 2-й одиночный финал и 5-й за карьеру в основном туре ассоциации.

Первые раунды

Секция 1

Секция 2

Парный турнир
  Кристина Барруа /  Тимея Бачински обыграли  Луцию Градецкую /  Барбору Крейчикову со счётом 3-6, 6-4, [10-4].
 Барруа выигрывает дебютный титул в основном туре ассоциации.
 Бачински выигрывает 1-й парный титул в сезоне и 4-й за карьеру в основном туре ассоциации.

См. также
 Открытый чемпионат Люксембурга по теннису
 WTA Тур 2014
 Международные турниры WTA
 Портал: Теннис

Ссылки
 Официальный сайт
 Профиль турнира на сайте WTA

Люксембург
Теннис
Октябрь 2014 года
2014

redpajama_set_name: RedPajamaWikipedia


Originally worn by his Airness in the 1995 NBA Playoffs, and then again in 1996 against the Monstars in the hit film Space Jam, the Air Jordan 11 'Space Jam' is legendary in its own right.
The instantly recognisable 11 silhouette has a stealthy black upper, with a luxury patent leather material that covers the lower section of the sneaker.
Featuribng the number 45 embroidered on the heel, this was Michael Jordan's shirt number after he briefly came out of retirement in 1995. The 2016 edition of the Jordan 11 'Space Jam' is the first release of the trainer since the original that has this detail.
The iconic Jumpman logo has been placed on the side of the shoe in its original Concord Blue to stay true to the colourway that hit the big screen 20 years ago.
Sat on a clean white midsole with an icy outsole, this shoe was designed for the basketball court. It's multi-directional pattern was made for enhanced grip, so you never put a foot wrong. The added feature of a carbon fibre spring plate changed the b-ball sneaker game, helping to keep the energy in your feet.
Dropping in-store (at Westfield, Birmingham Bullring, Stratford and Oxford Street) and online at 08:00 GMT on 10/12/2016, the Air Jordan 11 'Space Jam' will be available in both adult and junior sizes.


Sigmat's load bearing light gauge steel framing system has already been selected on 15 projects in Scotland in the last two years.
Construction professionals are working with Sigmat, the UK's number one supplier of light gauge steel framing solutions, because we are the UK's only source to site solution providing the whole process in-house - Design, Manufacture, Assembly and Installation.
We understand that modern, DfMA offsite construction needs to be the first choice for low to mid rise to deliver lower costs, programme certainty, the intelligent use of BIM and an earlier return on investment. Offsite realises time and money savings by enabling earlier deployment of trades and eliminating external finishes from the critical path.
Our unique cold rolled formed components are proven to have an increase of 17.8% in structural capability when compared to an equivalent 'C' section. Our patented profiles also solve on-site installation challenges, testament to our passion for continuous improvement.
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text:
Q: I am trying to import a picture into pygame but it is not loading I have put my pictures and images all into a folder under my desktop. When I try to import it, it wont load.
Below is my code:
walkRight = pygame.image.load('C:\Users\name\Desktop\Game - Copy\R1.png')

The error I am getting is below:

SyntaxError: (unicode error) 'unicodeescape' codec can't decode bytes in position 2-3: truncated \UXXXXXXXX escape

A: The character '\' in a string starts an escape sequence. Either use raw String literals (r"my string"):
walkRight = pygame.image.load('C:\Users\name\Desktop\Game - Copy\R1.png')
walkRight = pygame.image.load(r'C:\Users\name\Desktop\Game - Copy\R1.png')

Or use '/' instead of '\':
walkRight = pygame.image.load('C:\Users\name\Desktop\Game - Copy\R1.png')
walkRight = pygame.image.load('C:/Users/name/Desktop/Game - Copy/R1.png')

redpajama_set_name: RedPajamaStackExchange


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text:
You are here: Home » 1887 » THE 7TH CHALLENGE » THE CONSEQUENCES OF THE 7TH CHALLENGE
THE CONSEQUENCES OF THE 7TH CHALLENGE
Category: 1887 : CHALLENGE N°7
The third "Deed of Gift"
Following the problems caused by the false waterline length of Thistle and alarmed by the growing British threat, the New York Yacht Club has decided to amend the Deed of Gift. This will be the beginning of a period of controversy that might have put an end to this story.
This period began on Oct. 3d, 1887, when the New York Yacht Club voted to appoint a committee of five "to confer with George L. Schuyler on the subject of amending the deed of gift of the America's cup, and with full power and authority to execute in behalf of the club any and all papers and instruments necessary to effect any changes in such deed of gift and the acceptance thereof which may be mutually agreed upon between them and Mr. Schuyler."
The committee appointed consisted of Ex-Commodore James D. Smith, Philip Schuyler, Gouverneur Kortright, Latham A. Fish, and Gen. Charles J. Paine, with Commodore Elbridge T. Gerry acting ex officio.
These men were of such standing and character as to preclude any imputation of desire on their part to amend the deed to secure unfair advantages to their club, yet the language of the resolution by which they were given their authority to act unfortunately laid the club open to the charge of assuming powers not vested in trustees by common law or by custom, in proposing changes in an instrument defining the conditions of their trust.
The deed drawn by the committee was the first document conveying the cup to be couched in full legal form. The cup was formally returned by the yacht club to Mr. Schuyler, and under date of October 24th, 1887, it was conveyed by him to the club under the new deed, the text of which is given here :
This Cup is donated upon the condition that it shall be preserved as a perpetual challenge Cup for friendly competition between foreign countries.
Any organized yacht Club of a foreign country, incorporated, patented, or licensed by the legislature, admiralty or other executive department, having for its annual regatta an ocean water course on the sea, or on an arm of the sea, or one which combines both, shall always be entitled to the right of sailing a match for this Cup with a yacht or vessel propelled by sails only and constructed in the country to which the challenging Club belongs, against any one yacht or vessel constructed in the country of the Club holding the Cup. The competing yachts or vessels, if of one mast, shall be not less than sixty-five forty-four feet nor more than ninety feet on the load water line; if of more than one mast, they shall be not less than eighty feet nor more than one hundred and fifteen feet on the load water line.
The challenging Club shall give ten months' notice in writing naming the days for the proposed races; but no race shall be sailed in the days intervening between November first and May first if the races are to be conducted in the Northern Hemisphere; and no race shall be sailed in the days intervening between May first and November first if the races are to be conducted in the Southern Hemisphere. Accompanying the ten months' notice of challenge, there must be sent the name of the owner and a certificate of the name, rig and the following dimensions of the challenging vessel, namely, length on load water line; beam at load water line, and extreme beam; and draught of water; which dimensions shall not be exceeded; and a custom-house registry of the vessel must also be sent as soon as possible. Vessels selected to compete for this Cup must proceed under sail on their own bottoms to the port where the contest is to take place. Centreboard or sliding keel vessels shall always be allowed to compete in any race for this Cup, and no restriction nor limitation whatever shall be placed upon the use of such centreboard or sliding keel, nor shall the centre-board or sliding keel be considered a part of the vessel for any purposes of measurement.
The Club challenging for the Cup and the Club holding the same may by mutual consent make any arrangement satisfactory to both as to the dates, courses, number of trials, rules and sailing regulations, and any and all other conditions of the match, in which case also the ten months' notice may be waived.
In case the parties cannot mutually agree upon the terms of a match, then three races shall be sailed, and the winner of two of such races shall be entitled to the Cup. All such races shall be on ocean courses, free from headlands, as follows: the first race, twenty nautical miles to windward and return; the second race, an equilateral triangular race of thirty-nine nautical miles, the first side of which shall be a beat to windward; the third race, (if necessary), twenty nautical miles to windward and return; and one week day shall intervene between the conclusion of one race and the starting of the next race. These ocean courses shall be practicable in all parts for vessels of twenty-two feet draught of water and shall be selected by the Club holding the Cup; and these races shall be sailed subject to its rules and sailing regulations so far as the same do not conflict with the provisions of this deed of gift, but without any time allowances whatever. The challenged Club shall not be required to name its representative vessel until at the time agreed upon for the start, but the vessel when named must compete in all the races; and each of such races must be completed within seven hours.
The challenged Club shall not be required to name its representative vessel until at the time agreed upon for the start, but the vessel when named must compete in all the races; and each of such races must be completed within seven hours.
Should the Club holding the Cup be for any cause dissolved, the Cup shall be transferred to some Club of the same nationality, eligible to challenge under this deed of gift, in trust and subject to its provisions. In the event of the failure of such transfer within three months after such dissolution, said Cup shall revert to the preceding Club holding the same, and under the terms of this deed of gift. It is distinctly understood that the Cup is to be the property of the Club, subject to the provisions of this deed, and not the property of the owner or owners of any vessel winning a match.
No vessel which has been defeated in a match for this Cup can be again selected by any club as its representative until after a contest for it by some other vessel has intervened, or until after the expiration of two years from the time of such defeat. And when a challenge from a Club fulfilling all the conditions required by this instrument has been received, no other challenge can be considered until the pending event has been decided.
AND the said party of the second part hereby accepts the said Cup subject to the said trust, terms and conditions, and hereby covenants and agrees to and with said party of the first part that it will faithfully and fully see that the foregoing conditions are fully observed and complied with by any contestant for the said Cup during the holding thereof by it; and that it will assign transfer and deliver the said Cup to the foreign yacht Club whose representative yacht shall have won the same in accordance with the foregoing terms and conditions, provided the said foreign Club shall by instrument in writing lawfully executed enter with said party of the second part into the like covenants as are herein entered into by it, such instrument to contain a like provision for the successive assignees to enter into the same covenants with their respective assignors, and to be executed in duplicate, one to be retained by each Club, and a copy thereof to be forwarded to the said party of the second part.
IN WITNESS WHEREOF, the said party of the first part has hereunto set his hand and seal, and the said party of the second part has caused its corporate seal to be affixed to these presents and the same to be signed by its Commodore and attested by its Secretary, the day and year first above written.
H. D. Hamilton.
George L. Schuyler
The New York Yacht Club
by Elbridge T. Gerry, Commodore.
John H. Bird, Secretary
{Seal of the NYYC}
The most vital change from the two former deeds was in the arrangement, intent and effect of the mutual agreement clause. In the old deeds the clause providing for mutual agreement on all terms was the initial basis of a match ; in the new deed it could not be, for the prime condition as laid down in the document was that first, "the challenging club shall give ten months' notice [of challenge] in writing," and "accompanying the ten months' notice there must be sent the names of the owner, and a certificate of the name, rig and the following dimensions of the challenging vessel, namely : Length on load water-line, beam at load water-line, and extreme beam, and draught of water, which dimensions shall not be exceeded ; and a custom-house registry of the vessel must be sent as soon as possible." After the challenger had complied with this essential requirement, it was provided that he could make, by mutual agreement, certain arrangements as to dates, courses, etc., for the races ; but the provisions for these arrangements could in no way affect the initial basis of the negotiations, namely, the sending of precise information about the challenging vessel ten months before the match.
In addition to the important change noted, the new deed contained provisions that centre-board or sliding keel vessels should always be allowed to compete for the cup without restrictions ; that in the event of failure to agree on the number of races three should be sailed ; that time allowances should be abandoned ; that all races should be over ocean courses free from headlands, practicable in all parts for vessels of twenty-two feet draft.
As both the letter and the spirit of the deed were departed from before any match could be obtained under it, and as in practice it has been interpreted in such ways as to allow its original aims and conditions to become almost lost to view, it is proper to examine, so far as may be, into the causes and motives that led to its preparation.
First of all there was unquestionably a desire on the part of the committee to exact terms from a challenger which would make possible the leisurely building of a defending yacht from dimensions suggested by those of the challenging yacht. Volunteer was built in a hurry, and this circumstance was not forgotten.
The clause providing that centre-board vessels should always be permitted to challenge for the cup was also framed with an eye to the interests of the makers of the deed. The committee held the centre-board type to be superior to keel vessels, and it believed, in view of the Arrow incident, which had left a strong impression on the mind of at least one of its members, that no English club would willingly permit a centre-board yacht to sail for the cup in the event of the trophy going to England. It therefore determined to secure for itself the right to challenge with such a vessel if the need ever arose, by imposing in advance terms more satisfactory than English yachtsmen were expected to grant ; and no secret was made of its purpose.
It appears the committee, while having always in mind the interests of the New York Yacht Club as defender of the cup, never lost sight of the club's welfare should it ever find itself in the position of a challenger for the cup. The clause providing for the abandonment of the notoriously unfair and unfit inside course of the New York Yacht Club, and the sailing of all races on ocean courses free from headlands, with a mean depth of twenty-two feet, was excellent on its face, and had the additional merit, from the committee's viewpoint, of obviating racing in the Clyde, with its high headlands, or The Solent, with its sands and bars, in the event of the cup going abroad, and a deep-draft centre-board boat being sent after it.
However well-intentioned the members of the committee may have been in making these changes, they not only put themselves in the position of trustees adding conditions to a deed of trust, which in this case would enable them to better hold the cup, but they embodied in the instruments, it will be seen, conditions which aimed to make it obligatory on future winners of the cup to accept a challenge from the club on terms of its own making.
At this time, when the centre-board type of vessel has ceased to influence cup racing, the action of the New York Yacht Club in " putting an anchor to windward " for that type of vessel appears less important than it must have seemed to the club in 1887, and the statement, sometimes heard, that " the deed was drawn for the protection of challengers," has, until weighed, a suggestion of disingenuousness. Under the terms of the deed a challenger has the right, if he cares to consider it as such, of holding to all its conditions. On the other hand it now appears that any kind of arrangement can be made by "agreement" at the pleasure of the club holding the cup, if the challenger does not care to sail under the full terms of the deed, which all challengers have shown a decided aversion to doing.
That the deed proved unsatisfactory was unfortunate, as it seemed likely the changes in it were to be final, so far as its form was concerned, for with the demise of Mr. Schuyler, none of the original donors would be left.*
* George L. Schuyler died, from heart trouble, on board Commodore Elbridge T. Gerry's yacht Electra, in New London Harbor, on the night of July 31st, 1890. He was a grandson of Gen. Philip Schuyler, of Revolutionary fame, was born at Rhinebeck, on the Hudson, June 9th, 1811, and was a graduate of Columbia College. He was twice married, both his wives being granddaughters of Alexander Hamilton. Although interested in the business of steam navigation in Long Island Sound, and in the vicinity of New York, Mr. Schuyler devoted much time to the pleasures of outdoor life, and to literary research, writing some valuable works on the campaigns in the Revolution in which his grandfather had a part. His interest in yachting was unflagging, while his experience covered the history of the sport in America from its inception.
No instrument set up in the world of sport has ever received more general condemnation than this deed of gift. It has been assailed right and left, at home and abroad. English yachtsmen from the first argued that the Americans were hedging the cup about with so many conditions that no man could win it. They complained that the dimensions demanded with a challenge gave the challenged parties an idea of the challenging boat sufficiency definite to aid them materially in building a defender, and that ten months' notice was unreasonable.
The London Jueld, which represented extreme British opinion in matters pertaining to international yachting, imputed bad faith to the New York Yacht Club in changing the deed of gift, and it appears to have reflected the sentiment of many prominent English yachtsmen. The following comment was made by the Field, editorially, on the New York Yacht Club's contention that any club winning the cup should hold it subject to the full terms of the deed :
" To prevent any other club tinkering the conditions in a similar way, the club which may win the cup will have to covenant that the present unsportsmanlike conditions shall not be altered. Copies of the conditions have been sent to British and foreign yacht clubs, with a letter to the secretary very similar to the one issued thirty years ago. The letter, after recommending enthusiasm on the part of the contestants, winds up with the declaration that any races for the cup will be conducted on strictlv fair terms by the New York Yacht Club ; but if the club is to be the sole judge of ' fair terms,' we do not think they will inspire enthusiasm."
Forest and Stream, probably the most conservative and fairminded American journal treating the subject of yachting, and reflecting the best American sentiment in yachting matters, called the deed " An Act to Prevent Yacht Racing," and said of it :
" The charges were made against the club, and we still believe correctly, that in assuming the ownership of the America's cup and making new conditions to govern contests for it, the club acted illegally and unfairly, having no right to establish any conditions of its own, and having gone further in establishing very unfair ones. . . . The whole future of international racing was, and still is, in our opinion, centered in the question whether the America's cup as a perpetual challenge trophy for international competition is the common property of all existing yacht clubs, to be raced for on fair terms, or whether it is in effect the private property of the New York Yacht Club, the privilege of competing for it being accorded foreign clubs as a favor and not as a right."
This view has found frequent and forcible repetition since originally expressed by Forest and Stream.
So strong was the pressure exerted on the New York Yacht Club during the first assaults on the deed of gift, that after six months of deliberation the club placed itself on record as modifying the deed, by the following resolution, adopted in May, 1888, in response to an inquiry made by William York, secretary of the Royal London Yacht Club, asking for an interpretation of the terms of the deed:
Whereas, the secretary of this club has received letters dated November 26th, 1887, from the Royal London Yacht Club, and from the Yacht Racing Association, representing the principal yacht clubs of Europe, and dated February 22d, 1888, regretting that the terms of the new deed of gift of the America's cup, presented by Mr. George L. Schuyler, and dated October 24th, 1887, are such that foreign vessels are unable to challenge, and
Whereas, in this deed of gift, by which the cup is now held by this club, any mutual agreement may be made between the challenged and the challenging party; therefore be it
Resolved : That the terms under which the races between the Genesta and Puritan, Galatea and Mayflower, and Thistle and Volunteer were sailed are considered satisfactory to this club, and a challenge under these terms would be accepted ; but with the positive understanding that if the cup is won by the club challenging, it shall be held under, and subject to the full terms of the new deed dated October 24th, 1887, inasmuch as this club believes it to be in the interest of all parties, and the terms of which are distinct, fair, and sportsmanlike.
THE SECOND RACE - SEPT. 30, 1887 (The New York Times)
THE SEVENTH CHALLENGE IN PICTURES


The lob is used to put the ball over an opponents head. Learn how to put top spin on to make the shot more efficient. Overhead shots include the smash.
The overhead smash is used when an opponent attempts a lob and either executes it poorly or allows the player to read and adjust to it. This is a shot that if performed correctly should end the point. Using power, placement, or a combination of the two to do so.
This shot can be hit with one or two hands. The one handed shot is harder to disguise and needs a continental grip to execute it. Using the continental grip player must again use the low to high swing path and end up with the racket above the head on the stronger side of the body (right for a right handed player).
The topspin forehand lob is very difficult to return once it has gone over the head of an opponent because when the ball bounces the topspin takes it even further away from the player chasing it. This means when it is executed properly a high percentage of these shots will be winners, so it is a good shot to have in the locker.


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Episode 88 | April 29, 2020
Claire Lew: Transforming Managers into Leaders
Claire Lew, CEO of Know Your Team (one of our favorite products) discusses how they aim to educate, inspire and empower managers to become better leaders.
Claire Lew
CEO, Know Your Team
Remote work can bring out the worst in managers
Know Your Team origin story
The three biggest skills of successful leaders
What is the one thing you wished you'd learned earlier as a leader?
Know Your Team
Know Your Team's Guide to Managing Remote Teams
Don't Let Remote Leadership Bring out the Worst in You
Workshop Live! Online Leadership Workshops
The Heartbeat Podcast
IVAN STEGIC: Hey everyone! You're listening to The TEN7 Podcast, where we get together every fortnight, and sometimes more often, to talk about technology, business and the humans in it. I'm your host Ivan Stegic. My guest today is Claire Lew, the CEO of Know Your Team, and her mission is to help people become happier at work. Now, I've been a big fan of Know Your Team, and Know Your Company before it, since we started using the service back in 2017 when we became fully distributed. At the time I was looking for ways to nurture the culture that we had already established as a team and make sure that we could bring those into being a distributed team. And I found Know Your Company through some colleagues of mine, and after giving it a shot, I was so happy and impressed that we've been using it ever since. So, I'm so glad to be talking to Claire today. Welcome to the podcast. It's great to have you on.
CLAIRE LEW: Thank you so much for having me, Ivan. I love that intro, [laughing] because I think it's always incredible to connect and get to know folks who are using the product for a while. You've been with us for a while. That's awesome.
IVAN: Yeah, we have. I'm kind of sad we didn't start using it sooner, actually.
CLAIRE: [laughing] I'll take that. That's music to my ears, right, as a business owner. So, thank you.
IVAN: Absolutely. How are you? I want to start by saying, how are you doing? How is this pandemonium of a pandemic treating you?
CLAIRE: Well, I think the word that comes to mind is grateful. There are so many people right now who are honestly really struggling. A lot of customers of ours are really struggling, and I think to be in a situation as I'm personally in, which is safe and healthy, the family is safe and healthy, business is strong, employed, right. I just feel really, really grateful and just feel for a lot of folks who are hurting during this time.
IVAN: Yeah, I know what you mean. I kind of feel the same, just grateful being in a position that I am and having a healthy family, and having a company that's still running and working, and not having to lay anyone off. It makes me think about, like, what could we do to give back to society. We can't manufacture ventilators, we're not a Tesla or a GE. We've done small things, like a podcast with remote working tips. You've kind of gone a little further. You released this guide to managing remote teams for free.
CLAIRE: Yeah, totally. I think in light of folks who, unlike you, didn't go remote, sort of, or maybe years ago, but just were sort of forced into this and forced into making this transition rather quickly. As a remote team ourselves, and for you as a remote leader too, Ivan, I'm sure you can empathize with the fact that the transition actually takes a while if you haven't done it before, and probably likely for you and I it was over the course of months that we helped our team transition and it was a sort of big initiative, right?
And now in this situation, you've got hundreds of thousands, if not millions of companies and teams that are doing this and having to do it in a matter of days and or 24 hours. And so, we felt like we actually had some really helpful resources to support folks during that time and during that transition. And so, actually what we did is, last year, about a year and a half ago, I spent maybe three to five months researching and writing a guide to managing remote teams. And pulled together a bunch of seminal research from the past 10-15 years, did a big survey with hundreds and hundreds of managers and employees on remote work and best practices, put it together in this 60-page guide. And we put it in the Know Your Team product, along with eight other guides on things like building trust, getting feedback. And we did that, and it's been sitting there in the product and customers like yourself have been enjoying it and finding it useful.
But when this pandemic happened, I was like, Oh my God, we have so much wealth of information and I'm getting so many questions about what people should do in transitioning, let's just open this up. So, we made the guide completely for free. And if you actually go and you visit the guide today, what you see is actually almost identical to the way that it's even formatted in the software itself. And so, in the beginning, we asked for people's email addresses just to email it to them, because literally we just tried to make it public [laughing] as soon as possible.
IVAN: As soon as possible, yeah.
CLAIRE: Right, and then realized, Oh no, we would love to not even have to ask for people's emails and for them to just be able to read it in the browser. That's a much bigger project, and so finally we were able to do that. So, if you go to knowyourteam.com and you go to our remote resources we have a remote manger's page you can visit that and read that. And, in addition to that, we also hold these Workshop Live! sessions, which I think you may have attended.
IVAN: Yes, I have.
CLAIRE: Oh, yeah, for one or two.
IVAN: Yeah.
CLAIRE: Oh awesome. Yeah, so these are 60-minute sessions that I personally run on a specific topic on leadership, and we go really deep on it. We were planning to do one on remote work, and so I decided to do one, except for this time, open it up completely for free for the recording, for the slides, everything. And usually that stuff we reserve for customers because they're, you know, paying us for that. But in this situation, we were just like, No we just gotta get this information to as many folks as possible. So, we had hundreds and hundreds and thousands of people download the guide, and we had over 500 people from all over the world tune in for the webinar.
IVAN: That's awesome.
CLAIRE: And thousands of folks who actually registered for it. To your point, What are the small things we can do? That was one of the small things that we were able to put forward.
IVAN: I think that's wonderful. I think that contribution is well-noted, and it's not just that it's timely right now, when there's a pandemic going on, but it's going to be around for a little while longer here, and I think the whole fundamental way we're working as a society has been moving towards more of a distributed nature, more of a work from home. And I think if you could think of just one good thing that's come out of the pandemic it's that we've been challenged as a society to think about how we actually work, and whether location is important to every job. In some cases, it is, of course, but I like that we're moving to this hybrid and work-from-home culture, all over.
CLAIRE: Yeah, I think it's encouraging that it's something that's more widely adopted just because of the forcing function. I think one of the things that will be interesting, or that I've sort of watched, is also the way leadership styles and management styles sort of adapt in that context as well. For example, one of the biggest reactions that often happens unfortunately in teams that go remote quite quickly is that oftentimes the leader, because they're not used to remote work, they get a little anxious about, Well, are people working? And so, as a result, Ivan, they start micromanaging a bit more. They hold update meetings every day, or they ping people on Slack, What's going on with this, incessantly. They put up more pressure. There was an article in Bloomberg that was published recently about how it reported bosses panic buying spy software. And this is on tracking and surveillance, right?
IVAN: Right.
CLAIRE: Right. So, I think the opportunity for remote work to actually work well is there. And then I think the actual practice of it. I mean, that's where we really feel with Know Your Team, and it's a huge part of why we have the tool and all of our resources is to help make sure that just because you're now remote doesn't mean that your actual management practices get better in any way. Sometimes in some cases remote work can actually bring out the worst in us, in leaders, and exacerbate negative habits that we have.
I wrote an article on this recently where I go a lot deeper on that, but it's just something that I've been noticing. I think for folks that are listening, if you are a manager who's recently become remote and you're listening to me and you're like, Well Claire, how do you know if people are working? You know, that's what I'm trying to figure out, right?
IVAN: Trust.
CLAIRE: Ooh, say that one more time Ivan. What was that?
IVAN: It's trust. [laughing]
CLAIRE: Yeah, right. Exactly. You hire people to do a job, and I think part of your role as a leader is to trust them to do it.
IVAN: Exactly. We're all adults, right?
CLAIRE: Right. And you have to help them along the way I'm sure at times, and coach folks and make expectations clear, and there's a lot of things that you could do to create an environment for people to do the work. But there's a lot of research that's been shown the more surveillance and tracking that you try to do, the worse that that actual outcome is.
IVAN: And we'll link to the article for our listeners in the show notes for the website, on the webpage. So, we'll do that.
CLAIRE: Oh, excellent. Cool.
IVAN: I want to go to the origin story of Know Your Team. I mentioned in the intro that it was previously called Know Your Company, and I want to set up how you were introduced to the product, to the company and why you went that way. Now, my understanding is you hated your previous job.
CLAIRE: [laughing] Yeah, oh man. Yeah. Rewind, if we have a little time machine here, 10 years back I would say, or so. I started a company coming out of college, and it was a beginner coding software school in Chicago. It was actually the first of its kind there. I mean, you see coding camps everywhere these days, though at the time we were the very first ones, one of the first in the country, in fact. And it did really well. But after I helped start the company I wasn't really sure what I wanted to do, so I took some time off and then I went and decided, You know what, I'm like 22 or 23 years old and I've never worked for anybody. Maybe I should go do that first. So, I did.
So, I went to go work for someone, and I worked at a small ecommerce startup. I was an employee and did everything from operations to marketing to sales, and I had a boss, right. And my boss was a terrible leader. He was a great person, a really wonderful human, but a really really terrible leader. Some of the biggest things were playing favorites, lack of vision, sort of being mercurial about different ideas, and no context as to where we were going or why. All good intentions, he was a good person, but it struck me Ivan, Wow, here's a person who likely thinks he's a good leader. He's charismatic, but he's actually the practice of leadership itself. So, building trust, communicating honestly, creating context isn't being fulfilled, and it drove me mad.
I was deeply unhappy at my job because of this. I loved my coworkers, loved the work itself, but it was the boss' influence that really actually hurt my own personal morale and I thought, Wow, if this is happening to me literally, at a six-person startup, can you imagine at a 60-person company? At a 600-person company? And, can you imagine the fact that even in such a small organization, this leader in question also likely has no idea. Right?
CLAIRE: You know if he knew he was bad, he likely would've tried to do something a little different.
IVAN: Something about it, right. Would've tried to improve himself.
CLAIRE: And so, it just begged this question of how do you help leaders really get to know their team better, right? How do you help leaders become better? And so I decided to really dedicate my life's work to that. So I spent the next several years immersing myself in self-study and research and then ended up starting my own consulting practice working with CEOs in organizations one on one, and my first actual official consulting client—in terms of helping leaders get to know their team better and see their blind spots and become better as leaders—my first client was actually Basecamp, formerly known as 37 Signals.
IVAN: How did you land that? Did you cold call him? [laughing]
CLAIRE: [laughing] Well, so, you may have recalled that I mentioned that I started this coding school coming out of college.
IVAN: College, yeah. What was it called so we have a link to that?
CLAIRE: It was called The Starter League, and it was unique in the sense that we were one of the first right, if not the first, at least definitely in Chicago. We taught Ruby on Rails. And the other part that we taught is, we taught the ability to actually build your own product, right? So, it wasn't just this idea of Oh, becoming a code monkey¸ so to speak, right, We're just going to teach you the things and then you blindly follow. But rather, can we give you the skills to build your own ideas? And that was the whole premise behind the spirit of the organization. Our only year profitable since the first time we opened class, completely bootstrap. We were serving over 1,400 people all over the world who were flying in to take our classes every single week. In person mind you, this is not online, in person.
And, after I left the company actually, Basecamp and the founders of Basecamp and Jason Fried, the CEO, in particular, approached my former cofounders about investing in the company. And so, they actually did a small minority investment. The Starter League is the only company to date that I'm aware of that Basecamp has ever made an investment in. The investment was more than just money, but also just sort of thought partnership and guidance.
IVAN: And mentorship as well.
CLAIRE: Exactly. Right. And so, that's my connection to Jason. So, at the time, I'd never met him and I'd never been in contact with Basecamp, but now fast-forward back to the point in time where I've started my consulting practice. And I got connected to Jason because, my former cofounder, who's the CEO of The Starter League, his name is Neal Sáles-Griffin, I was telling Neal about my idea, and he just looked at me and he goes, "You need to meet Jason." And what I didn't realize is that Jason, just the other day, had been telling Neal all about this problem, and how he wanted to build a product around it. So, crazy timing, crazy serendipity, whatever you want to call it, but that's how we met. And the rest is history.
IVAN: Yeah. It feels like there were a lot of overlapping factors that really helped you two to get your stars aligned, so to speak. I mean, you're in Chicago, right? 37 Signals/Basecamp was in Chicago. Ruby on Rails, David [Heinemeier Hansson] is the father of Ruby on Rails, right? So, you got two strikes for you there. And then this interest in The Starter League. So, how wonderful that that would all work out. So, they were actually working on a tool already that they had an idea for, and then what happened then?
CLAIRE: They had already been working on this tool, but when I met them, Jason, he was very much interested in the consulting that I was doing. He said, "I wanna hire you to do a project for Basecamp," so I did that. He said, "And, I also want to show you this tool that we're building, and I want to get your feedback on it." And that tool was actually, at the time it was called Honcho, but what they ended up calling it was Know Your Company.
So what happened was I did the consulting project for them, it went extremely well, they actually ended up changing a number of things in the company because of it, which was remarkable. Then Basecamp launched this product, Know Your Company, they started selling it publicly, and so getting customers, and it just took off. And it took off to a point where they had customers like Airbnb, 1Password, and Jason was like, "Whoa, whoa, this is not a product, this is actually a business." And so that happened, and then another thing happened, which, as you might recall, they were still at the time called 37 Signals.
IVAN: Yes, I do recall that.
CLAIRE: So, they had a ton of different products, and they wanted to simplify and go all-in on Basecamp. So, Jason called me up one day, asked to meet, we met up and he said, "We're planning on doing this thing where we're going to go all-in on Basecamp. We're changing the name, we're going to get rid of the other products." He said, "But Know Your Company, we're not really sure what to do with that. I don't want to shut it down. I don't want to sell it necessarily." What I'd love to do, I have this crazy idea, we've never done this before, but we would love to spin it out to be its own separate company, and what if you became the CEO, Claire, and we split equity 50/50? Once you do a million in revenue we'll bump you up to 75%, we'll go down to 25% equity, but you run the whole thing. We won't give you any initial cash, but you'll get the software and you'll get the customers. You won't get any team, so it'll just be you, so you'll have to figure out who you want to hire, etc., and that's it. What do you think? And, this is like six years ago now.
IVAN: Wow.
CLAIRE: And I said, "Yeah, [laughing] that's my dream job. Yeah."
CLAIRE: Because when I started my consulting practice, I'd done it as a means to obviously help people, but also to really go deep on the problem, if that makes any sense. And then my plan was to somehow transfer into software at some point. And so, yeah, that's what happened, Ivan. That's the story.
IVAN: I love to hear origin stories like that. [laughing] It's so great. One of the things I really appreciate about using the tool, using the software, is that it doesn't feel like it was a software idea that someone created to solve a problem. It kind of feels like there's research and methodology and thought and data and evidence to fuel the solutions and to fuel the methodology of mentoring and nourishing and nurturing a culture in your company. And, it's almost like the software is a side thing. Like it's a side business. This is the way that you accomplish that. I think, in my opinion, that's why it's been as successful as it has. I mean it started off as a very simple tool, right?
CLAIRE: So simple.
IVAN: And I appreciated that as well. It was just email, right? You get an email, you click on a link, you don't have to log in or anything, you can just put your answer in there. And there's the whole icebreaker introduction to the tool, and that was so simple back then. I'm guessing that's what you inherited when you were 50% owner and when you first took over the company.
CLAIRE: Well actually, at the time, even when I inherited the company, icebreakers didn't even exist actually, that was a feature I ended up designing and coming up and we ended up building, but it was so bare bones, Ivan. It was literally three questions a week. One on Monday, one on Wednesday and one on Friday.
IVAN: I recall. I must've been pretty early on then…
CLAIRE: That was it.
IVAN: …because I remember it was like no control over very much anything, right?
CLAIRE: Yeah, it was just you turn it on and off, we give you the questions, you can mix them up and add your own. But the idea, and it was a beautiful concept, which is to make it feel as though you are simply asking questions on a regular basis without any of the overhead of having to figure out, Well, what should I ask this week? That's usually the hardest part when you're trying to get feedback. You're like, Oh, what am I supposed to be asking people right now? So, that was what problem we solved in the beginning.
IVAN: How soon did you realize that the name needed to change?
CLAIRE: That's a great question. So, the name sort of ended up changing with something that happened a lot later, after we decided actually the business itself needed to change. So, to give your listeners the context, at the time when I took over Know Your Company and started running it, we were called Know Your Company. And our target market at the time were CEOs with maybe 25 to 75 employees, somewhere in there, so you would be sort of [laughing] our target market so to speak, Ivan. And, CEOs in particular who wanted to get honest feedback. Who wanted to know something in their company that they didn't know before, and they were feeling growing pains and they just wanted to feel closer to their team. That was our target market, right? And that's what the product was.
So, we did really well doing that. And then we noticed something really interesting, which is, our sales started to be pretty flat, right? Not down necessarily, but just sort of kind of evening out. That started happening, and then another thing started happening, which is we started seeing a lot more competitors than we'd ever seen. When we first entered the scene, the whole idea of getting honest feedback was not super in vogue. And now today it's just like if you're not running a poll survey it's like What are you doing? It's the thing people do these days to check the box.
So, we started to see the evolution of a market happening, space getting a little more crowded around company feedback. And then a third thing happened that was so, so, fascinating Ivan, which is as you might know, I write a lot on our blog, on our Know Your Team blog. And I decided to start writing a lot more about leadership, especially for new managers, just because we'd been getting a lot of requests about it. And the post did really, really well, so I started writing more. So, everything from How do I run my first team meeting to What do I do in my first one on one to How do I build trust if I've just joined to one of the most important things we focus on which is, What would my mindset be as a new manager.
IVAN: How do I fire someone as a new manager?
CLAIRE: Exactly. And these posted crazy well. So, we saw our organic traffic for our blog over the course of the year increase by 21x. It was crazy.
CLAIRE: And it's just me writing. It's not like we have a team of people. Just hundreds of thousands of people are reading our blog post. And yet, not seeing a 21x increase in sign-up and sales, [laughing] right? And you're like, Okay, what is going on?
IVAN: Right. What is the disconnect here?
CLAIRE: And here's where the problem lied, which was, our audience on our blog were new managers, first-time managers who felt like they didn't know what they were doing. Our audience for our product were CEOs who were looking to get better feedback. So, what happened is the manager who reads our blog, would come to the Know Your Company site and go, Wait, I don't own a company. I need more than just getting feedback. I wanted to know how to be a better manager.
Oh, and, and you might remember this Ivan, the product costs a couple thousand dollars to start using. So, the way we priced the product, it was $100 per person, one time, forever.
IVAN: Yeah, we can talk about that later, because I have some questions and thoughts around that as well. [laughing]
CLAIRE: Yes. Love to talk about that. What happened is the way we used to price the product was, it was $100 per person, one time for life. So, if you have 20 people in your company, you pay two grand and you just pay that once and that's it. The only time you ever pay in is if you hire someone new, and then you pay another $100 and that's it. So, if you're a manager and you look at this and you're like, Wait, I've got seven people on my team so you're telling me I pay $700 up front and then that's it? That doesn't really sink in. Right? That doesn't really fit.
CLAIRE: If you have 10 people you put down a grand? Like, no, that's just not going to fit in if you're a first-time manager in your budget.
CLAIRE: So, we looked at this and we realized we kind of have the opposite problem that most startups or companies have, which is, [laughing] the problem most startups have is they have a product, but they don't have an audience, and we had the inverse, we had an audience, but we didn't have the product.
IVAN: No product.
CLAIRE: So, we said, Well, let's change the product. So, what we did is we kept the core parts of Know Your Company, the things that people loved most and made it really successful in the first place. So, like you were saying, there's questions that were really good, the icebreakers which were awesome, and then we built a ton of other stuff around it that was all part of this methodology that we developed in running Know Your Company for so long. And so we did all this research and pulled together three biggest skills who are successful really did well on were: trust, building trust in a team; honesty, so communicating honestly, getting honest feedback; and context, creating context and helping people know what's going on. So, trust, honesty and context.
So, what we decided to do was to organize and build out features around each of those: trust, honesty and context. And then we had a hypothesis, that the best way to learn how to build trust and communicate honestly and to create context is not just by turning on a piece of software and going, Okay, everybody, build trust. Go. [laughing] Right. We have rapport.
IVAN: Right. Not gonna do it.
CLAIRE: Yeah, exactly. As well, you actually have to first give someone a foundation of knowledge based off data, based off evidence, and help them along the way. And you have to give some sort of education. You also though, can't give the education in isolation either though. You can go in and read about trust all day, but if you're not doing anything that does not make a difference. So, our hypothesis was, Well, could Know Your Team actually integrate the two? Education and the tools. Theory and practice. So, that's what we built, is, we built a section in the app itself. We call it our Knowledge Center, where it helps gain that foundation of education. That's why we do the Workshop Live! sessions. That's why we write 60-page guides on eight+ topics. So, we have that.
We also have a community of people to talk with, right? So, you could learn and see what other folks are doing. But then we also then give you the tool, so you can then turn on the social questions and the heartbeat tools, and you could turn on our one-on-one tool. But you'll notice, there's a difference between just using a tool to run one-on-ones versus what you do in Know Your Team is you have a guide about one-on-one meetings, you can read that and then turn on the tool and get so much more out of it.
IVAN: It's wonderful. I loved watching it evolve over the last few years.
CLAIRE: Oh, thank you.
IVAN: What was great was, actually getting questionnaires and user feedback surveys from you and being able to respond to them and know that someone on the other end is actually going to read it [laughing] and is actually going to interpret what I was trying to say.
CLAIRE: Yeah.
IVAN: Yeah, so, I use the one-on-one tool vigorously. I used to use Google Docs, that was my thing. I went to Google Docs, and we used to do in person one-on-ones once a month when we had an office. And when I saw it pop up as a feature in Know Your Team, I was like, Yay, I can get rid of all my Google Docs and just have it all in there.
CLAIRE: Right?
IVAN: Yeah. That was awesome.
CLAIRE: Oh, I'm so glad to hear that, Ivan. It's been one of the biggest hits. I think the thing that's interesting, or the thing that makes Know Your Team different, right, and this is so cool to hear from an actual customer. It's almost like you sat in on our team meetings or something. [laughing] Because you said it yourself, Ivan, which is that it's actually about a methodology. That's in fact what we're "selling" and offering and giving people. It's not so much the piece of software. The software itself, I mean, it's beautiful, it's well designed, you know, but it's the fact that when you really think about helping leaders and their team change their behavior, that it all starts with understanding that deeper core of why? In what way? Why should I change my behavior in this way? For what? And why does that matter?
And so, we spent a ton of time developing the methodology and trying to parse the research to figure out what that methodology should be.
IVAN: And I think when you've done that it now opens up your market as well because you're no longer having to focus on companies and leaders that are between the 50 and 200 employee range. Now you're kind of going smaller to go bigger. Right?
CLAIRE: I love that, yeah.
IVAN: You're focusing on teams that typically are what, eight to 10 to 12 people, maybe 20. A manager that is responsible for that many people, and those teams could be inside large companies, inside corporations. And so, that was a really smart business decision I think.
CLAIRE: Well, thank you. It's a really long answer to your original question, I realize, which is you just asked me why we changed our name. [laughing]
IVAN: [laughing] Well, that's why. Now we know.
CLAIRE: Yeah, so, to answer your question from the beginning, it's because, yep, we decided to serve actual teams. So, I love that phrase, we went small to go big.
IVAN: You can use it. It's yours. [laughing]
CLAIRE: I'll take it. [laughing]
IVAN: Now, a little earlier we talked about how the cost was $100 per employee for life. And when I first saw that I thought to myself, This is brilliant. I pay for it once and I forget about it. Then I thought to myself, Okay, as a business owner, how do I ensure that I have recurring revenue after a couple of years of this employee? Because basically my desire is for my team to be happy. And if my team is happy I don't have turnover, and if I don't have turnover, then the average span of my employee staying with me is pretty long, at which point the company that's enabling me, Know Your Team, are out of that $100 per-employee revenue of people that I am hiring.
CLAIRE: Sure.
IVAN: So, do you remember the original thought of the once-per-lifetime pricing was there?
IVAN: What was the impetus of that? Because you don't see that very often.
CLAIRE: It's pretty unique. Yeah, people are always intrigued about this, and there's a lot I could say. The origination of it is actually not my own idea. It was one inherited from Basecamp, and I believe their data person at the time is the one who came up with it. And the original idea why they did it is because they didn't know how long it was going to be around for. It was a prototype for them. It was like this fun product that they wanted to try, and it's like, What's a simple thing that helps them get up-front revenue and sort of test the idea. And so they just tried it.
Now, when I inherited the product in that new pricing model, then I had a decision, am I going to keep it or am I going to change it to something different? The reason I chose to keep it is actually because I noticed something really interesting that happened because of the pricing model, which is that because you are having CEOs invest maybe at minimum 10K, right, and maybe if they have 50 employees it's 5K, if you've got more it's 8K, etc. It's not trivial. So, all of a sudden it's up, invested more than just say, 25 bucks a month, or 40 bucks a month.
So, the energy that the CEO will then put into talking about the tool in the beginning, getting people excited about it, engaging in it, actually looking at the tool itself and answering questions was quite high. So, it actually became a sort of sunk cost for the CEO and encouraged the kind of behavior that we wanted to see people using, in using the tool.
So, that's the reason I decided to keep it, is because I was like, Oh, this actually helps influence the way people are using the tool, which is in line with the way we want people to be thinking about the tool, which is that Know Your Company shouldn't be seen as this feedback product that you can turn off anytime you get a piece of feedback you don't like. Right?
CLAIRE: Cause when it's like 40 bucks a month or whatever you're like Ah, let's just stop it. Versus if you invest two grand up front you're like, We're going to really try. We're going to try and listen, and this is going to be an initiative, and it's a program.
IVAN: There's skin in the game isn't there?
CLAIRE: Exactly. So, that's why we did it. The other sort of reason that we didn't realize [laughing] that ended up becoming really useful at the time is it also got us profitability extremely quickly as a good startup company. When I first took over for Know Your Team, I mean, we started at zero in the bank [laughing] and it was like, Ok, well, let's sell to folks, see what happens, and we became profitable in the first month due to this pricing model.
IVAN: Beautiful.
CLAIRE: And I think it would've taken at least a year and maybe four months to get to profitability had we been on a subscription model.
IVAN: I got to be honest, I [laughing] only realized that you had actually gone to the subscription model today when I was doing the research for the podcast episode, because I think I'm still grandfathered into the old $100 program.
CLAIRE: You are. So, here's what we did. So, then when we moved to Know Your Team, we thought, Okay, we'll do we keep the same pricing, or do we do something different? And we decided to definitely do something different, because like I mentioned earlier, two grand for a manager makes no sense up front.
CLAIRE: It just doesn't make any sense. So, we have a new target audience right? We have managers, so this means the pricing's got to change. So today what we charge is, we charge just 30 bucks per month, per manager. So, you don't do it by user, so you can have as many employees as you want. We charge per manager because that's who we feel we're delivering the most value for. And, when we made the price change, like you said, Ivan, we decided to grandfather in everybody who had the old pricing model, unless they decided for some reason they preferred the other pricing model. But, yeah, that's how we decided to move forward.
IVAN: You kind of got the best of both worlds because you were able to take advantage of actually up-front cash that your customers are giving you in the first year or two. And then when that revenue starts to not be recurring anymore, when you actually do have to have some sort of recurring revenue, you're able to change your business model so that you had that recurring revenue coming in. I think you've played it well.
CLAIRE: Sounds a lot more elegant in hindsight, I think. [laughing]
IVAN: [laughing] Yeah, when you're doing it, and kind of reacting to the circumstances, it doesn't really feel like it's that well-planned sometimes. You try to be planful, but who knows what the circumstances are going to be like coming up.
CLAIRE: Precisely.
IVAN: A couple more questions. One of them is the same question you asked at the beginning of your podcast. The one that you had Jason Fried ask you on your 50th episode, [laughing] and I'm going to ask you again the same question that he asked you, and maybe give you an opportunity to reflect on the answer that you gave. The question is: what is the one thing you wished you had learned earlier on as a leader?
CLAIRE: Yeah. It is funny, because I've literally asked this question to over 50 different leaders, and I will say actually, everyone has had a different response, which has been really remarkable. But when I try to answer this, Ivan, and you may have seen [laughing] this on the podcast itself, I got a little stuck. I was like, That's actually...huh.
And, I'll share what I told Jason, and then I'll share maybe one other one, that sort of now I'm having more time to marinate on it, I feel like it's true which is that I really wish I would've learned how to trust myself earlier. And that I think when you are first starting out as whether a new founder, or you're a first-time manager, it's very easy to seek out what has been the accepted models for success, and then to look for patterns for how the person got there.
So, as a result, you do a lot of snapping to grid of, Oh, this is what this person did when they ran their meeting so I'm going to try and emulate that. Or, I talked to a mentor about a certain situation, and they're giving me feedback that I should talk about this to my team so I'm going to do that. And the truth of the matter is that each person is so different. So, so different. And no one has ever in the history of anything been exactly in your specific situation as a leader, nor have they ever exactly been you.
So as a result, there's no real true model of success to actually be following. And at the end of the day, for whatever outcome you're looking for, the most important thing that you could be doing is trusting yourself in that. That doesn't mean to ignore advice or not take in information, but it means to understand that any seeking of an ultimate right answer is never going to come, and oftentimes the answer is in yourself.
IVAN: So eloquently put. [laughing]
CLAIRE: [laughing] Thank you.
IVAN: I love the answer. I love the answer.
IVAN: A final question. What are you looking forward to? What's coming up for Know Your Team? What's coming up for you personally? Given all the pandemic quarantine that's around us right now. I'm kind of looking for a light at the end of the tunnel, or what're you most interested in that's coming up?
CLAIRE: Sure. Well, I think the things I'm most interested in are, or energized by is just the ways that we are planning to improve the product in the next six months. We are planning a lot of [laughing] really awesome things in the pipeline.
IVAN: Awesome.
CLAIRE: Yeah. And we're planning to move as quickly as we can on them. And so excited to see these new features built out. One of them in particular, and I don't like to share the roadmap just in case we do change our mind, so I'll just give a vague teaser. But, one of them in particular is a really, really core part of our methodology that from day one I wanted to build out, but we just knew we didn't have the time yet, and we needed to do a few other things to the product first before we could do that.
So, I'm very, very excited for that piece, and it'll be a big pillar of that'll fall under the trust, honesty and context methodology that we've developed. But I think as of today, Know Your Team is really great, but without it I think it's actually a little incomplete, quite frankly. And so I'm really excited to ship that. Hopefully we'll have that definitely before the fall. And then we have a few other features in the pipeline right now that'll come out before that. So, really excited about that.
And then, the other things that I would say I'm most excited about are continuing writing and doing the Workshop Live! sessions. We've gotten just so much incredible feedback from folks about both, but particularly the Workshop Live! session, so we have hundreds and hundreds of folks from all over the world who will tune in. There was one I held yesterday where we had a couple hundred folks from all over the world who tuned in on "How to Lead in a Time of Crisis." So, I'm really looking forward to sharing more expertise about relevant topics. We've got one coming up on "How to Build Trust in a Team Environment," which is very timely. A lot of people feeling, like [laughing] we were saying, we need more trust in remote teams.
CLAIRE: So, those are the things I'm looking forward to, for sure, Ivan. Thanks for asking.
IVAN: Yeah, I'm looking forward to it to maybe attending some of those sessions as well. I've been quite involved in the Bureau of Digital's community, and they've been just an incredible support throughout this whole COVID-19.
CLAIRE: Ah, that's great.
IVAN: Yeah, it's been great, and it's nice that there are so many trusted communities out there that are available for people to join and for people to be a part of. It's nice to see.
CLAIRE: Thank you. I love it. Well, thank you so much for having me on the show, and for your questions and for your interest in the backstory [laughing]. I appreciate it.
IVAN: Yeah, thank you so much for spending your time with me today. It's really been amazing talking to you, and I hope we can get a chance to do that again in the future.
CLAIRE: You bet.
IVAN: Claire Lew is CEO of Know Your Team, and you can find them online at knowyourteam.com, where you can sign up for the service, read Claire's blog and of course, subscribe to her podcast. You've been listening to The TEN7 Podcast. Find us online at ten7.com/podcast. And if you have a second, do send us a message. We love hearing from you. Our email address is [email protected]. Until next time, this is Ivan Stegic. Thank you for listening.
Privacy Implications of Google Analytics and Things You Can Do To Protect Yourself
Do you know about the privacy implications of using Google Analytics, Google Tag Manager and reCAPTCHA? Have you ever thought about what they might be for yourself or for your clients? Our DevOps Engineer Tess Flynn tells us about the problems with these services and we discuss some privacy respecting alternatives.
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Episode 84 | March 14, 2020
Jeff Robbins: Remote Work During a Pandemic
TEN7 is a distributed company. Jeff Robbins of Yonder has been setting up remote and distributed companies for 15 years, and has a podcast about it. Now that the coronavirus is forcing the concept of remote work into the forefront, Ivan and Jeff decided to do a podcast with some high-quality information about transitioning to remote work during a pandemic, from folks who've been through it, and now believe it's a better way to work.
Subscribe and listen wherever you get your podcasts.


actually that was possibly the hardest post I have ever written, shows how ashamed I am.
You know yesterday I was listening to this guy I like on a Podcast and something he said really resonated with me. One way to look at all your doing-not only in quitting alcohol but the work you're doing with your therapist and then blogging about it is a form of detoxing-there are so many ways for us to detoxify ourselves and our lives-and I thought of you when I heard that-You're just releasing the old, toxic no longer needed stuff-to make way for whatever your Higher Self has in mind for you!


This entertaining, educational title features 400 bold, colorful stickers depicting a wide variety of animals. The illustrated inside covers provide space for creative sticker patterns or scenes. Peel-and-place reusable adhesive stickers allow for repeated play. Recommended for ages 6 to 12.


text:
Gary Clark Jr. Premieres "Grinder" Music Video — Exclusive
By Damian Fanelli 2015-08-28T12:48:15Z
Gary Clark Jr. and GuitarWorld.com have gotten together to premiere "Grinder," Clark's new music video.
You can check out the clip—which was directed by Gaston Jouany—below.
"Grinder," which starts off with some feedback before settling into a dirty, bluesy groove, is from Clark's new album, The Story of Sonny Boy Slim, which is set for a September 11 release via Warner Bros. Records.
Clark wrote, produced and arranged the album, even playing the majority of the instruments himself. His sisters, Shawn and Savannah Clark, perform on the record as backing vocalists. As Clark said in a promo video for the new album, "The underlying tone of this album is faith and hope, really, at the end of the day. 'Cause that's all we need."
The Story of Sonny Boy Slim is Clark's second album, the followup to 2012's Blak and Blu. You can check out its complete track list below.
Clark also has announced a fall/spring headlining tour that will take him across the U.S. Every ticket bought online will come with a standard digital download of The Story of Sonny Boy Slim. You can see his tour dates below.
The Story of Sonny Boy Slim can be preordered right here. All preorders come with instant downloads of "The Healing" and "Grinder."
For more about Clark, visit garyclarkjr.com.
The Story of Sonny Boy Slim Track List:
01. The Healing
03. Star
04. Our Love
05. Church
06. Hold On
07. Cold Blooded
08. Wings
09. BYOB
10. Can't Sleep
11. Stay
12. Shake
13. Down to Ride
Gary Clark Jr. 2015 Tour Dates:
09/11 – Vancouver, BC @ Rogers Arena *
09/12 – George, WA @ Gorge Ampitheatre *
09/14 – Portland, OR @ Moda Center *
09/16 – Mountain View, CA @ Shoreline Ampitheatre *
09/21 – Los Angeles, CA @ The Forum *
09/24 – Chula Vista, CA @ Sleep Train Amphitheatre *
09/25 – Phoenix, AZ @ AK-Chin Pavilion *
09/27 – Albuquerque, NM @ Isleta Ampitheater *
09/29 – Oklahoma City, OK @ Chesapeake Energy Arena *
09/30 – Wichita, KS @ INTRUST Bank Arena *
10/02 – Austin, TX @ Austin City Limits
10/04 – Atlanta, GA @ Centennial Olympic Park *
10/05 – Nashville, TN @ Bridgestone Arena *
10/07 – Memphis, TN @ FedEx Forum *
10/17 – Anaheim, CA @ Honda Center *
10/31 – Boston, MA @ House of Blues
11/01 – Philadelphia, PA @ The Fillmore
02/18 – St. Petersburg, FL @ Jannus Live
02/19 – Miami, FL @ The Fillmore
02/20 – Lake Buena Vista, FL @ House of Blues
02/21 – Ponte Vedra Beach, FL @ Ponte Vedra Concert Hall
02/23 – Birmingham, AL @ Iron City
02/24 – Chattanooga, TN @ Tivoli Theater
02/26 – Nashville, TN @ Ryman Auditorium
02/28 – St. Louis, MO @ The Pageant
03/01 – Tulsa, OK @ Cain's Ballroom
03/04 – Houston, TX @ Warehouse Live Ballroom
03/06 – Dallas, TX @ House of Blues
03/08 – El Paso, TX @ Tricky Falls
03/12 – Las Vegas, NV @ Brooklyn Bowl
03/31 – Kansas City, MO @ Uptown Theater
04/01 – Chicago, IL @ Riviera Theater
04/02 – Minneapolis, MN @ First Avenue
04/03 – Omaha, NE @ Slowdown
04/05 – Denver, CO @ Ogden Theater
04/08 – Salt Lake City, UT @ The Depot
04/09 – Boise, ID @ Knitting Factory
04/10 – Seattle, WA @ Moore Theater
04/12 – Vancouver, BC @ Commodore Ballroom
04/14 – Portland, OR @ Roseland Theater
* = w/ Foo Fighters
Photo: Frank Maddocks