Facility image is for illustration purposes only and may be subject to change.
At H.B. Fuller, we continue to strengthen our network in Asia Pacific. Our newest manufacturing facility in Surabaya, Indonesia, is scheduled for completion later this year, and is just another example of our commitment to deliver innovative adhesive solutions and value to our hygiene customers. The 30,000 square-meters of land facility will strengthen H.B. Fuller's presence in Asia Pacific, where already we have manufacturing facilities in China, Japan, Malaysia, Philippines and Australia.
This could not have come at a more opportune time, as a recent report indicated that significant growth in emerging markets is driving product development and expansion opportunities for consumer goods manufacturers in key countries, including Southeast Asia. In fact, it is estimated that, by 2025, approximately 50 percent of global consumption will take place in emerging markets.
H.B. Fuller's research regarding emerging markets was even featured in Issue 4 of the 2016 Nonwovens Report International.
Indonesia, the fourth most populated country in the world, has the largest and fastest-growing economy in Southeast Asia. With that, disposable pants remained the most dynamic category in current retail value and retail volume terms in 2015. These are just some of the reasons that H.B. Fuller chose to open a new manufacturing facility there - because "we want to be where our customers are," says Kirstin Hedin, H.B. Fuller's Global Hygiene Marketing Director. The Surabaya manufacturing facility will also have new PSA and water-based adhesive manufacturing capabilities to support H.B. Fuller's customer base in Southeast Asia, particularly in the hygiene industry.
The feminine care market in Indonesia is one of the top ten countries projected for growth by 2020. Furthermore, the country is reported to be second to China in projected absolute unit growth for baby diapers by 2020. Finally, although the elderly is an age group in decline in Indonesia, it remains a high potential market, as consumer spending is expected to increase.
H.B. Fuller is passionate about both providing its customers with the products they need, and doing so at a cost they can afford. That's why we work in collaboration with manufacturers to create products suitable for the income levels and the pace of income growth in every market.
Join us at OUTLOOK™ 2016 where together we will see, smell, and stretch the newest innovative hygiene products. We will be holding an Open House on September 22, from 10 a.m. to 12 p.m. at the NH Collection Eurobuilding Hotel, and look forward to seeing you there.


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Home > Archive
Year of Faith opens with a flood of words
(Saturday, 17 November 2012 )
At the beginning of October, the Church in China joined the universal Church in celebrating the opening of the Year of Faith.
However, there has been a noticeable difference in style compared with the opening of the Year of St. Paul and the Year of the Priests.
In 2008, the Chinese Catholic Patriotic Association and the Bishops' Conference of the Catholic Church...
Diocese announces a new policy on paternity leave
HONG KONG (UCAN): A new policy on paternity leave for employees of Hong Kong diocese was announced in late October.
A five-day leave period will apply equally to all male diocesan employees at the time of the birth of their child.
There is nothing startling or revolutionary in this policy, as it is a standard industrial practice in the Hong Kong civil service and also...
Reality of post-war Sri Lanka
HONG KONG (SE): Despite the rhetoric coming out of the mouth of the Sri Lankan government in Colombo, priests and Church personnel report that somewhere between 6,000 and 12,000 people, who were picked up in 2009 and accused of having links with the banned Liberations Tigers of Tamil Eelam (Tamil Tigers), remain in detention.
The Tamil Tigers was a separatist militant organisation based in northern Sri Lanka...
Call for more freedom ahead of congress
HONG KONG (UCAN) : The Justice and Peace Commission joined four other rights pressure groups on November 8, the opening day of the National People's Congress in Beijing, in presenting a list of 18 proposals gathered from an Internet survey to the Chinese Government Liaison Office in Hong Kong.
Judicial independence, respect for Internet freedom and the real implementation of people's...
Hong Kong putting lay ministry
on the Chinese world map
HONG KONG (SE): At the closing Mass of a Conference on Sharing the Experience of Lay Ministry organised by Hong Kong diocese and involving people from the Chinese diaspora from all over the world, people undertook to prioritise the ministry of the laity in their lives, as well as being aware of issues affecting minority groups in society.
Over 150 people from the Chinese diaspora in 13 countries took part in...
The lesson of silence
The widows who appear in our readings today, which feature both Elijah and Jesus, give all they have to the temple with great gladness and thanksgiving of heart.
They are both women who have had everything drained from them and yet still retain the necessary human dignity that enables them to teach us a lesson.
It is an extremely important lesson for today's...
Thirty-second Sunday of the Year
NOVEMBER 11 – THIRTY-SECOND SUNDAY IN ORDINARY TIME.
Mass of the Sunday, Gloria, Creed, preface of the Sunday (green).
Readings:
1 Kings 17:10-16; Hebrews 9:24-28;
Mark 12:38-44.
NOVEMBER 12 – ST. JOSAPHAT.
Mass of the memorial (red)....
Challenge is to hear the word of God not just read it
HONG KONG (SE): "Seeing is believing." A slice of popular wisdom, but when it comes to faith, or believing in God, Australian theologian, Adam Cooper, is adamant that it is the ears that give us the entrée to faith, not the eyes.
"Sight only backs up hearing," he said. "Sight can be deceived," as there are such things as optical illusions, "but the word of God...
Church of the Holy Sepulchre may close over water bill
Jerusalem (CathNews): The Church of the Holy Sepulchre in Jerusalem has warned that it may shut its doors to pilgrims in protest over a dispute with Hagihon, an Israeli water company, according to a November 2 report from the BBC. At the company's request, the church's accounts have been frozen over an unpaid US$2.3 million ($17.8 million) bill.
The dispute has left hundreds of priests,...
Sistine Chapel ceiling frescos turn 500-years-old
VATICAN CITY (CNS): "With a unique expressive intensity," is how Pope Benedict XVI described Michelangelo's work on the ceiling of the Sistine Chapel in the Vatican depicting the power and majesty of God the creator.
The pope described it as proclaiming that "the world is not the product of darkness, chaos or absurdity, but derives from intelligence, freedom, a supreme act of love....

redpajama_set_name: RedPajamaCommonCrawl


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Bosch wants to give your car's instrument cluster a full 3D makeover
By Ronan Glon	 August 12, 2019
Bosch helped Audi create the stunning digital instrument cluster introduced in 2014 in the third-generation TT. As rivals catch up, the company is already working on a new, more interactive generation of displays that will present information in 3D. Don't worry: You won't be required to wear special glasses before you take a seat behind the wheel.
The feature relies on passive 3D technology, so the driver can see messages and icons in three dimensions without wearing glasses, or using eye-tracking technology. Passive 3D technology essentially blends two frames into one, and it was often used by television manufacturers until they stopped supporting 3D, so it needs to be fine-tuned before it's put in a car, not created on a completely blank slate. This makes Bosch's vision of a 3D instrument cluster much more realistic, and considerably closer to production than it might sound.
3D is awesome when you're watching Jurassic Park, but what purpose does it serve in a car's dashboard? Bosch's research shows drivers view and interpret crucial information faster when it's presented in 3D than when it's shown on a conventional screen. Motorists have a more accurate view of what's behind them if their car's rear-view camera provides 3D footage, for example. Information about an upcoming traffic jam or an imminent collision could be shown in 3D, too. And, looking further ahead, 3D graphics could tell the driver of a semi-autonomous car to take the wheel.
"The display's depth of field means drivers can grasp important visual information faster, whether from an assistance system or a traffic-jam alert. Alerts that seem to jump out of the display are much more obvious and urgent," Steffen Berns, the president of Bosch's car multimedia division, explained in a statement.
Some cars already use 3D technology. Automakers are gradually adding 3D maps to their navigation systems to help motorists get from point A to point B without getting lost. The 3D layer brings buildings and other landmarks to life, which makes it easier to figure out where to turn. We expect this feature will become increasingly common during the 2020s.
Bosch doesn't make cars, it never has, so when you'll be able to buy a car with a full, 3D-enabled instrument cluster depends on the automakers it works with. The company wrote that it's ready to fill just about any order, whether it's a screen that's small and flat, one that's curved, one that's round, or one shaped like a hexagon. We'll learn more about what the future holds for this technology during the 2019 Frankfurt auto show opening its doors in September.
2020 Chevrolet Camaro vs. 2020 Ford Mustang
The best head-up displays (HUDs) for 2021
The best infotainment systems for 2021
The best station wagons for 2021
2021 Ford F-150 hybrid first drive review: Tech can be tough
Harman brings live concerts to your car's headrest
Mercedes-Benz's new 'Hyperscreen' dashboard is a dazzling 56-inch OLED panel
Apple's electric car may be at least five years away, report says
Elon Musk sails past Jeff Bezos to become world's richest person
Apple in talks with Hyundai over possible car, automaker confirms
Tesla sudden accelerations caused by driver error, NHTSA concludes
Tesla offers two new Model Y options, though one may be a squeeze
Samsung's Digital Cockpit is a futuristic concept for self-driving car interiors
Hyundai recalls nearly half a million Tucson SUVs over fire risk


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Equestrian Sport Prod., Show Jumping, Winter Equestrian Festival
Men's Team Captures 10th Annual Battle of the Sexes at WEF
January 17, 2018 Associate Editor	Leave a comment
The final match race was close, but it was Spencer Smith who sealed the win for the men's team over Maggie Jayne. Photo © Sportfot.
Wellington, FL – January 13, 2018 – On the opening "Saturday Night Lights" and in the 10th annual Battle of the Sexes, presented by Wellington Regional Medical Center, the men's team was victorious for the first time in the history of the class. The event is one of the most popular events at the Winter Equestrian Festival (WEF), held at the Palm Beach International Equestrian Center (PBIEC) in Wellington, FL.
Teams of ten men and ten women battled it out for this year's Battle of the Sexes title, with team captains Charlie Jayne and Nicole Bellissimo at the helm. Bellissimo led Heather Caristo-Williams, Amanda Derbyshire, Maggie Jayne, Caelinn Leahy, Abigail McArdle, Chelsea Sundius, Annabella Sanchez, Sydney Shulman, and Alexandra Welles on her team.
Jayne's team included David Blake, Andrew Bourns, Jordan Coyle, Alex Granato, William Hickey, Darragh Kenny, Luis Larrazabal, Spencer Smith, and Michael Tokaruk.
The contest was held in three phases, consisting of a faults converted speed round, a relay race, and a match race. The men and women were pitted against each other in each phase over courses set by Eric Hasbrouck (USA).
In round one, it was a tie with both teams scoring five points. Ireland's Jordan Coyle had the fastest time of 49.21 seconds.
Minikus Goes for Gumption in Hollow Creek Farm 1.50m Championship Jumper Classic
Out of 20 entries in the 1.50m Classic, five went clear over a course designed by Eric Hasbrouck (USA), and three of those were double clear. Taking the win in a time of 36.676 seconds was Todd Minikus (USA) on Carlo, a 2006 Holsteiner gelding by Casall x Landlord owned by North Face Farm.
Tina Allen Claims Blue Ribbon Aboard Two Mounts in Osphos® Amateur Owner 3'3" 36 & Over
Saturday's third class of the day came to a close with Tina Allen, from New Canaan, CT, taking first place honors in both Osphos® Amateur Owner 3'3" 36 & Over jumping classes. Allen claimed the first blue aboard her 7-year-old Westphalian mount, Sinatra, and rode Galaxy, her 12-year-old partner of six years, to victory in the second round over fences.
"I'm thrilled about it," said Allen. "I made a mistake on each horse in both classes, but I am very happy to come out on top."
Having recently purchased Sinatra here in Wellington, FL, Allen praised her new grey gelding on his performance.
"This is my third show on him in the 3'3"," said Allen. "I am ecstatic with him. He is so fun to ride and has a huge stride. He gives you confidence when you go in the ring even though he is so young."
Equestrian Sport Productions | 561-793-JUMP | news@equestriansport.com | www.PBIEC.com
Battle of the SexesfeaturedShow JumpingWinter Equestrian Festival
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Adapting to Tokyo time zone key to success: Hockey goalkeeper Savita
India women's hockey team goalkeeper Savita Punia said their preparation for Tokyo Olympics includes adapting to the local time zone and weather conditions.
"With just two months to go for the Tokyo Olympic Games, the focus is on high intensity sessions to maintain good fitness. We are also adapting to different time zones to perform well in Japan. The local weather conditions in Tokyo are going to be quite challenging and we are preparing for that as well," the 30-year-old said on Thursday.
Savita said the players are not letting the pandemic hamper their spirit.
"We are staying optimistic and have our eyes firmly on our goal which is to succeed in Japan," she added.
Savita said the women's hockey team has established itself at the continental level, but now is the time to move ahead to make an impression at world level.
"We are one of the leading hockey playing nations in Asia, having won silver at the 2018 Asian Champions Trophy and Jakarta Asian Games. The Indian team also won the 2017 Asia Cup. Now, the aim is [to do well at] the Olympics," she said.
Savita is also of the opinion that the national women's team has developed right temperament required to face top teams of the World.
"We got good exposure during the Tokyo Olympic cycle. It has strengthened our mind-set to play tough matches," she added.
nns/kh
Ravindra Jadeja to join India squad ahead of Australia Tests: Report
Hockey India names junior women's team for South Africa tour
Wrestling row: Babita Phogat joins Oversight Committee probing allegations against WFI and its chief
CWG 2022: Indian men's hockey team climbs to top of Pool...
Olympics: High chances of India finishing on hockey podium: Baskaran
Competing in World Cup, CWG gave me confidence, says Indian women's...
Hockey World Cup: Spain thrash Wales 5-1 to claim first win,...


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Intel chairman: Hi-tech studies can transform Mideast
Says Hi-tech education for children and adults could induce Palestinians to abandon terror.
By JUDY SIEGEL-ITZKOVICH
intel biz 88 224
(photo credit: Bloomberg)
The heads of Intel and other giant information technology (IT) corporations agreed at last week's World Economic Forum in Davos to promote computer education in the killing fields of Rwanda, Intel board chairman Craig Barrett disclosed to a handful of reporters in Jerusalem on Sunday. Could such a project be adopted in Gaza and the West Bank to induce Palestinians there to abandon terror and replace it with hi-tech education for children and adults? Barrett, who came to see the progress in some of Intel development and manufacturing installations in Jerusalem, Kiryat Gat, Haifa, Petah Tikva, Yakum and Yokne'am during a whirlwind 24-hour visit, told The Jerusalem Post that it could happen, but only if there were full cooperation among all the governments, banks and private corporations. The governments could facilitate such a project, especially by minimizing red tape, and the banks could provide the financing, while technical knowledge would come from the private sector. "We at Intel believe that corporations have an obligation to give back to society, but public-private partnerships are more effective than either side doing it alone," the 68-year-old engineer said. "We were excited about this partnership at Davos and will start in Rwanda in Africa to try to jump-start the whole educational process." He added that he has had "several conversations" on what to do in Gaza and the West Bank. "There is a huge opportunity, but the respective governments have to get together to allow free movement of people, resources and expertise. Intel cannot do this alone. Intel promotes educational work in Israel for Jews and Arabs, and the fact that we are not doing it in the West Bank and Gaza is crazy," he said. "We have tried for two years to establish an IT center at Gaza's Islamic University, but due to the chaos and restrictions, we were unable to get enough concrete to finish the building. It's hard for me to think the students don't want it." Barrett, who had a meeting with Prime Minister Ehud Olmert in his office along with Intel-Israel's South African-born general manager, Maxine Fassberg, immediately after the briefing with reporters in the company's Jerusalem development center, said he wanted to raise the issue. "I don't mean to minimize the political problems, but it is impossible to do this without cooperation," he said. "We can replicate in Gaza and the West Bank what is going on in Rwanda as long as governments cooperate." Intel, founded in California 40 years ago to produce the world's first silicon microprocessor for computers, launched the computerization revolution that has changed the world. It has 92,000 staffers worldwide, about 6,800 of them direct employees in Israel, with thousands more externally connected to the business. Some of its global education initiatives have been launched in Jordan, where the king and queen were active in the project; Egypt, where first lady Susan Mubarak serves as a sponsor; and one of India's states. "You need someone at the highest level to make sure the commitment is there and to pull down the roadblocks," Barrett said. He noted that many world problems would disappear if national leaders were engineers, "who think about the right decision to solve problems, but political leaders have other motivations and techniques." Israel has had excellent success in information technology, he added, calling it one of the world leaders in hi-tech startups. He advised countries that wanted to revolutionize their economy to lower corporation taxes. Ireland did so from 40 percent to 12% and, with its good education system and reduced bureaucracy, transformed its economy and boosted its productivity. Intel has invested $1 billion in education in the past decade, taught some five million teachers around the world about computer use in schools, and plans to do the same with eight million more during the coming decade. "It's good to be back in Israel," said Barrett, where the Kiryat Gat FAB28 fabrication center is being completed and the country's first major "green [environmentally friendly] building" is nearing its completion at Haifa's development center. Barrett also attended a ceremony at Intel-Kiryat Gat marking the training of the 150,000th child in the corporation's pupil educational program. "Israel is obviously important to us for engineering and manufacturing. The size of our investment here speaks for itself," he said. Asked about threats of an academic boycott and other economic measures against Israel in Britain and even the US, Barrett said that such efforts were "counterproductive." "Those who want to do it should worry about promoting education in this area, and the educational level of Palestinians should be raised to give hope and opportunity in the future," he said. "If boycott plans were stopped, energies could be focused on how to help neighbors expand their economy. The world would be a much better place." Intel developed a $200 "ClassMate" laptop to promote education among schoolchildren. While the goal of a laptop for every child is far from being achieved, Barrett said, it has made a difference. In developed countries, laptops constitute half of all personal computers sold. He doesn't see textbooks being replaced completely by chips in laptops, but portable computers can be used to store and update classroom material. Asked about the US presidential primaries, the Intel chairman said business needs free trade, investment in basic research and development and education. "Typically, Republicans are more inclined [toward] free trade than Democrats. Both are for education. Competitiveness legislation has been passed by both parties. I don't see very much difference. Hi-tech businesses prefer legal immigration of educated people, and both parties favor this, but illegal immigration tends to drive the agenda," Barrett commented, adding, "This has been one of most interesting election cycles we've seen for a long time."


FEATURED IN THE BIG OPEN HOUSE. 27th and 28th April - please call for viewing arrangements.
A well presented two bedroom first floor conversion apartment forming part of this imposing period semi-detached building. The property comprises of entrance hall, spacious reception room, fitted kitchen, master bedroom with ensuite shower room, second bedroom, as well as family bathroom. Further benefits include, gas central heating, unallocated parking to the front and further parking on the road. To the rear of the property is the laid to lawn communal garden. To avoid disappointment please contact Bairstow Eves 02083130303.


Ronald Wilson Reagan was the 40th President of the United States of America. He was elected President in 1980 and served from January 20, 1981 to January 20, 1989. A Republican, prior to being President has was an actor and Governor of California.
This page provides links to essays on Ronald Reagan by William P. Meyers, as well as links to external Web sites with related information.


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Q: Converse to Young's classical result on Riemann-Stieltjes integration A classical result from Young in 1936 says that if $f\in C^\alpha$ and $g\in C^\beta$ with $\alpha+\beta>1$ then $\int f \, dg$ exists as a Riemann-Stieltjes integral.
However, I am interested in the converse. Clearly if the support of $f$ is disjoint with the support of $g$ then they can have as bad of analytic properties as you'd want.
However, can we have $f\in C^\alpha$ and $f$ nowhere locally $C^{\alpha'}$ for any $\alpha'>\alpha$, $g\in C^\beta$ and $g$ nowhere locally $C^{\beta'}$ for any $\beta'>\beta$, with $\alpha+\beta<1$, and have the Riemann Stieltjes integral converge?

A: $\newcommand\al\alpha\newcommand\be\beta$Yes, of course. Take any $\al>0$ and $\be>0$ such that $\al+\be<1$. For $x\in[0,1]$, let
$$f(x):=\sum_{j=1}^\infty 2^{-j}(x-r_j)_+^\al$$
and
$$g(x):=\sum_{j=1}^\infty 2^{-j}(x-r_j)_+^\be,$$
where $(r_1,r_2,\dots)$ is an enumeration of the rational numbers in $[0,1)$ and $u_+:=\max(0,u)$.
For any real $u,v$ one has $u_+^\al-v_+^\al\le(u-v)_+^\al$ and hence for any $x,y$ in $[0,1]$
$$f(x)-f(y)\le\sum_{j=1}^\infty 2^{-j}(x-y)_+^\al=(x-y)_+^\al,$$
so that $f\in C^\al[0,1]$. Also, for any $j$
$$\liminf_{x\downarrow r_j}\frac{f(x)-f(r_j)}{(x-r_j)^\al}\ge2^{-j}>0$$
and hence for any real $\al'>\al$
$$\liminf_{x\downarrow r_j}\frac{f(x)-f(r_j)}{(x-r_j)^{\al'}}=\infty,$$
so that $f$ is nowhere $C^{\al'}$ on $[0,1]$.
Similarly, $g\in C^\be[0,1]$ but $g$ is nowhere $C^{\be'}$ on $[0,1]$ for any real $\be'>\be$.
Finally,
$$\int_0^1 f\,dg=\sum_{j=1}^\infty\sum_{k=1}^\infty 2^{-j}2^{-k}\,I_{j,k},$$
where
$$I_{j,k}:=\int_0^1(x-r_j)_+^\al\be(x-r_k)_+^{\be-1}\,dx
\le\int_0^1\be(x-r_k)_+^{\be-1}\,dx\le1.$$
So, $\int_0^1 f\,dg\in[0,1]\subset\mathbb R$. $\quad\Box$

redpajama_set_name: RedPajamaStackExchange


While the government's change in strategy over renewable energy in the UK has seen the number of new onshore windfarms being constructed reduced they are still a major risk factor to identify in a property transaction.
For example, in March 2015 a case in Cumbria saw a couple successfully sue their conveyancer for failing to reveal in their searches that a windfarm was to be constructed within a mile of their property. The investigation discovered that the development plans were well known within the community, and that the conveyancers were negligent in their failure to inform their clients of these developments.
The most obvious impact from living near a windfarm is the negative influence it may have on the value of a property, particular if the windfarm is built after the purchase. While opinion is split on the impact to property valuation, the London School of Economics has predicted that properties located within two kilometres of a windfarm could lose up to 12% of their value.
Many residents who live in close proximity also take issue with the level of noise generated by windfarms with windfarms recorded to omit high level noise disturbance. There is also a phenomenon called Shadow Flicker, which is the effect of the shadows cast by the rotating blades, an effect that has allegedly caused headaches among local residents.
The development of domestic energy sources, of which windfarms are a key part, will be an ever growing issue across the UK. Commitments to fight climate change will mean that while their development might have slowed recently, our future reliance on renewable energy is inevitable. Therefore, it is advisable keep abreast of any energy and infrastructure developments surrounding a property to protect your business, and your clients.


A day of presentations, workshops, films and discussion about DIY culture and its social, political and economic resonances.
The first Just Do(ing) It conference happened in May 2011 at S1 Artspace, Sheffield. This second get-together aims to share experiences of, and critically reflect on, alternative, underground and marginal cultural practices with a particular focus on art, music and education.
Vegan and vegetarian food will be available to purchase from the café and there will be musical entertainment, drinking and time for conversation in the evening. Places are limited so please book in advance via the University of Bradford Box Office: 01274 233200 or music@bradford.ac.uk £12 full/ £10 for members of 1 in 12 Club.


Cli application to generate OTP tokens for two-factor authentication.
Updated/fixed! Sorry for the delay!
The build fails without 'python-setuptools', please add it to makedepends.
@Muflone The PKGBUILD was really out of date (and the packaged version didn't support -a).
v1.1.0-1 needs ruby-cmdparse as a dependency, but this is not currently available in the AUR.
@jamesan: It still ends up putting it into /usr/bin, but I've fixed it anyway out of tidyness.
In Arch Linux, all executables are supposed to be installed to /usr/bin. The other bin locations (i.e. /bin, /sbin, /usr/sbin) are all actually just soft links to /usr/bin. All executables should then be installed into /usr/bin, not these other locations. In this case, it causes an unrecoverable error when installing this package even though the package gets built without a hitch.


Around a lot of different men, and all as one sing praises to my beauty. They speak amazing words, from which the head is round and involuntarily embarrassed. But among all, only one is real, he does not say much, he just does things that make me happy. I need such a man .. The man of my dreams.
I'm looking for a man who will make me happy ..


text:
<?php

/* @var $this yii\web\View */
/* @var $form yii\bootstrap\ActiveForm */
/* @var $model app\models\ContactForm */
use yii\helpers\Html;
use yii\bootstrap\ActiveForm;
use yii\captcha\Captcha;

use scotthuangzl\googlechart\GoogleChart;
use miloschuman\highcharts\Highcharts;

$analysis=[];
$names=[];
foreach ($data as $key => $value) {
    $string="Question".$value['questionid'];
     if(!isset($names[$value['questionid']-1])){
        $names[$value['questionid']-1]=$string;
     }
    if(isset($analysis[$value['questionid']-1])){
        $analysis[$value['questionid']-1]++;
     }
     else{
           $analysis[$value['questionid']-1]=0;

     }

}

if(Yii::$app->user->identity['role']=='setter'){
    echo Highcharts::widget([
        'options' => [
            'title' => ['text' => 'Question Analysis'],
            'xAxis' => [
                'categories' => $names
            ],
            'yAxis' => [
                'title' => ['text' => 'Attempted strength']
            ],
            'series' => [
                ['name' => 'No. of students attempted', 'data' => $analysis]
            ]
        ]
    ]);
}

?>

redpajama_set_name: RedPajamaGithub


Beautiful penthouse with captivating water views. 3 bedrooms with en suite bathrooms. The open floor plan and myriad of windows create a welcoming living space. Spacious kitchen with stainless steel appliances. Laundry area on the same level. Enjoy the convenience of the fitness center as well as reserved parking in the garage. Centrally located for an easy to all major hi-ways and public transportation.
We at Rosengarten Realty & Development believe in providing a personalized and thorough approach to our client's real estate needs.
We believe in listening to our client's expectations, and eventually surpassing them. A part of this community for over 50 years, Rosengarten's Real Estate division specializes in the sale & leasing of residential, historical and commercial properties.
© 2016 Rosengarten Realty. All rights reserved.


text:
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Interesting facts about Veterans Day
Thu, Nov 10th 2022 07:00 am
Each November, individuals across the United States gather to remember and honor the brave men and women who devoted their lives to maintaining the freedoms U.S. residents continue to enjoy. Veterans Day is celebrated on Nov. 11 and pays tribute to all American veterans – including the living and deceased – but especially thanks the living veterans who served honorably during war or peacetime, according to History.com.
Veterans Day originally was known as Armistice Day, which was established to commemorate the end of World War I. In 1954, President Dwight D. Eisenhower officially changed the name of the holiday to Veterans Day in an effort to recognize all veterans.
That name change is just one of many interesting facts about Veterans Day.
•Nov. 11, 1918, was largely considered the end of the "war to end all wars," even though the Treaty of Versailles, which officially ended World War I, was signed roughly seven months later on June 28, 1919.
•While Veterans Day is an American holiday, Canada, Great Britain, Australia and France also honor the veterans of World War I and World War II on or near Nov. 11. Canada celebrates Remembrance Day, while Britain observes Remembrance Sunday each year on the second Sunday of November.
•Data from the Department of Veterans Affairs says there are around 19 million U.S. veterans as of 2021.
•Arlington National Cemetery outside of Washington, D.C., holds an annual memorial service on both Memorial Day and Veterans Day. That cemetery is home to the graves of more than 400,000 people, most of whom served in the military.
•Gulf War-era veterans now account for the largest percentage of all U.S. veterans, surpassing the number of Vietnam War-era veterans by almost 2 million, according to the VA.
•Memorial Day is a time to remember those who died in battle or from wounds suffered in battle. However, Veterans Day honors all of the people who served their country, including both living and deceased veterans.
•The United States Bureau of Labor Statistics indicates women make up approximately 10% of the veteran population. By 2025, that number is expected to climb to 12%.
•In 2016, President Barack Obama signed the Veterans Day Moment of Silence Act. At 3:11 p.m. (Atlantic Standard Time) on Veterans Day, a moment of silence is observed and continues for 120 seconds.
•The last living American WWI veteran died in 2011. His name was Frank Buckles.
•In 2021, 37% of veterans were age 70 and older, according to Pew Research. An additional 36% of veterans were between the ages of 50 and 69.
•The U.S. Census Bureau indicates the percentage of the American population with military experience is on the decline. In 2018, about 7% of U.S. adults were veterans, down from 18% in 1980.
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In a land far far away, there is an independent Republic of Rebels.
A Secret place where all your dreams come true... A place that not everyone can get in… but if you do… your life will never be the same.
A Paradise of Freedom, Raves,Family, Love and MADNESSS... Are you ready for the experience of a lifetime?
Then welcome to the Republic of Rebel Village (RV)!!!


text:
-- Phnom Penh
-- Bus Schedule
-- Map of Phnom Penh
-- Russian Market
-- Central Market
-- Kandal Market
-- Royal Palace
-- Moonlight Pavilion
-- Hotels
-- Guesthouses
-- China Town
-- Nightlife
-- Casino NagaWorld
-- Kids City
-- Independ. Monument
-- National Museum
-- Wat Phnom
-- Wat Botum
-- Wat Ounalom
-- Genocide Museum
-- Killing Fields
-- Sorya Shopping
-- Sovanna Shopping
-- Dragon Water Park
-- Boat to Siem Reap
Cambodian Islands
Ton Le Sap Lake
Travelling in Cambodia
Hotel/ Guesthouse
"Very friendly staff at the Chili Bar. It is not over priced and they also have very strong drinks. I've been there a few times and have always felt welcome. Locals and tourists are all very friendly and you can easily chat with them. Definitely worth trying"
Since the arrival of UNTAC (United Nations Transitional Authority in Cambodia) and the NGOs in 1992, nightlife has Phnom Penh develops rapidly. While it can not compete yet with the nightlife of Bangkok, it has a lively, from dusk-till-dawn nightlife.
The nightlife takes place on roofs, colonial villas, in cocktail bars and cool micro-bars. Some clubs and bars have live music. The music of Phnom Penh is increasing because the amount growing local talent. You can enjoy an endless series of live music ranging from alternative rock, hip hop and reggae to name a few. Top artists have played in night clubs such as Pontoon and Nova.
It's a pretty good party town and offers a variety of places to choose from, including hostess bars, clubs, sports bars, pubs, karaoke bars, discos and more. There are entertainment venues in many parts of the city, but the city is not so big and vast, so it is easy to go from one bar to another. You better go by tuk-tuk or moto (the safest way around at night to travel).
There are several areas in Phnom Penh, where bars and nightlife are concentrated. On the riverfront (Sisowath Quay), in the side streets of the Quay and BKK1 are many bars and restaurants (look at the map below).
In Street 104 and Street 102 are many hostess bars. In Street 136, which is one block away from Sisowath Quay are also lots of hostess bars. Street 51 (between Street 154 and Street 174) are the famous Heart of Darkness, Walkabout, Shanghai and many more entertainment venues.
Near the Independence Monument is the district Boeung Keng Kang (BKK1). BKK1 has long been home to many NGOs, businesses, expats and tourists. Now it is booming with new restaurants, bars and hotels. Hotels in this district tend to the lower middle class and luxury class. Dozens of restaurants have spread across BKK1 and there are international fast food restaurants such as Burger King, Domino's and KFC. Most of the bars and clubs are in the area at the north side of BKK1, especially along Street 278 and 282, and Norodom Boulevard. Street 308, 29 21, and in the micro-bar enclave of Bassac Lane.
Many backpacker cafes and backpacker hostels are located in the BKK1 district. This is the place where you need to be present. Some well-known hangouts for backpackers are the Mini Banana Bar, Blue Dog, White Rabbit, Duplex, Club Love and Mad Monkey.
Along Sisowath Quay (on the river) you'll find o.a Lounge, Chili Blue, Rainbow Bar, Paddy Rice, Foreign Correspondence Club and the Rooftop Bar.


text:
hosted by Sonia Simone
Dan Pink on How to Succeed in the New Era of Selling
https://www.copyblogger.com/cdn-origin/audio/lede-dan-pink-interview.mp3
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Introducing Copyblogger Radio
Selling isn't what it used to be. And for most of us, that's a good thing.
Gone are the days of alpha males who are "always closing." Today, in the new era of selling that has dawned, many of us are spending much more of our time selling than we even realize.
This is the subject of Authority Rainmaker keynote speaker Dan Pink's latest book, To Sell Is Human: The Surprising Truth About Moving Others, and he gives us an inside look — describing the tools and traits that are required (many of which you probably have already) — in the latest episode of The Lede.
In this episode, Dan Pink and I discuss:
Tips for building a network (hint: be genuine!).
How we've moved from buyer beware to seller beware.
Two reasons why humility has become an essential trait for modern-day selling.
Why "Always Be Closing" has been replaced by "Attunement, Buoyancy, Clarity."
Dispelling the myth that strong extroverts are best-suited for selling.
Why the new era of information symmetry makes expertise and conscientiousness more valuable than ever.
How the concept of "servant selling" should be applied to content marketing strategy.
How to use extrinsic motivators and intrinsic motivators at the appropriate times to achieve the desired results.
Listen to Copyblogger FM: Content Marketing, Copywriting, Freelance Writing, and Social Media Marketing below ...
Dan Pink on How to Succeed in the New Era of SellingJerod Morris
React to The Lede …
As always, we appreciate your reaction to episodes of The Lede and feedback about how we're doing.
Send us a tweet with your thoughts anytime: @JerodMorris and @DemianFarnworth.
And please tell us the most important point you took away from this episode. Do so by joining the discussion over on LinkedIn.
Authority Rainmaker — accelerate your business with integrated content, search, and social media marketing (plus invaluable networking)
Drive: The Surprising Truth About What Motivates Us by Dan Pink
To Sell Is Human: The Surprising Truth About Moving Others by Dan Pink
Rethinking the Extraverted Sales Ideal
The Lede: Sally Hogshead on How You Can Unlock Your Natural Ability to Fascinate
Robert K. Greenleaf
DanPink.com
Please note that this transcript has been lightly edited for clarity and grammar.
The Lede Podcast: Dan Pink on How to Succeed in the New Era of Selling
Jerod Morris: We have a couple of questions for you about …
Dan Pink: Oh, good.
Jerod: Right.
Dan: And then you're going to ask me for something?
Jerod: (Laughs.) No, not at all.
Dan: You want me to mow your lawn, or …
Jerod: (Laughs.)
Welcome back to The Lede, a podcast about content marketing by Copyblogger Media, hosted by me, Jerod Morris, and Copyblogger's Chief Copywriter, Demian Farnworth.
The Lede is brought to you by Authority Rainmaker, and Authority Rainmaker, as you probably know, is Copyblogger's second annual, live content marketing networking event in Denver, Colorado.
It takes place May 13–15, 2015. It is going to be held at the stunning Ellie Caulkins Opera House, and it is a great opportunity to learn practical lessons that you can put into place as soon as you leave the conference.
It's the way the conference is set up. It's a carefully curated, single track where we'll talk about design, and traffic, and conversion, and content — and really give you a road map for how to improve your content marketing strategy.
And then, of course, you add to that all of the great speakers who will be there: Henry Rollins, Sally Hogshead, today's guest on The Lede, Dan Pink, Chris Brogan, and so many others.
Plus the networking opportunities with like-minded individuals to share contacts and stories, and it really is going to be a unique, exciting, useful event.
And above and beyond all that, I'd like to meet you. Demian would like to meet you. And so we can do that at Authority Rainmaker in Denver.
So go to authorityrainmaker.com, get the details, and if you don't have a prior obligation already, we hope that you will join us there.
So, speaking of Authority Rainmaker and Dan Pink, who I just mentioned, he is our guest today on The Lede. And Dan Pink is a prolific author, a deep thinker, and just a really genuinely curious guy who seems committed to flip conventional wisdom on its head.
And you can certainly see that in his last two books: Drive, which came out in 2009 and To Sell Is Human, which came out more recently.
Drive is a book that flips on its head what we think motivates us and shows us what really motivates us, and with To Sell Is Human Dan talks about the surprising truth about moving others, and how so many of us are selling a lot, even when we don't think we're selling — and what kind of personality types are good at sales, and just so many different ideas that if you haven't really looked at it deeply, you may not understand. And it may flip how you think about it.
So on this episode of The Lede, Dan and I talk about that. He shares his insights, gives you a little bit of a taste for what you will hear at his keynote at Authority Rainmaker. So we're very appreciative of Dan for taking the time, and very excited to share this episode of The Lede with you. Here is my interview with Dan Pink.
Tips for building a network (hint: be genuine!)
My guest today on The Lede is Dan Pink, who will be one of the keynote speakers at Authority Rainmaker, as I just told you, and it dawned on me, Dan. Before we jump in and start talking about your book, in reading your books Drive and To Sell Is Human and listening to your podcast, you have an incredible network of people that you can call on for interviews and for insight.
For everybody who's coming to Authority Rainmaker, and who's going to networking events, do you have any tips or insight about how to approach an event like this, or how to approach building your network in general?
Dan: For me, I think if you're genuinely interested in what other people are doing, and you reach out to them and show your genuine interest, then you can probably strike up a conversation. And that's really where it all begins.
I have said many times that everything good in life begins with a conversation. So if you're interested in what someone else is working on, or you are doing something that you think connects to somebody else, and you're genuinely interested in them — you don't necessarily have an ulterior motive — then I think most people are fairly receptive to it.
What I don't like is, on the receiving end of it is, someone who says, "Hey Dan!" You know, first paragraph: "I love your book!" Second paragraph: "Can you do this for me?"
What I'd like better is someone who emails me and says, "Hey, I saw that thing you wrote. That was really, really interesting," or maybe comes back six months later, "I saw another thing that you wrote. Hey, can I ask you one question about it?"
Today there are negative returns to that kind of gamesmanship that a lot of us think is networking.
Jerod: I absolutely agree with you. And on that point, I did read a couple of things you wrote, and I do have a couple of questions for you about them.
Dan: Oh, good.
Jerod: (Laughing.) No, not at all.
Jerod: (Laughing.) Not at all. Not at all. So let's talk about To Sell Is Human, which I found to be just a fascinating read.
Dan: Why, thank you.
How we've moved from buyer beware to seller beware
Jerod: You talk about how sales have changed over the years, and hit on this idea of how we've shifted from caveat emptor to caveat venditor. Hopefully I pronounced that right.
Dan: Right. Yeah.
Jerod: And this idea of non-sales selling. So I'm hoping you can start out by opening up with the big-picture idea that you're getting across in the book.
Dan: Okay. Yeah, sure thing. There are two big-picture ideas, really, and they're connected.
One of them is if you look at what people do all day on the job. They are selling in the broad sense of it. Now, some people obviously, are selling toaster ovens, and architectural services, and industrial supplies. And we have some interesting data on this.
If you look at how people spend their time who aren't in sales-sales, they are actually spending their time persuading, influencing, and convincing other people. And I call it, in a somewhat clumsy way, non-sales selling.
It's sales, but the cash register's not ringing and the transaction isn't denominated in dollars. It's denominated in some other kind of unit. A unit of attention, or effort, or commitment. Something like that.
So one idea is that whether we like it or not, and many people don't like it, white-collar work today especially involves an enormous amount of selling. Whether explicitly products and services, or this non-sales selling, which is essentially just persuading, influencing, and convincing. That's one idea.
The second idea, which you referred to, is that we're doing it, all this persuasion, all this influence, all this selling, on an utterly re-made landscape. And this is actually a big deal.
Most of what we know about sales — to go back to, like, sales-sales — has come from a world of information asymmetry, where the seller always had more information than the buyer. If I'm selling you something, and I have a lot more information than you, I can rip you off. This is why people don't trust salespeople. It's why sales has a bad reputation.
And most of our experience in sales as sellers, and as buyers, has been in a world where the scales of information are not balanced. Information asymmetry. But one of the most remarkable things that's happened over the last ten years is a move toward greater and greater information parity between buyers and sellers of anything.
I think this is just such a big phenomenon, and somehow it has escaped our conscious notice. So we move from this world of information asymmetry to one of information parities.
As you say, a world of information asymmetry is where the sellers have a lot more information than the buyers; when the buyer doesn't have many choices, when the buyer can't talk back, that's a world of "buyer beware" — caveat emptor, exactly.
But we now live in a world where buyers have lots of information, sometimes as much as sellers. Buyers have lots of choices. And I think this is really important: Buyers have all kinds of ways to talk back.
"Buyer beware" is always good advice. But when buyers have lots of choices and information, it's a world of "seller beware." Now the sellers are on notice. And this move toward information parity has affected every market for every thing, no matter how we define what a market is.
You see it in the market for cars. Twenty years ago the car dealer had an advantage. Today you go into the car dealer, and you know as much about cars and as much about Hondas, and as much about Accords as the car dealer.
It's happening in medicine, where it used to be the doctor was the only one who had access to any information. Now you have patients going in there with reams of information about their ailments. Now medical schools are saying, "How do you treat people — how do physicians behave — in a world where they have to persuade people who are coming armed with information? Some of it good, some of it not so good?"
You see it in jobs. A lot of times when an individual would interview for a job not that many years ago, he or she was going in blind. It was hard to do a lot of due diligence on that company. Now you can go to your LinkedIn network. You can go to glassdoor.com.
It's true in the market for dating. I mean, I'm 50 years old, and I met my wife in 1990, and that's a long time ago. Unfortunately she couldn't, back then, Google me before she started talking to me.
Two reasons why humility has become an essential trait for modern-day selling
Jerod: And what this means, I think, is that we need to change our mindset when we are trying to sell, or when we are trying to move other people. And you present the example of the old-school model that everybody has seen from a movie like Glengarry Glen Ross, with these big …
Dan: Yeah.
Jerod: … with the big alpha males that will always be closing, and kind of this idea that you can almost just intimidate people into a sale.
And you contrast that with what I thought was one of the best quotes in the entire book by Gwen Martin, and she says that:
Humility is the most common thread in people who are really good at moving others.
That's not often a word, I think, or a trait that we associate with people who are good at "sales."
Dan: Yeah. I think you're onto something really big there, and even implicitly, because — even the way you put it. So you talk about this contrast between this alpha male approach, and then you talk about this other approach, which is suggested not by a man, but by a woman.
And there are all kinds of reasons for humility, but part of it is that it's an accurate account of the situation. In any situation. In any kind of persuasive encounter.
Again, whether you're selling management consulting services, or you're selling chicken pot pies at a farmers market, as a seller you don't have an edge. You don't have access to all the information. You can't lord your information advantage over your prospect or your customer.
And I think that inherently puts you in a humble position. You're in a position as a peer rather than as an overlord, and I think that's one big reason.
The other big reason is if you look at the qualities that are now necessary in being effective in this re-made landscape of "seller beware," one of the most important qualities is something that I call "attunement," or perspective-taking.
And it turns out to be based on some really, really interesting research that those who are humble are actually better perspective-takers than those who are not.
That is, people who feel powerful, people who have an inflated sense of self — that actually distorts their ability to see others' perspectives.
And today when we don't have much coercive power in a marketplace, inside a company as a boss, wherever — when we don't have coercive power, we have to have the very kind of — almost the converse ability, which is to see other people's perspectives, find common ground, and that capacity is made easier with several doses of humility.
Why "Always Be Closing" has been replaced by "Attunement, Buoyancy, Clarity
Jerod: And so you mention attunement, and attunement is actually the "A" in a re-defined set of ABCs that you have in this book: Attunement, buoyancy, and clarity — obviously contrasting with the always-be-closing idea of before.
Jerod: Can you get into "buoyancy" and "clarity," as well, and complete that picture?
Dan: Yeah, sure thing. Let me take one step back, though. If you start with the premise that we're all selling, but we're doing it in a completely different world, then the question that I then ask myself is, "Okay, how do you do it better?"
And for that, I look to this pretty rich body of social science research over the last 25 years. Not much of it is about sales per se, but there is just a huge amount of research about how people make decisions, how people frame choices.
Does sequence matter when people make a selection? How do you understand someone else's perspective? How do people bounce back from failure? There is just a vast amount of research in all realms of social science, from economics to behavioral economics, to linguistics, to cognitive science.
I lucked out that they started with A, B, and C. That was just manna from Heaven. I probably shouldn't admit that, but I just did. And so the social science suggested these three qualities are the ones that are these kind of platform qualities to be effective in this remade world.
One is "attunement," which is being able to get out of your own head and see things from someone else's point of view. Let's go to the "B," buoyancy. Attunement, buoyancy, and clarity.
I got to buoyancy in an interview. I spent some time with a fellow who, for the last 40 years, has been selling Fuller Brushes door-to-door. A guy named Norman Hall. And he said, and it's really poetic, he said to me, "Dan, what you don't understand about my job is that every day I go, I confront, an ocean of rejection."
That was his phrase, "an ocean of rejection." And that's pretty powerful stuff. And I just have an enormous amount of respect for people in sales-sales, because they get rejected so much, and most of us can't take that very well.
I mean, most of us avoid even being in a position where we might get rejected, let alone have rejection be this fixture in your life, relentlessly. And so buoyancy is really — if we're facing an ocean of rejection, how do you stay afloat?
The social science offered some really, really intriguing clues about stuff you can do before an encounter, stuff you can do during an encounter, stuff you can do after an encounter.
Jerod: When you started talking about Norman Hall, and that's a thread that goes throughout To Sell Is Human — that was one of my favorite parts about the book, because actually one of my first jobs out of college was doing direct sales, both in businesses and residential.
And he is so right about the ocean of rejection. I mean, it's just constant "no" after "no" after "no," and just kind of getting to find that "yes." And I will say that in hindsight it's one of the best experiences I've ever had, and I'm so glad I did it, even though it clearly didn't have much of a future.
Dan: Brutal. What were you selling?
Jerod: We were selling these little books of coupons. And they were pretty good deals, but I will say that in terms of helping you develop a shield of armor around your attitude, there's probably no better boot camp for it than that.
But I love that part of the book, and following him, and I wanted to ask: Did he ever get Beth? I think it ended with he was going back to try and pitch her again on the brushes. Did she ever end up buying?
Dan: You know what? That is a great question, and I don't know the answer to that. I should find that out.
Jerod: A follow-up.
Dan: That's a great question. I'm going to guess, if I had to bet, I would put it at a 95-percent chance that he went back to her, and probably a 75-percent chance that she ended up buying some from him.
Jerod: Yeah. Probably. Just the stick-to-it-iveness.
Dan: That's my guess, yeah. That's my guess.
Dispelling the myth that strong extroverts are best-suited for selling
Jerod: The other thing I found so fascinating was, with sales we think a lot of times the personality trait for a successful salesperson is extroversion.
Jerod: If you just ask people, "Would you rather be an extrovert or an introvert to be good at sales?" People automatically would say "extrovert."
But in your book you explain that that's not quite the case, and there's something different almost in between those two that works much, much better.
Dan: You've got that exactly right. This idea that strong extroverts make better salespeople is an absolute myth. There is no evidence of it. What's alarming, I guess, is that strong extroverts are the ones who often go into sales. They're often the ones who get hired. But when you look at actual performance, they don't do that well.
But that doesn't mean that strong introverts are better at it. Really, it's actually something more subtle, as you suggest. It comes out of some interesting research from The University of Pennsylvania.
The people who do the best in sales are people who are what are called "ambiverts." That is, as in "ambidextrous." Those are people who are not strongly introverted, and not strongly extroverted. They're kind of in the middle. And there's some great research, as I mentioned, that shows that the ambiverts do better than the strong extroverts. The ambiverts do better than the strong introverts.
This idea that you have to be super extroverted to be successful in sales is flatly wrong. There's no evidence of it. But again, it doesn't mean that you have to be quiet and mousy and perfectly introverted. What it means is that you have to be attuned. You have to be ambidextrous.
Gwen Martin, who you mentioned, is a great salesperson in the Twin Cities area. She calls it "the ability to chameleon," which sounds kind of negative, but it basically is: Can you understand other people's perspectives? Are you versatile?
And the problem is that the strong extroverts talk too much and listen too little. And the strong introverts don't talk enough. And you want to be that calibrated person.
I know you're a basketball fan. It's sort of like you've got to be able to dribble with both your left and your right hand. You've got to be able to go left, and you've got to be able to go right, and you've got to know when to do each. And that's what ambiverts do. They know when to push. They know when to hold back. They know when to speak up; they know when to shut up.
Those are the ones who do the best, and I think what's really hard is that when you look at the population, most of us are ambiverts. There's kind of a bell curve of introversion and extroversion. A few of us on one side are strongly introverted, but not that many; a few of us on the other side are strongly extroverted, but most of us are a little bit of both.
And what it shows is that if you really want to be effective, you don't try to pretend like you're a super-strong extrovert. You're probably just better off being yourself. You're going to end up being much more effective.
Jerod: And it also means that it doesn't take some really special type of personality to be good at sales, right?
Dan: No.
Jerod: Even though we used to think that it took …
Jerod: … this special group of people, and I guess that's a good thing, right? Because as you say, so much of what we do now is not necessarily selling, but non-sales selling, where we're selling ideas, trying to move people.
So this is all a good thing, right? This is something we should feel good about.
Why the new era of information symmetry makes expertise and conscientiousness more valuable than ever
Dan: Largely, yeah. I think what it shows is that you don't have to pretend to be a certain way in order to be effective.
You don't have to be that pat-on-the-back, shoe-shine-and-a-smile kind of person. Really, what you want to do instead is really be the best version of yourself.
The other thing that is going on here is that as sales gets a lot more complex, as people begin, as prospects and customers can solve their own problems, that changes things too.
And so right now in sales of any kind, including and especially B2B sales, there's a premium on expertise. You have to know what you're talking about. You have to know your stuff inside and out. If you are selling to businesses, you'd better know what those businesses are about. You'd better understand those businesses.
This idea that you can get away with just being kind of a smooth operator with a pleasant personality, and a quick patter, and a good suit — that's just outdated.
What you really want to do now is you want to have some expertise. And if there's one personality characteristic that is effective in sales, as in many things, it's conscientiousness. Are you conscientious enough to do the follow up, and are you conscientious enough to do the work that it takes to become a true expert?
Jerod: So it's not the smooth talker or just the person who can make it sound good. Really the big skill that we need is being able to sift through massive amounts of information and parce it for people.
Dan: That's a big part of it. That's the "C." That's the clarity. Again, if you think about the transition — it used to be that if you had access to the information, you had a huge advantage.
So if you think about medicine. Not too long ago, doctors were the only ones who had access to any kind of real, quick, voluminous information. But now everybody has access to the information. I mean, I could do a Google search just as well as my doctor can. So having access to information doesn't give you a comparative advantage.
This is true in other kinds of things, too. It wasn't that long ago when brokers were the only ones who could know what a stock price was. It used to be, not that long ago, that bankers — investment bankers and brokers — would call the CEO of a company and say, "Mr. Smith of GM or Xerox, today your stock closed at blah, blah, blah. blah, blah."
Now, if I said to my 12-year-old son, "Hey, what's the market cap of Yahoo! right now?" he would be able to find that out. And so access to information doesn't give you a comparative advantage.
What gives you a comparative advantage is exactly what you were saying, Jerod. Which is the ability to make sense of information. To curate the information. To separate out the signal from the noise in information.
It's really a sense-making function, and that is a consequence of expertise. If you're a true expert, you can make sense of this wealth of information, find what's important, and discard what isn't.
How the concept of "servant selling" should be applied to content marketing strategy
Jerod: And, of course, to be attuned enough with the person that you're talking to, or your audience, to give them the information that's most relevant to them, which I think hits on — you know, at the end of the book you talk about this idea of "servant selling."
I want to make sure that we talk about this, because actually at last year's Authority conference I gave a presentation on servant leadership.
Jerod: And so I love this topic of "servant selling." What exactly is that, and as we kind of dial it in here to folks who are out there doing content marketing and creating content online to build a audience, how can that concept help people more effectively build a good, effective, responsive audience online?
Dan: You know servant leadership, so I don't want to torture you with the explanation of it. But for your listeners who don't, it's this fascinating idea that started in the 1970s by a guy named Robert Greenleaf.
What he did, which was actually kind of radical in his time, I think we lose sight of how bold this was. He said, "Wait a second, wait a second. All of our organizational charts show the leader at the top." And Greenleaf said, "No, no, no, no, no. The leader's at the bottom. The leader's at the bottom of the organization, and what gives you the ability to lead — what gives you the moral authority to lead — is whether you're serving."
And are you serving other people? Are you serving the people who work at your organization?" So you're not at the top. You're actually at the bottom. You're a servant to them. And this was a really radical idea, and his point was that true leaders serve first and lead next.
That service gives them, to use the word of the conference, gives them the authority to lead. And it's a powerful concept. It has taken hold ever so slowly in a variety of organizations.
I think we're at a comparable point when it comes to selling. It's that the very best sellers serve first, and sell next. And I think that's what content marketers do. That serving other people — not in the sense of customer service, although that matters. Answer your phone in less than two rings, get back to emails within 24 hours, etc.
But basically, are you actually of service to other people? Are you contributing something that makes their lives better? Are you contributing something that makes their businesses run better? And my view is that if you serve first and sell next, you're going to be fine. That's actually the way to do things today.
And at some level, content marketing is that. I mean, ultimately either you want people to buy your goods or services, but I think there's actually an argument to sort of turning off that part and just saying, "What can I do to be of service to people?"
And if you're in it for the long haul, it's going to work well. The trouble is that a lot of people aren't in it for the long haul. They think, "Oh, I'm going to send out one nice nugget of information, then I'm going to start asking them to sign on the line that is dotted."
Jerod: Combining those two words — servant and selling — I think it's just really a microcosm of the shift. In the book you've got these word clouds early on with people who are kind of using words that they associate with selling. And "servant" certainly does not fall anywhere in there.
Dan: I don't think that any–because we did this survey of 7,000 people. I have to go back and look. I would bet that the word "servant" was not on there.
Jerod: You think "slimy" or "selfish," almost. Because selling is supposed to be "get you what I want to do," when really, to be effective at it, especially now, it's "help someone else do something, help someone else achieve a goal," and in turn, it will help you achieve your own.
Dan: Exactly right.
How to use extrinsic motivators and intrinsic motivators at the appropriate times to achieve the desired results
Jerod: And I think it's nice that it's going in that direction, because it makes everything that we do more pleasant.
I want to shift gears really quickly. Obviously I could talk about this stuff with you for hours, but I want to get to an idea that you actually wrote about in a previous book that you gave a TedTalk on, because I think it's so fascinating — and that is this difference between extrinsic and intrinsic motivation.
Dan: Yeah, and then I'll also offer a little bit of a twist on that in the hope of making it a little bit more understandable.
Extrinsic is motivation that comes from the outside. You do something because you get money for it. You do something because you get recognized for it. You do something because you get a prize. That's important.
Intrinsic motivation is when you do something because you want to do it. It's self-determined. You play the banjo because you like to play the banjo.
Just to be perfectly clear: Extrinsic motivators are very important. Intrinsic motivators are very important. Where we run afoul is when we start using motivators that are both extrinsic, which is not the real sin, but also controlling. That's the real sin.
So it's really a question of motivators that are trying to control people, and motivators that don't try to control people. So let me give you a case in point. If a boss says, "If you do this, then I'll give you a bonus. If you do this particular thing, then I'll give you a bonus."
We tend to think that's perfectly normal, and what the research tells us — 50 years of behavioral science says that those kinds of motivators — those controlling, contingent motivators — or what I like to call "if-then" motivators — if you do this, then you get that — those if-then motivators are very effective for simple algorithmic routine kinds of tasks.
They work pretty well. We like rewards. They get our attention. They get us to focus. And so if you want to use an external, controlling motivator to get people to stuff envelopes, to get them to turn the same screw the same way on an assembly line, go for it. The science shows it's actually pretty effective.
But — and this is the big but — the science also shows that if you want people to do things that require more judgment or creativity, more discernment, more conceptual thinking — if the problem that they're trying to deal with is murky, if it's poorly framed, if it's multi-disciplinary, if it doesn't have an easy, algorithmic answer, if it's non-algorithmic — then those controlling, external motivators, those if-then rewards, don't work very well.
It's really kind of frustrating because in the social science world it's not even a close call. And so if you want people to do creative work, conceptual work, what you're better off doing is not trying to control them with if-then motivators, incentivize them with if-then motivators.
What you're better off doing is paying people well, and then offering them some autonomy. Do they have some sovereignty over what they do, when they do it, where they do it, who they do it with? Sense of mastery, which is the ability to make progress and get better at something that matters, and finally, purpose.
If people know that what they're doing makes a contribution, if people know what they're doing makes a difference. And so the problem, I think, in management at large is that most management schemes are designed to control people. And the evidence shows very clearly that human beings do not do creative, conceptual, high-level work under conditions of control.
Indeed, you could argue that human beings have only two reactions to control. We either comply, or we defy. But I don't know any organization that wants purely compliant people, and I don't know any organization that wants defiant people.
What you want are people who are engaged, and the way that people engage is by getting there under their own steam, with some measure of autonomy over, as I said, what they do, when they do it, how they do it, and who they do it with.
Jerod: And you outline all of these ideas in Drive. Have you seen a shift in the five to six years since that book came out in companies adopting this, seeming to understand this idea, and putting it into practice more?
Dan: Ever so slowly. I think one of the things that is interesting, and I've written a little bit about this.
Companies — and I'm not talking about the massive companies — but, one of the things that is interesting is that a substantial number of companies are eliminating commissions for their salespeople.
Because sales is fueled by the ultimate if-then motivator. If you sell, then you make money. If you don't sell, then you hit the bricks. And there are a lot of companies that are realizing that those kinds of incentives can distort people's behavior.
It's the reason why some of these companies that have developed their own culture — Netflix, Amazon, Zappos, Apple — they don't pay those kinds of contingent bonuses because they know that it can distort people's behavior.
And so you have a decent number of companies out there that are getting away from this very controlling form of compensation and instead, paying people well. Maybe doing something like profit sharing. But basically, getting people to focus on the work and not on the money.
And the way to do that is to pay people well. Take the issue of money off the table. And so you see it with companies that are eliminating sales commissions, you see it with some other ways. So I think that's taking hold, albeit not in dramatic numbers just yet. But it all begins with people essentially challenging the orthodoxy about how things ought to be run.
Jerod: You and I have never met yet. I very much look forward to meeting you in Denver at Authority Rainmaker. You strike me as such a naturally curious guy. Just in general. Have you decided yet what your next topic for a book is going to be?
Dan: You know, I'm cooking up a bunch of different ideas, and I'm trying to figure it out. I'm interested in a few other things. But I'm also interested in the form of presentation too.
I just think there are a lot of opportunities out there to tell stories and deliver ideas in other ways, whether it's podcasts, whether it's a television show, whether it's a film, and I'm trying not to limit myself to only one vessel. So I guess that's a long-winded way of saying, "No, I haven't figured it out yet."
Jerod: Well, where is the best place for people to connect with you, so that they'll find out as soon as they're ready?
Dan: They can come to my website, which is danpink.com. They can sign up for our email newsletter, which is free of charge and free of advertising. And follow me on Twitter at @danielpink.
Jerod: And I highly recommend the podcast, too.
Dan: Oh, thanks.
Jerod: You said that you'd taken a little hiatus on the episodes, but just going back and listening to them, they're all still obviously very relevant, and great conversations with some really influential people and deep thinkers. So I highly recommend those as well.
Well Dan, thank you so much for the time. I appreciate it, and I look forward to seeing you in Denver at Authority Rainmaker.
Dan: I'm looking forward to being out in the mile-high city for Authority, and it's been great talking to you, Jerod.
Jerod: Absolutely. Take care, Dan.
Thank you very much for listening to this episode of The Lede.
Once again, the URL for information about Authority Rainmaker and to get registered is: authorityrainmaker.com. And Early Bird Pricing is still available, so don't wait. Head over there, and hopefully we will see you in Denver.
And of course, if you enjoyed this episode, if you have been enjoying past episodes, we greatly appreciate your ratings and reviews over on iTunes.
Thanks for letting us know, thanks for letting everybody else know, and with that said, we will talk to you all next week with another brand-new episode of The Lede. Thanks, everybody.
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