Sunday, December 21, 2014
I've got a lot of those old, leather-covered books in my collection, but I never really thought about what goes into putting them together. It's fascinating to watch a craftsman put it all together.
You can see the original post on Facebook (sans music) via the link below.
And I've embedded the YouTube version (to which someone added music) below.
Saturday, September 06, 2014
Lou Reed cast a stony stare over a hotel ballroom packed with entrepreneurs, venture capitalists and geeks. It was November 8, 2006, the peak of the last Web bubble — remember? the littler one? the one between the monster bubble that ended in a big mess in 2000 and the bubble we’re in now that will end in another big mess one of these days?
That one, right: the bubble we called “Web 2.0.” That was also the name of the conference that Lou Reed was very visibly getting pissed off at — because, as he stood there and played his guitar and sang his songs, the geeks and VCs and founders weren’t listening. They were talking.
Reed was not known for suffering fools or turning the other cheek; he was famously prickly. (One live track from 1978 captures a rant he directed from the stage at a critic: “What does Robert Christgau do in bed? I mean, is he a toe fucker?”) So maybe the whole idea of having him serve as the after-dinner entertainment for a Web-industry conference hadn’t been so bright. But here we were!
Reed stopped playing. An AOL logo haloed his leathery face. While one of his two accompanying bassists vamped, he began barking at the crowd.
“You got 20 minutes. You wanna talk through it, you can talk through it. Or I can turn the sound up and hurt you.”And it just keeps on going. It's a terrific long read. I highly recommend it.
Doing is knowing: "Sweet Jane" and the Web
You should also check out his blog at Wordyard.com.
Sunday, February 23, 2014
Check me out. The top two knuckles of my left hand look as if I’d been worked over by the K.G.B. No, it’s more as if I’d been a catcher for the Hall of Fame pitcher Candy Cummings, the inventor of the curveball, who retired from the game in 1877. To put this another way, if I pointed that hand at you like a pistol and fired at your nose, the bullet would nail you in the left knee. Arthritis.The New Yorker's Roger Angell weaves a wonderful tale about reaching 93 years old. Poignant, insightful and hilarious.
Read it for yourself.
Thursday, February 20, 2014
Thursday, January 30, 2014
Saturday, June 08, 2013
To This Day from To This Day on Vimeo.
Sunday, May 12, 2013
My sister-in-law, Trish, who is a real TED fan, came across this wonderful TED Talk from Tampa, by Kathleen Taylor. I'm glad Trish sent it along because its all about the stories that we hear at Hospice every day. And it confirms that wonderful things happen.
Sunday, April 21, 2013
Friday, March 01, 2013
I think David nailed this one.
Employees at Yahoo have had a rough decade. The company has been drifting aimlessly with little vision, an endless parade of CEOs, and a flatlined stock price. That’s not exactly a conducive environment to be inspired and motivated within, let alone do the stellar work that Yahoo needs to pull out of the rut.
So it’s no wonder that they’ve been suffering from severe brain drain for a long time. But Yahoo is a big company, and there are surely still lots of talented people who don’t want to leave (or can’t)—waiting for better times. Unfortunately, it appears they’ll be kept waiting, if Yahoo’s announcement of “no more remote work” is anything to go by:Beginning in June, we’re asking all employees with work-from-home arrangements to work in Yahoo! offices. If this impacts you, your management has already been in touch with next steps. And, for the rest of us who occasionally have to stay home for the cable guy, please use your best judgment in the spirit of collaboration. Being a Yahoo isn’t just about your day-to-day job, it is about the interactions and experiences that are only possible in our offices.
The leadership vacuum at Yahoo is not going to be filled by executive decrees issued on such flimsy foundations. Imagine you’re a remote worker at Yahoo and you read that. Hell, imagine you’re any kind of worker at Yahoo and you read that. Are you going to be filled with go-getter spirit and leap to the opportunity to make Yahoo more than just “your day-to-day job”? Of course not, you’re going to be angry at such a callous edict, declared without your consultation.
What this reveals more than anything is that Yahoo management doesn’t have a clue as to who’s actually productive and who’s not. In their blindness they’re reaching for the lowest form of control a manager can assert: Ensuring butts in seats for eight hours between 9-5+. Though while they can make people come to the office under the threat of termination, they most certainly cannot make those same people motivated to do great work.
Great work simply doesn’t happen in environments with so little trust. Revoking the “yard time privileges” like this reeks of suspicions that go far beyond just people with remote work arrangements. Read this line one more time: “please use your best judgment in the spirit of collaboration”. When management has to lay it on so thick that they don’t trust you with an afternoon at home waiting for the cable guy without a stern “please think of the company”, you know something is horribly broken.
The real message is that teams and their managers can’t be trusted to construct the most productive environments on their own. They are so mistrusted, in fact, that a “zero tolerance” policy is needed to ensure their compliance. No exceptions!
Who cares if Jack is the best member of the team but has to live in Iowa because his doctor wife got placement at a hospital there? Or if Jill simply can’t deal with an hour-long commute anymore and wants to spend more time with the kids? With a zero tolerance policy, there’s simply no flexibility to bend for the best of the team, and thus the company. The result is a net loss.
Now imagine all the people who actually have a choice of where they want to work. Does management really think that the best Yahoo employees currently on remote work arrangements will simply buckle and cave? Why on earth would they do that given the wonderful alternatives available to remote workers today? No, they’re simply going to leave, and only those without options will be left behind (and resentful).
Yahoo already isn’t at the top of any “most desirable places to work” list. A decade of neglect and mounting bureaucracy has ensured that. Further limiting the talent pool Yahoo has to draw from to those willing to relocate to Sunnyvale, or another physical office, is the last thing the company needs.
Companies like Google and Apple can get away with more restrictive employment policies because they’re at the top of their game and highly desirable places to work. Many people are willing to give up the improvements that remote work can bring to their life to be part of that. Yahoo just isn’t there. It’s in no position of strength to be playing hardball with existing and future employees.
The superficial trinkets, like a free phone or free meals at the cubicle compound, are simply not going to serve as adequate passage for a zero tolerance work place that’s still fumbling its way out of a haze of disillusion. In fact, it cheapens those initiatives when the things that really matter, like the power of teams to recruit and retain the best, are curbed.
The timing of all this couldn’t be worse either. Remote work is on a rapid ascent, and not just among hot tech companies like Github, Automattic, or thousands of others. It’s been taking hold in supposedly stodgy big companies like Intel, IBM, Accenture, and many others. Worse than simply being late to that party is to try to turn back the clock and bait’n’switch your existing workforce.
Yahoo deserves better than this. It’s one of the classic brands of the internet and it’s painful to see it continue its missteps, especially on something so fool-hearted as trusting its employees and attracting the best talent.
But if recent history is any guide, I guess Yahoos without options to leave can console themselves with the fact that the average CEO term in the past six years has been a mere one year. So the odds are good that a new boss will be in place within long.
Interested in learning more about remote work? Checkout our upcoming book REMOTE: Office Not Required. It details all our lessons from more than a decade working remotely along with those from the growing list of other companies reaping the same rewards.
(Via Signal vs. Noise)
Thursday, February 28, 2013
This was all achieved because a then-22-year-old Army Private knowingly risked his liberty in order to inform the world about what he learned. He endured treatment which the top UN torture investigator deemed "cruel and inhuman", and he now faces decades in prison if not life. He knew exactly what he was risking, what he was likely subjecting himself to. But he made the choice to do it anyway because of the good he believed he could achieve, because of the evil that he believed needed urgently to be exposed and combated, and because of his conviction that only leaks enable the public to learn the truth about the bad acts their governments are doing in secret.
Heroism is a slippery and ambiguous concept. But whatever it means, it is embodied by Bradley Manning and the acts which he unflinchingly acknowledged today he chose to undertake. The combination of extreme government secrecy, a supine media (see the prior two columns), and a disgracefully subservient judiciary means that the only way we really learn about what our government does is when the Daniel Ellsbergs - and Bradley Mannings - of the world risk their own personal interest and liberty to alert us. Daniel Ellberg is now widely viewed as heroic and noble, and Bradley Manning (as Ellsberg himself has repeatedly said) merits that praise and gratitude every bit as much.