5/18/2008

5/05/2008

You Go Girl - Women Boxing in the Early 1900's

The Library of Congress posted this 1910 photo on Flickr recently of the Bennett sisters boxing. "What is this?" I wondered. I searched around and found that women's boxing is much older than I thought. The site, womenboxing.com explains:

"While women's boxing can loosely trace it beginnings to London in the 1720's, throughout the ensuing decades, there were various exhibitions and scattered bouts until the 1950's when several fighters, most notably Barbara Buttrick, JoAnn Hagen (Verhaegen), and Phyllis Kugler staged professional fights. The sport rekindled again in the 1970s thanks to the efforts of several important trailblazers. The 1970's, in particular, were highlighted by many women’s boxing "firsts" including many states lifting bans for women to box; issuing "first time" boxing licenses, sanctioning boxing matches; and the various commissions approving more than four rounds for women’s bouts."


Women's boxing was a displayed event at the third olympic games held in 1904 in St. Louis as this photo from the Olympics archives attests.

5/01/2008

Rhino Party Rah Rah Rah

The Parti Rhinocéros, AKA the Rhinoceros Party, was registered in Canada for more than 30 years. They issued “A promise to keep none of our promises.” Members of the party claimed to be the “spiritual descendants” of Cacareco, a Brazilian rhino that was elected to São Paulo’s city council in the 1950s. They claimed that the rhino was the perfect symbol for a political party, because, among other things, they are “slow-moving, dim-witted, can move fast as hell when in danger, and have large, hairy horns growing out the middle of their faces.” Promises the party made (which they had already promised not to keep) included repealing the law of gravity, paving Manitoba to make the world’s largest parking lot, ending crime by abolishing all laws and that they would enforce higher education by building taller schools.

one of several, shall we say, different, political parties described in this neatorama post.

4/27/2008

Overcoming Resistance to Change

Want to start a business or make some other personal change? Something holding you back?

Perhaps you will recognize yourself in this list from How to Save the World. It is a top ten list of obstacles to making changes and ideas for how to overcome them:

"1. Procrastination. Fight it like the addiction it is. Separate the urgent from the Important. Have a list of the Important things and keep it in front of you. Break the Important things into manageable steps. Do one 'next step' towards your Important things every day. Learn to say 'no' to things that aren't as important. Don't try to do too many Important things at once. Don't wait for a crisis, or until it's too late. Don't beat yourself up about it, but don't deny it either.

"2. Well-meaning naysayers and apologists. Your friends may well tell you your greatest goal, the change you most want to achieve, is foolish, impractical or impossible, and to lower your sights. Or they may reassure you that there's always time later and that it's OK to put it off. Don't listen to them. They want to make you feel better, happier with what you have and are and have done so far, but they're abetting the crime of letting you be less than what you were meant to be, what you must be to be happy, to be complete.

"3. Fear of failure (defeatism). Take it one step at a time. Get lots of help. Use the buddy system. Find a personal coach. Avoid those people (there are a lot of them) who love to talk about others' failures and failings. Learn from failures (quickly, don't let them drag on). If you never fail, you're setting your sights too low.

"4. Giving up too soon (impatience). Do your research so you are 'knowledge-powered'. That will reduce the number of surprise obstacles that arise, and will equip you to deal with them. Pace yourself. Reward yourself for progress. Enjoy the ride.

"5. Waiting for the whole plan to be in place. Just start.

"6. Lack of self-confidence or cultural intimidation. Avoid conformists and cynics -- they will suffocate you. Also avoid hero-worshipers and those infested with the cult of leadership -- they perpetuate the myth that some people are inherently better and more likely to succeed than others. Smile a lot. Hang around people with the courage to be different. It will rub off on you. We're all born knowing we can do anything, we just need to unlearn that we can't.

"7. Inflexibility or lack of adaptability. Have a vision, a story, of where you want to go, but don't get locked into one way to get there. Plan, but don't overplan. Learn to improvise (it's more fun).

"8. Trying to do it all yourself. Ah, that cowboy culture. Total myth. Discover how many people love to help others succeed. Use them shamelessly, but spread the help you ask for around. Say 'thank you' a lot. Give stuff away free. Reciprocate in ways that don't distract you, and in ways that draw on what you do best. Learn the art of collaboration.

"9. Lack of forethought or concentration. Have lots of conversations with a diversity of others. Listen to constructive ideas, suggestions and criticisms. Set aside the time to think things through: You can listen too much to others, to the point you stop listening to yourself, or even stop thinking. Take up meditation or whatever works for you to silence the 'noise in your head' that keeps you from focusing. Trust your instincts.

"10. Lack of necessary skills or talents. Learn how to learn (they didn't teach that in school). Work with others who overcame the same lack of skills or talents. Even creativity and imagination can be learned. If you can imagine it, you can do it. Oh, and practice, practice, practice."

Where Does Creativity Come From?

Novelist Amy Tan digs deep into the creative process, journeying through her childhood and family history and into the worlds of physics and chance, looking for hints of where her own creativity comes from. It's a wild ride with a surprise ending.

4/25/2008

an Entrepreneur State of Mind

Being an entrepreneur is more than just starting a business, says Shutterfly CEO and dot-com veteran Jeff Housenbold. Entrepreneurial thinking involves an innovative mindset to create new products, new markets, and new ideas within any set of circumstances - from an existing Fortune 500 to a mom-and-pop shop.

4/04/2008

Checklist for Forming a Partnership

From Findlaw:

If you are thinking of starting a partnership, below is a checklist of steps to take before you open for business. Keep in mind that your partnership's startup requirements might vary from the list below, depending on the specific type of business you are in, and where your business is located.

Decide on a business name for your partnership. (Learn more: Pick a Winning Name for Your Business)
Search availability of your partnership's chosen business name, and for similarity to existing names. (Learn more: Make Sure Your Proposed Business Name is Available)
Register your partnership name (including as a "fictitious business name"). (Learn more: Registering Your Business Name)
Create and sign a written partnership agreement. (Learn more: Creating a Partnership Agreement)
Register your partnership by filing a "certificate" or "registration" of partnership with the Secretary of State office. This step is required most often for limited liability partnerships (LLPs) and limited partnerships, as opposed to general partnerships. (Learn more about Types of Partnerships)
Obtain business licenses and permits for your partnership from:
The federal government. (Learn more: Federal Start-Up Requirements)
Your state government. (Learn more: State Start-Up Requirements)
Your local government. (Learn more: Local Start-Up Requirements)

Forming a partnership can be a long-term benefit to your new business in the long run, but the process -- most notably drafting a comprehensive partnership agreement -- can be complicated. To ensure that your new partnership covers all legal bases and has the best chance for success before opening for business, you may wish to consult an experienced business attorney.

4/02/2008

Systems Thinking Applies to Software Development

"The Systems Thinking Laws from Peter Senge’s book “The Fifth Discipline” applied to Software Development.

1. Today’s problems come from yesterday’s solutions...
2. The harder you push, the harder the system pushes back...
3. Behavior grows better before it grows worse...
4. The easy way out usually leads back in...
5. The cure can be worse than the disease...
6. Faster is slower...
7. Cause and effect are not closely related in time and space...
8. Small changes can produce big results-but the areas of highest leverage are often the least obvious...
9. You can have your cake and eat it too - but not at once...
10. Dividing an elephant in half does not produce two small elephants...
11. There is no blame...

"So what?

"These 11 laws of The Systems Thinking show that all our solutions have consequences, sometimes bad and unexpected. Systems around us are what they are, and we shouldn’t blame, but learn them. To master Systems Thinking and control these systems we should understand what are the systems we are dealing with, either human or software, consciously learn relations, cause and effect chains, perceive the systems as a whole and as the part of other systems..."

Read more in this article from eioba.com from which the foregoing is quoted.

3/28/2008

Sharpen Your Skills

Sharpening Your Skills (from HBS Working Knowledge) brings together articles on ways to improve your business skills.

Questions to be answered:
Should I keep control of my company?
How do I turn potential into profit?
How can a resource-challenged start-up grow?
What legal mistakes should I watch out for in starting a new company?
Should I keep control of my company?

Rich or Royal: What Do Founders Want? It's a fundamental tension many entrepreneurs face, the conflict between wanting to become rich and wanting to keep control of their new company. Few can have both. Professor Noam Wasserman discusses his research into the motivations of entrepreneurs and the people who invest in them.

Key concepts include:

Entrepreneurs are often motivated by the potential of money and control, but very few ever achieve both.

A fundamental tension between "rich and regal" starts to develop as entrepreneurs look to attract resources to grow their ventures.

Investors need to understand the motivations of the entrepreneurs they back to make sure their goals are aligned.

How do I turn potential into profit?
Turning High Potential into Real Reward Transforming high-potential ventures into high-performance ventures, says professor Joseph Lassiter, depends on combining what, how, and who you know.

Key concepts include:

Successful entrepreneurs look ahead and say, "Two or three years from now, this is exactly the customer and exactly the product, and this is exactly why they're going to be compelled to buy."

A key issue is who do you do business with initially who lets the venture start moving down the "right" product road map?

Turning high-potential ventures into high-performance ventures is always an elegant combination of know what, know-how, and know who!

How can a resource-challenged start-up grow?
How Can Start-Ups Grow? For new ventures a lack of resources makes growth difficult to come by—just ask those nine out of ten fledgling firms that fail. Professor Mukti Khaire says the key may be in acquiring intangible resources such as legitimacy, status, and reputation.

Key concepts include:

Small companies can grow by developing intangible social resources such as legitimacy, status, and reputation.

In some cases the location of a new venture is a critical facilitator of success because of the symbolic benefits offered by an office address that is legitimate in the minds of stakeholders.

Firms have to work at maintaining their status in the hierarchy, while legitimacy is a critical issue only in the early stages of firms' lives.

For new firms in established industries, there is value to doing some nontechnical, symbolic things in the manner that is widely accepted and to adhering to industry norms and culture.

What legal mistakes should I watch out for in starting a new company?
Top Ten Legal Mistakes Made by Entrepreneurs The life of a startup can be precarious, a wrong turn disastrous. Harvard Business School professor Constance Bagley discusses the most frequent legal flops made by entrepreneurs, everything from hiring the wrong lawyer to puffing up the business plan.

Key concepts include:

Entrepreneurs tend to delegate too much to the lawyers.

Lawyers are risk averse; delegating to them can often compromise business objectives.

3/24/2008

St. Francis Hospital Implosion

To make say for the new Pittsburgh Penguins arena, old St. Francis Hospital bit the dust on Saturday. Here is a video of the implosion from StartPoint Media

3/05/2008

Overconfidence in Sheep's Clothing

"What else can psychology tell us about running a business?

"One example... [is] 'the illusion of validity.' This is the sense that you have that you understand somebody and you can predict how they will behave. The reason I call this the illusion of validity is that we knew from the statistics that we were actually not able to predict how people would behave...That's a very important illusion--this illusion of validity. In many different forms, it has big implications.

"Such as?

"One of the versions of it is called overconfidence: People assign much higher probability to the truth of their opinions than is warranted. It's one of the reasons people trade so much in the market, generally with bad results. [Another example is people] exaggerate their confidence in their plans--something we call the planning fallacy.... The existence of the plan tends to induce overconfidence.

"But isn't confidence a good thing?

"It's a wonderful thing to be optimistic. It keeps you healthy and it keeps you resilient. But I personally would not want my financial adviser to be optimistic; I'd like him to be as realistic as possible. There are contexts where optimism helps. Generally where it helps is in executing plans. It keeps you on track. It gives you energy to overcome obstacles....

"In many cases, what looks like risk-taking is not courage at all, it's just unrealistic optimism. Courage is willingness to take the risk once you know the odds. Optimistic overconfidence means you are taking the risk because you don't know the odds. It's a big difference."

Read more in this inteview with Nobel Laureate Daniel Kahneman.

2/27/2008

Myron Cope: Rest in Peace

"Myron Cope, the screechy-voiced announcer whose colorful catch phrases and twirling Terrible Towel became symbols of the Pittsburgh Steelers during an unrivaled 35 seasons in the broadcast booth, has died. He was 79... Cope's tenure from 1970 to 2004 as the color analyst on the Steelers' radio network is the longest in NFL history for a broadcaster with a single team. Cope was inducted into the National Radio Hall of Fame in 2005.

""His memorable voice and unique broadcasting style became synonymous with Steelers football," Steelers president Art Rooney II said Wednesday. 'They say imitation is the greatest form of flattery and no Pittsburgh broadcaster was impersonated more than Myron.'

Beyond Pittsburgh's three rivers, Cope is best known for the yellow cloth twirled by fans as a good-luck charm at Steelers games since the mid-1970s. The towel is arguably the best-known fan symbol of any major pro sports team, has raised millions of dollars for charity and is displayed at the Pro Football Hall of Fame...

"Cope and a rookie quarterback named Terry Bradshaw made their Steelers debuts on Sept. 20, 1970. Just as Pirates fans once did with longtime broadcaster Bob Prince, Steelers fans began tuning in to hear what wacky stunt or colorful phrase Cope would come up with next. With a voice beyond imitation -- a falsetto so shrill it could pierce even the din of a touchdown celebration -- Cope was a man of many words, some not in any dictionary..."

Quoted from this ESPN.com article (AP Photo/Keith B. Srakocic)

2/26/2008

Rosie the Riveter

"Rosie the Riveter is the female icon of World War II. She is the home-front equivalent of G.I. Joe. She represents any woman defense worker. And for many women, she's an example of a strong, competent foremother...the woman in the bandanna rolling up the sleeve on her raised bent arm...

"It seems that about 1942, an artist at Westinghouse named J. Howard Miller created "We Can Do It!," probably as part of his company's war work. The federal government encouraged industries to try to get more people to go to work. "We Can Do It!" initially had no connection with someone named Rosie.

"The next step in the Rosie myth was apparently the song 'Rosie The Riveter (2.6 MB mp3 file)' by Redd Evans and John Jacob Loeb, released in early 1943.

"Some of the lyrics go:

'All the day long,
Whether rain or shine,
She's a part of the assembly line.
She's making history,
Working for victory,
Rosie the Riveter.
Keeps a sharp lookout for sabotage,
Sitting up there on the fuselage.
That little girl will do more than a male will do.'

"And skipping to the end:

'There's something true about,
Red, white, and blue about,
Rosie the Riveter.'

...The big changes that brought them into war work began in 1942. Men were going to war and industries were switching to war production. When in need, industries decided they were willing to hire women: after all, they wouldn't get drafted. At first, there was lots of reluctance on the parts of managers, husbands, male workers, and many women, too...

"To motivate them, between 1942 and 1944, there was what's been called an "intense courtship of women by employers and government." The U.S. Office of War Information produced a Magazine War Guide which gave publishers of magazines ideas, information, and slogans for their publications.

"This was a government-led effort to recruit women workers, to get women out of the home. Magazines were to write articles that appealed to the desire for glamor and good pay, but even more to patriotism. 'Women, you could hasten victory by working and save your man.' Rosie's appearance on the Memorial Day cover of the Saturday Evening Post implied that her work might help save soldiers' lives...

"The women themselves tell us some of the effects:

'My mother warned me when I took the job that I would never be the same. She said, 'You will never want to go back to being a housewife.' At that time I didn't think it would change a thing. But she was right, it definitely did. . . .'

'You came out to California, put on your pants, and took your lunch pail to a man's job. This was the beginning of women's feeling that they could do something more.'"

Quoted from the transcript of this video presentation from the Library of Congress.

And from the Library of Congress 1930s - 1940s color photo collection on Flickr come a selection of color photos that vividly capture "Rosie" at work.

2/25/2008

Hope for Strummers

I still strum my guitar after all these years, mostly Beatles tunes. I never learned to play lead. Judging by the gaping hole in his worn guitar on display during last night's performance of the Oscar winning song "Falling Slowly" Glen Hansard is a strummer too, from way back.



As noted in this MP3.com article:

"Once, the little indie musical that could, provided Oscar night's most memorable moments.

"The film's stars, Glen Hansard and Marketa Irglova, who portray aspiring artists whose musical partnership lights a spark within both of them, took home the prize for best original song for "Falling Slowly." The track beat out music from the film Enchanted, which was the favorite with three of the five nominations.

"Hansard, who is the frontman for the Irish band the Frames but also pairs with Irglova in a group called the Swell Season, seemed stunned by the win and urged other independent artists to dream.

"'This is amazing! Hansard said. 'What are we doing here? This is mad!' He told the crowd that the film was made in three weeks with two handycams and $100,000. He exhorted the audience to 'Make art! Make art!'

"As Irglova went to say her part, the orchestra cut in to indicate that their time was up, and they were ushered off the stage. But after a commercial break, Oscar host Jon Stewart brought Irglova back out on stage to finish her speech.

"'This is such a big deal, not only for us, but for all independent musicians and artists who spend so much of their time struggling," Irglova said. "No matter how far out your dreams are, it's possible...this song was written was from a perspective of hope, and at the end of the day, hope connects us all.'"

2/20/2008

Just Do It

Message to me:
"Most of us have had the experience of tackling some dreaded task only to come out the other side feeling invigorated, filled with a new sense of confidence and strength. The funny thing is, most of the time when we do them, we come out on the other side changed and often wondering what we were so worried about or why it took us so long. We may even begin to look for other tasks we’ve been avoiding so that we can feel that same heady mix of excitement and completion.

"Whether we avoid something because it scares us or bores us, or because we think it will force a change we’re not ready for, putting it off only creates obstacles for us. On the other hand, facing the task at hand, no matter how onerous, creates flow in our lives and allows us to grow. The relief is palpable when we stand on the other side knowing that we did something even though it was hard or we didn't want to do it. On the other hand, when we cling to our comfort zone, never addressing the things we don’t want to face, we cut ourselves off from flow and growth.

"We all have at least one thing in our life that never seems to get done. Bringing that task to the top of the list and promising ourselves that we will do it as soon as possible is an act that could liberate a tremendous amount of energy in our lives. Whatever it is, we can allow ourselves to be fueled by the promise of the feelings of exhilaration and confidence that will be the natural result of doing it."

From DailyOM - Nurturing Mind Body & Spirit

2/19/2008

Who are You When No One is Looking?

"Any nuts-and-bolts leadership primer will explain that one of the key leadership competencies is holding others accountable...While this is an important dimension of leadership, it is easy to slip, when it comes to accountability for our own behavior...And as we all know, when there is a disparity between what you tell others to do and what you do yourself, people will believe your actions and not your words. The fallout of this scenario is an erosion of trust, one of the high prices we pay for lack of self-accountability...

"So what strategies can you adopt to be more...self-accountable...?

--Go through a formal 360 Leadership Assessment process or simply get hold of a leadership assessment form and use it to reflect on how others in your team would rate you on each dimension...

--At the end of each day, when you clear your desk before you head home, take a few short minutes to mentally go over your day. Think about significant conversations you held, meetings you attended, emails you sent and other actions you undertook.

Are you proud? Could you have done better? This will inspire you to plan your next day around your highest purpose. Getting into this habit of introspection will pay dividends in the long run.

--Decide to hold yourself accountable for developing other leaders. By mentoring a protégé to enhance their personal and professional growth, you strengthen your own leadership skills and reinforce your determination to be self-accountable as you become the model.

--When something goes wrong, look inwardly for solutions...When a mistake is made, do you ask: "Whose fault is it?" or do you say: "What can we learn from this?" or "What can I do to improve this situation?"...

--Write out your personal and professional goals with clear targets. Read them once a week. Are your day-to-day actions aligned with your values, your standards, your philosophy of leading?...If your answers to these questions are negative, what is causing this? What insights does this give you? Use this information as a means to spur you to action rather than guilt.

"Moliere, 17th century French dramatist, said: 'It is not only what we do, but also what we do not do, for which we are accountable.' Is there anything that you are avoiding doing that needs to be done? For example, are you putting off a difficult conversation? Are you delaying any important decisions? Are you delegating away responsibilities that should stay in your court?

"Self-accountability, then, is staying true to ourselves despite difficult circumstances. It's doing the right thing even when we are tempted to bend a few rules for expediency's sake. Perhaps Deborah Lee put it best: "Self-accountability is who you are when no one is looking". It's also the best antidote to feeling victimized by circumstances and in so doing, frees up precious creative energy for us to accomplish what matters to us. Above all, it entails owning up to the consequences of our decisions and choices, because there is no choice without accountability."

Quotedfrom this article from mindtools.com by Bruna Martinuzzi that is worth reading in its entirety.

2/13/2008

What Investors Want

From Educators Corner come new podcasts well worth a listen:

Podcast: Angel Investing Revealed Ron Conway, Angel Investors LP Mike Maples Jr., Maples Investments 60 min. 13 sec. Experienced angel investors, Ron Conway, Founder of Angel Investors LP, and Mike Maples, Founder of Maples Investments, provide a rare look into the ins and outs of angel investing. Conway and Maples discuss how angel investors assess opportunities, provide assistance to entrepreneurs and transition start-ups to larger venture investments or exit. In addition, Conway and Maples provide advice to entrepreneurs about finding one's passion and developing that passion into new ventures, including insight into how much money to raise and how to manage that money after it is in the bank.

Podcast: How to Build a Successful Company Mitch Kapor, Foxmarks 55 min. 24 sec. Serial entrepreneur Mitch Kapor speaks about the fundamental principles of building successful companies by drawing on his experience as creator of Lotus 1-2-3, Chairman of Second Life, Founder of Foxmarks and a wealth of technical and social entrepreneurship knowledge. Kapor emphasizes the elements of company building that technology has changed, such as faster feedback cycles and lower barriers to entry, as well as the elements that remain the same, such as how to establish culture and trust. Kapor illuminates his observations with contemporary and historical examples that create a context-rich primer on building vibrant companies.

2/06/2008

So Want to Be Acquired by Google?

This article from Fenwick & West is written for the directors and executives of emerging technology companies (referred to as TechCos) who are considering selling their company to a larger, more sophisticated company (referred to as LargeCo).

TechCos are privately held companies that exploit something new (technology, products or niche markets), experience rapid change (growth, market, profitability or cash flow) and typically are short on infrastructure and capital resources. These TechCo characteristics create special issues when TechCo decides to be acquired by LargeCo.

The article summarizes TechCo’s key issues when it prepares for and negotiates a successful sale of its business to LargeCo. Before they begin acquisition negotiations, the article can help TechCo’s executives frame the issues of importance to them. During negotiations, it can be a useful resource to TechCo’s executives for evaluating and responding to LargeCo’s proposals.

The article is divided into five sections. The “Introduction” explains why companies merge or are acquired and what factors lead to successful and unsuccessful acquisitions. “Deciding To Be Acquired” explains why companies may decide it is preferable to be acquired instead of going public, and when TechCo should consider being acquired. “Key Deal Issues” outlines the key deal issues from both LargeCo’s and TechCo’s perspectives.

“Troubled Company M&A Issues” highlights employee retention issues when TechCo is valued at less than its liquidation preference as well as special issues when TechCo is near insolvency. “Implementing The Deal” outlines the mechanics necessary to close a typical acquisition. The article concludes with two appendices. Appendix A is a sample Letter of Intent for a merger, illustrating typical provisions requested by LargeCo. Appendix B is a sample Time and Responsibility Schedule for a merger being accomplished pursuant to a Form S-4 Registration Statement."

(the text of this post is based on a booklet form of the article available on the Fenwick and West website)

2/04/2008

My Favorite SuperBowl Ad

The screaming grasshopper rocks even though you can barely hear it.

Tyree-fic Catch of the Century