Friday, February 28, 2014

#Honey as a Remedy

Honey is much more than just a sweetener. Using local honey can help get rid of allergies. The pollen from local allergens used in the creation of honey can act as a vaccine and improve your ability to fend off allergy attacks.

When added to cinnamon and made into a paste it can reduce cholesterol in the arteries and improve heart health. Using this paste cinnamon and honey paste on toast every morning is a great way to help your heart and make your taste buds happy at the same time.

Honey, luke warm water and cinnamon in paste form can also relieve the itching of insect bites.

Even arthritis can be relieved with a tea of honey and cinnamon every morning.

So get some local honey and treat yourself to better health! www.ayurvedastreet.com

A TO Z PASSION #PLAY


apply massage oil to your lover's back while giving a good massage.
bring a single red rose to trace down your partner's body on your next sensual encounter.
cuddle often.
dance seductively under the moonlight.
engage in a loving embrace.
flirt with each other across a filled room.
grab your love anytime, anywhere.
have a bubble bath ready when your lover comes home.
ignite each other's flame by constantly cuddling, embracing and loving.
joke with each other often.
kill time by hugging, whenever you can.
lust as well as love each other.
make love anytime.
nudity can be fun, especially while swimming!
open up to each other and play truth or dare.
play, play, play!
quietly sneak up on your partner and attack them sexually.romance your lover.
surprise your lover with a sensual gift!
take your time during foreplay.
understand that each of you are different and enjoy different things.
venture into unknown territory by reading up on a new lovemaking technique then practice it tonight!
wash each other in the shower.
xpress yourself freely in the moment of passion.
yearn to caress your lover.
zealous lovers are never lonely!

Thursday, February 27, 2014

The “Five a Day” Will Keep You #Healthy Throughout Your Life!

Many nutritionists and therapists have been recommended us to take at least five portions of fruit and vegetables a day! However, some people thought it’s easier said than done, as up to 80 percent of the people normally take two to three portions a day, which is only a half of the minimal recommendation!

Did you know that fruits and vegetables are the main sources of vitamins and minerals? Those people who eat a lot of fruit and vegetables daily, is definitely have a lower risk of getting chronic diseases, such as the Alzheimer’s disease, heart disease and various types of cancers!



Basically, you can gain the benefits of fruits and vegetables, regardless of the forms of preparation!

By the way, have a look on the following list. Here’s a simple menu, and hope it might give you some idea on how to prepare your “Five a Day” portions.

1. A glass of fresh orange juice or watermelon juice
2. A plate of low calories salad as lunch
3. A plate of broccoli and beans
4. Raw strawberries as dessert
5. A small pack of dried apricots/persimmon for teatime

You can modify the above menu and turns it with your favorite fruits/vegetables.

How to find the Best #Roda #de #Samba in #Rio in #Brasil?

The Cidade Maravilhosa is also dubbed the Cidade do Samba, or City of Samba, given that Rio de Janeiro, with its rich history, is the birthplace of samba music. For anyone spending time in Rio with an ear for music, hearing great authentic samba is almost unavoidable, but it helps to be willing to venture outside of Zona Sul (South Zone).
A crowd gathers around the Roda de Samba at Moça Prosa in Rio, Rio de Janeiro, Brazil News
Roda de Samba at Moça Prosa in Rio, photo courtesy of Divulgação.

Traditional roda de samba or samba wheel is a distinct form of playing samba music involving a minimum of four people sitting around a table with a following of people singing along to songs that aren’t usually played commercially, referred to as samba de raiz, or roots of samba. They are often cross-generational affairs, as sambistas (samba musicians) typically start learning from their elders at an early age, perfecting the rhythm and song lyrics.

Components of samba music is predominately a 2/4 tempo varied with the conscious use of a sung chorus to a batucada rhythm, with various stanzas of declaratory verses. Traditionally, the samba is played on string instruments, mainly the cavaquinho guitar and various percussion instruments such as the tambourine and large drum, the surdo.

The location known as the birthplace of samba in Rio is Praça Mauá, located near the Port Zone. The square was a major trading ground for slaves brought from Africa, and it is here that legend puts the first samba beats. Close by, each Monday night at Pedro do Sal, is one of Rio’s most popular roda de sambas.
Rio de Janeiro, Brazil News
A gathering at Pedra do Sal, birthplace of samba, photo by Alexandre Macieira/RioTur.
It is free to attend, and the surrounding bars and restaurants remain open until late, as well as street food and beer for sale. During the summer months the event is also held on Friday evenings, and usually the closer to Carnival the bigger the gatherings.

Another great option is Samba do Trabalhador (Samba of the Worker), which takes place every Monday from 5PM to 10PM at Clube Renascença (Renaissance Club) in Zona Norte (North Zone). This is a well-attended event with legendary sambista Moacyr Luz taking the platform stage with his ten person band. It costs R$15 to enter and there is food and drinks for purchase.

An American musician from New York who has lived in Rio for over ten years, Scott Feiner, tells The Rio Times, “Although it’s a little bit out of the way if you’re located in Zona Sul, the Samba do Trabalhador is a great time. The musicians are all top-notch samba players and the leader is Moacyr Luz, one of Rio’s most important samba composers of his generation.”

For an intimate setting, every Saturday afternoon in Centro there is the Samba de Ouvidor (Samba of the Listener) gathering on the corner of Rua do Ouvidor and Rua Mercado. “We gather here because we come here to feel the music and feel the passion,” says Ivan Milanez, a known sambista in Rio who spoke to The Rio Times. “It is a family and we sing from the heart.”

http://riotimesonline.com/brazil-news/rio-entertainment/music/finding-the-best-roda-de-samba-in-rio/

What is #golden #handshake?


A golden handshake is a clause in an executive employment contract that provides the executive with a significant severance package in the case that the executive loses his or her job through firing, restructuring, or even scheduled retirement. This can be in the form of cash, equity, and other benefits, and is often accompanied by an accelerated vesting of stock options.
Typically, "golden handshakes" are offered only to high-ranking executives by major corporations and may entail a value measured in millions of dollars. Golden handshakes are given to offset the risk inherent in taking the new job, since high-ranking executives have a high likelihood of being fired and since a company requiring an outsider to come in at such a high level may be in a precarious financial position. Their use has caused some investors concern since they do not specify that the executive had to perform well. In some high-profile instances, executives cashed in their stock options, while under their stewardship their companies lost millions of dollars and thousands of workers were laid off

Wednesday, February 26, 2014

John Sculley On #Steve #Jobs, The Full #Interview Transcript


Here’s a full transcript of the interview with John Sculley on the subject of Steve Jobs.

It’s long but worth reading because there are some awesome insights into how Jobs does things.
It’s also one of the frankest CEO interviews you’ll ever read. Sculley talks openly about Jobs and Apple, admits it was a mistake to hire him to run the company and that he knows little about computers. It’s rare for anyone, never mind a big-time CEO, to make such frank assessment of their career in public.
UPDATE: Here’s an audio version of the entire interview made by reader Rick Mansfield using OS X’s text-to-speech system. It’s a bit robotic (Rick used the “Alex” voice, which he says is “more than tolerable to listen to”) but you might enjoy it while commuting or at the gym. The audio is 52 minutes long and it’s a 45MB download. It’s in .m4a format, which will play on any iPod/iPhone, etc. Download it here (Option-Click the link; or right-click and choose “Save Linked File…”).

Q: You talk about the “Steve Jobs methodology.” What is Steve’s methodology?
Sculley: Let me give you a framework. The time that I first met Jobs, which was over 25 years ago, he was putting together the same first principles that I call the Steve Jobs methodology of how to build great products.
Steve from the moment I met him always loved beautiful products, especially hardware. He came to my house and he was fascinated because I had special hinges and locks designed for doors. I had studied as an industrial designer and the thing that connected Steve and me was industrial design. It wasn’t computing.
I didn’t know really anything about computers nor did any other people in the world at that time. This was at the beginning of the personal computer revolution, but we both believed in beautiful design and Steve in particular felt that you had to begin design from the vantage point of the experience of the user.
He always looked at things from the perspective of what was the user’s experience going to be? But unlike a lot of people in product marketing in those days, who would go out and do consumer testing, asking people, “What did they want?” Steve didn’t believe in that.
He said, “How can I possibly ask somebody what a graphics-based computer ought to be when they have no idea what a graphic based computer is? No one has ever seen one before.” He believed that showing someone a calculator, for example, would not give them any indication as to where the computer was going to go because it was just too big a leap.
Steve had this perspective that always started with the user’s experience; and that industrial design was an incredibly important part of that user impression. And he recruited me to Apple because he believed that the computer was eventually going to become a consumer product. That was an outrageous idea back in the early 1980’s because people thought that personal computers were just smaller versions of bigger computers. That’s how IBM looked at it.
Some of them thought it was more like a game machine because there were early game machines, which were very simple and played on televisions… But Steve was thinking about something entirely different. He felt that the computer was going to change the world and it it was going to become what he called “the bicycle for the mind.” It would enable individuals to have this incredible capability that they never dreamed of before. It was not about game machines. It was not about big computers getting smaller…
He was a person of huge vision. But he was also a person that believed in the precise detail of every step. He was methodical and careful about everything — a perfectionist to the end.
If you go back to the Apple II, Steve was the first one to put a computer into a plastic case, which was called ABS plastic in those days, and actually put the keyboard into the computer. It seems like a pretty simple idea today, looking back at it, but even at the time when he created the first Apple II, in 1977 — that was the beginning of the Jobs methodology. And it showed up in the Macintosh and showed up with his NeXT computer. And it showed up with the future Macs, the iMacs, the iPods and the iPhones.
What makes Steve’s methodology different from everyone else’s is that he always believed the most important decisions you make are not the things you do – but the things that you decide not to do. He’s a minimalist.
John Sculley On Steve Jobs, The Full Interview Transcript
I remember going into Steve’s house and he had almost no furniture in it. He just had a picture of Einstein, whom he admired greatly, and he had a Tiffany lamp and a chair and a bed. He just didn’t believe in having lots of things around but he was incredibly careful in what he selected. The same thing was true with Apple. Here’s someone who starts with the user experience, who believes that industrial design shouldn’t be compared to what other people were doing with technology products but it should be compared to people were doing with jewelry… Go back to my lock example, and hinges and a door with beautiful brass, finely machined, mechanical devices. And I think that reflects everything that I have ever seen that Steve has touched.
When I first saw the Macintosh — it was in the process of being created — it was basically just a series of components over what is called a bread board. It wasn’t anything, but Steve had this ability to reach out to find the absolute best, smartest people he felt were out there. He was extremely charismatic and extremely compelling in getting people to join up with him and he got people to believe in his visions even before the products existed. When I met the Mac team, which eventually got to 100 people but the time I met him it was much smaller, the average age was 22.
These were people who had clearly never built a commercial product before but they believed in Steve and they believed in his vision. He was able to work in multiple levels in parallel.
On one level he is working at the “change the world,” the big concept. At the other level he is working down at the details of what it takes to actually build a product and design the software, the hardware, the systems design and eventually the applications, the peripheral products that connect to it.

In each case, he always reached out for the very best people he could find in the field. And he personally did all the recruiting for his team. He never delegated that to anybody else.
The other thing about Steve was that he did not respect large organizations. He felt that they were bureaucratic and ineffective. He would basically call them “bozos.” That was his term for organizations that he didn’t respect.

The Mac team they were all in one building and they eventually got to one hundred people. Steve had a rule that there could never be more than one hundred people on the Mac team. So if you wanted to add someone you had to take someone out. And the thinking was a typical Steve Jobs observation: “I can’t remember more than a hundred first names so I only want to be around people that I know personally. So if it gets bigger than a hundred people, it will force us to go to a different organization structure where I can’t work that way. The way I like to work is where I touch everything.” Through the whole time I knew him at Apple that’s exactly how he ran his division.

Q: So how did he cope when Apple became bigger? I mean, Apple has tens of thousands of people now.
Sculley: Steve would say: “The organization can become bigger but not the Mac team. The Macintosh was set up as a product development division — and so Apple had a central sales organization, a central back office for all the administration, legal. It had a centralized manufacturing of that sort but the actual team that was building the product, and this is true for high tech products, it doesn’t take a lot of people to build a great product. Normally you will only see a handful of software engineers who are building an operating system. People think that it must be hundreds and hundreds working on an operating system. It really isn’t. It’s really just a small team of people. Think of it like the atelier of an artist. It’s like an artist’s workshop and Steve is the master craftsman who walks around and looks at the work and makes judgments on it and in many cases his judgments were to reject something.
I can remember lots of evenings we would be there until 12 or 1 o’clock in the morning because the engineers usually don’t show up until lunchtime and they work well into the night. And an engineer would bring Steve in and show him the latest software code that he’s written. Steve would look at it and throw it back at him and say: “It’s just not good enough.” And he was constantly forcing people to raise their expectations of what they could do. So people were producing work that they never thought they were capable of. Largely because Steve would shift between being highly charismatic and motivating and getting them excited to feel like they are part of something insanely great. And on the other hand he would be almost merciless in terms of rejecting their work until he felt it had reached the level of perfection that was good enough to go into – in this case, the Macintosh.

Q: He was quite conscious about that, right? This was very well thought out, not just crazy capriciousness?
Sculley: No, Steve was incredibly methodical. He always had a white board in his office. He did not draw himself. He didn’t have particular drawing ability himself, yet he had an incredible taste.
The thing that separated Steve Jobs from other people like Bill Gates — Bill was brilliant too — but Bill was never interested in great taste. He was always interested in being able to dominate a market. He would put out whatever he had to put out there to own that space. Steve would never do that. Steve believed in perfection. Steve was willing to take extraordinary chances in trying new product areas but it was always from the vantage point of being a designer. So when I think about different kinds of CEOs — CEOs who are great leaders, CEOs who are great turnaround artists, great deal negotiators, great people motivators — but the great skill that Steve has is he’s a great designer. Everything at Apple can be best understood through the lens of designing.
Whether it’s designing the look and feel of the user experience, or the industrial design, or the system design and even things like how the boards were laid out. The boards had to be beautiful in Steve’s eyes when you looked at them, even though when he created the Macintosh he made it impossible for a consumer to get in the box because he didn’t want people tampering with anything.
In his level of perfection, everything had to be beautifully designed even if it wasn’t going to be seen by most people.
That went all the way through to the systems when he built the Macintosh factory. It was supposed to be the first automated factory but what it really was a final assembly and test factory with a pick-to-pack robotic automation. It is not as novel today as it was 25 years ago, but I can remember when the CEO of General Motors along with Ross Perot came out just to look at the Macintosh factory. All we were doing was final assembly and test but it was done so beautifully. It was as well thought through in design as a factory, a lights out factory requiring many people as the products were.
Now if you leap forward and look at the products that Steve builds today, today the technology is far more capable of doing things, it can be miniaturized, it is commoditized, it is inexpensive. And Apple no longer builds any products. When I was there, people used to call Apple “a vertically-integrated advertising agency,” which was not a compliment.
Actually today, that’s what everybody is. That’s what HP is; that’s what Apple is; and that’s what most companies are because they outsource to EMS — electronics manufacturing services.
John Sculley On Steve Jobs, The Full Interview Transcript

Q: Isn’t Nike a good analogy?
Sculley: Yeah, probably, Nike is closer, I think that is true. I think if you look at the Japanese consumer electronics in that era they were all analog companies.
The one that Steve admired was Sony. We used to go visit Akio Morita and he had really the same kind of high-end standards that Steve did and respect for beautiful products. I remember Akio Morita gave Steve and me each one of the first Sony Walkmans. None of us had ever seen anything like that before because there had never been a product like that. This is 25 years ago and Steve was fascinated by it. The first thing he did with his was take it apart and he looked at every single part. How the fit and finish was done, how it was built.
He was fascinated by the Sony factories. We went through them. They would have different people in different colored uniforms. Some would have red uniforms, some green, some blue, depending on what their functions were. It was all carefully thought out and the factories were spotless. Those things made a huge impression on him.
The Mac factory was exactly like that. They didn’t have colored uniforms, but it was every bit as elegant as the early Sony factories that we saw. Steve’s point of reference was Sony at the time. He really wanted to be Sony. He didn’t want to be IBM. He didn’t want to be Microsoft. He wanted to be Sony.
The challenge was in that era you couldn’t build digital products like Sony. Everything was analog and the Japanese companies approached things and you can read Prahalad’s book, from University of Michigan, he studied it. (Note: Sculley is referring to C.K. Prahalad’s “Competing for the Future” (1994))
The Japanese always started with the market share of components first. So one would dominate, let’s say sensors and someone else would dominate memory and someone else hard drive and things of that sort. They would then build up their market strengths with components and then they would work towards the final product. That was fine with analog electronics where you are trying to focus on cost reduction — and whoever controlled the key component costs was at an advantage. It didn’t work at all for digital electronics because digital electronics you’re starting at the wrong end of the value chain. You are not starting with the components. You are starting with the user experience.
And you can see today the tremendous problem Sony has had for at least the last 15 years as the digital consumer electronics industry has emerged. They have been totally stove-piped in their organization. The software people don’t talk to the hardware people, who don’t talk to the component people, who don’t talk to the design people. They argue between their organizations and they are big and bureaucratic.
Sony should have had the iPod but they didn’t — it was Apple. The iPod is a perfect example of Steve’s methodology of starting with the user and looking at the entire end-to-end system.
It was always an end-to-end system with Steve. He was not a designer but a great systems thinker. That is something you don’t see with other companies. They tend to focus on their piece and outsource everything else.
If you look at the state of the iPod, the supply chain going all the way over to iPod city in China – it is as sophisticated as the design of the product itself. The same standards of perfection are just as challenging for the supply chain as they are for the user design. It is an entirely different way of looking at things.

Q: Where did he get the idea for controlling the whole widget? The idea to be in charge of everything, the whole system?
Sculley: Steve believed that if you opened the system up people would start to make little changes and those changes would be compromises in the experience and he would not be able to deliver the kind of experience that he wanted.

Q: But this control extends to every aspect of the product – even to opening the box. The experience of opening the box is designed by Steve Jobs.
Sculley: The original Mac really had no operating system. People keep saying, “Well why didn’t we license the operating system?” The simple answer is that there wasn’t one. It was all done with lots of tricks with hardware and software. Microprocessors in those days were so weak compared to what we had today. In order to do graphics on a screen you had to consume all of the power of the processor. Then you had to glue chips all around it to enable you to offload other functions. Then you had to put what are called “calls to ROM.” There were 400 calls to ROM, which were all the little subroutines that had to be offloaded into the ROM because there was no way you could run these in real time. All these things were neatly held together. It was totally remarkable that you could deliver a machine when you think the first processor on the Mac was less than three MIPs (Million Instructions Per Second), which today would be — I can’t think of any device which has three MIPS, or equivalent. Even your digital watch is at least 200 or 300 times more powerful than the first Macintosh. (NOTE. For comparison, today’s entry-level iMac uses an Intel Core i3 chip, rated at over 40,000 MIPS!)
It’s hard to conceive how he was able to accomplish so much with so little in those days. So for someone to build consumer products in the 1980s beyond what we did with the first Mac was literally impossible. In the 1990s with Moore’s Law and other things, the homogenization of technology, it became possible to begin to see what consumer products would look like but you couldn’t really build them. It really hasn’t been until the turn of the century that you sort of got the crossover between the cost of components, the commoditization and the miniaturization that you need for consumer products. The performance suddenly reached the point where you could actually build things that we can call digital consumer products. Because Steve’s design methodology was so correct even 25 years ago he was able to make a design methodology – his first principles — of user experience, focus on just a few things, look at the system, never compromise, compare yourself not to other electronic products but compare yourself to the finest pieces of jewelry — all those criteria — no one else was thinking about that. Everyone else was just going through an evolution of cheap products that are getting more powerful and cheaper to build. Like the MP3 player. Remember when he came in with the iPod, there were thousands of MP3 players out there. Can anyone else remember any of the others?
His tradeoff was he believed that he had to control the entire system. He made every decision. The boxes were locked.
John Sculley On Steve Jobs, The Full Interview Transcript
Steve Jobs circa 1984. Illustration by Matthew Phelan

Q: But the motivation for this is the user experience?
Sculley: Absolutely. The user experience has to go through the whole end-to-end system, whether it’s desktop publishing or iTunes. It is all part of the end-to-end system. It is also the manufacturing. The supply chain. The marketing. The stores. I remember I was brought in because I had a design background and because I was a marketer. I had product marketing experience. Not because I knew anything about computers.

Q: I find that pretty fascinating. You say in your book that first and foremost you wanted to make Apple a “product marketing company.”
Sculley: Right. Steve and I spent months getting to know each other before I joined Apple. He had no exposure to marketing other than what he picked up on his own. This is sort of typical of Steve. When he knows something is going to be important he tries to absorb as much as he possibly can.
One of the things that fascinated him: I described to him that there’s not much difference between a Pepsi and a Coke, but we were outsold 9 to 1. Our job was to convince people that Pepsi was a big enough decision that they ought to pay attention to it, and eventually switch. We decided that we had to treat Pepsi like a necktie. In that era people cared what necktie they wore. The necktie said: “Here’s how I want you to see me.” So we have to make Pepsi like a nice necktie. When you are holding a Pepsi in your hand, its says, “Here’s how I want you to see me.”
We did some research and we discovered that when people were going to serve soft drinks to a friend in their home, if they had Coca Cola in the fridge, they would go out to the kitchen, open the fridge, take out the Coke bottle, bring it out, put it on the table and pour a glass in front of their guests.
If it was a Pepsi, they would go out in to the kitchen, take it out of the fridge, open it, and pour it in a glass in the kitchen, and only bring the glass out. The point was people were embarrassed to have someone know that they were serving Pepsi. Maybe they would think it was Coke because Coke had a better perception. It was a better necktie. Steve was fascinated by that.
We talked a lot about how perception leads reality and how if you are going to create a reality you have to be able to create the perception. We did it with something called the Pepsi generation.
I had learned through a lecture that Dr. Margaret Mead had given, an anthropologist in the 60’s, that the most important fact for marketers was going to be the emergence of an affluent middle class — what we call the Baby Boomers, who are now turning 60. They were the first people to have discretionary income. They could go out and spend money for things other than what they had to have.
When we created Pepsi generation it was created with them in mind. It was always focusing on the user of the drink, never the drink.
Coke always focused on the drink. We focused on the person using it. We showed people riding dirt bikes, waterskiing, or kite flying, hang gliding — doing different things. And at the end of it there would always be a Pepsi as a reward. This all happened when color television was first coming in. We were the first company to do lifestyle marketing. The first and the longest-running lifestyle campaign was — and still is — Pepsi.
We did it was just as color television was coming in and when large-screen TVs were coming in, like 19-inch screens. We didn’t go to people who made TV commercials because they were making commercials for little tiny black-and-white screens. We went out to Hollywood and got the best movie directors and said we want you to make 60-second movies for us. They were lifestyle movies. The whole thing was to create the perception that Pepsi was number one because you couldn’t be number one unless you thought like number one. You had to appear like number one.
Steve loved those ideas. A lot of the stuff we were doing and our marketing was focused on when we bring the Mac to market. It has to be done at such a high level of perception of expectation that he will sort of tease people to want to find out what the product is capable of. The product couldn’t do very much in the beginning. Almost all of the technology was used for the user experience. In fact we did get a backlash where people said it’s a toy. It doesn’t do anything. But eventually it did as the technology got more powerful.
John Sculley On Steve Jobs, The Full Interview Transcript

Q: Of course, Apple is famous for the same kind of lifestyle advertising now. It shows people living an enviable lifestyle, courtesy of Apple’s products. Hip young people grooving to iPods…
Sculley. I don’t take any credit for it. What Steve’s brilliance is, is his ability to see something and then understand it and then figure out how to put into the context of his design methodology — everything is design.
An anecdotal story, a friend of mine was at meetings at Apple and Microsoft on the same day and this was in the last year, so this was recently. He went into the Apple meeting (he’s a vendor for Apple) and when he went into the meeting at Apple as soon as the designers walked in the room, everyone stopped talking because the designers are the most respected people in the organization. Everyone knows the designers speak for Steve because they have direct reporting to him. It is only at Apple where design reports directly to the CEO.
Later in the day he was at Microsoft. When he went into the Microsoft meeting, everybody was talking and then the meeting starts and no designers ever walk into the room. All the technical people are sitting there trying to add their ideas of what ought to be in the design. That’s a recipe for disaster.
Microsoft hires some of the smartest people in the world. They are known for their incredibly challenging test they put people through to get hired. It’s not an issue of people being smart and talented. It’s that design at Apple is at the highest level of the organization, led by Steve personally. Design at other companies is not there. It is buried down in the bureaucracy somewhere… In bureaucracies many people have the authority to say no, not the authority to say yes. So you end up with products with compromises. This goes back to Steve’s philosophy that the most important decisions are the things you decide NOT to do, not what you decide to do. It’s the minimalist thinking again.
Having been around in the early days, I don’t see any change in Steve’s first principles — except he’s gotten better and better at it.
Another example, which has been brilliant, is what he did with the retail stores.
He brought one of the top retailers in the world on his board to learn about retail (Mickey Drexler from The Gap, who advised Jobs to build a prototype store before launch). Not only did he learn about retail, I’ve never been in a better store than an Apple store. It has the highest revenue per square foot of any store in the world but it’s not just the revenue, it’s the experience.
Apple stores are packed. You can go to the Sony center — go in the San Francisco center at the Moscone. There’s nobody there. You can go into the Nokia store, they have one in New York on 57th St. There’s nobody there.
But other people have the stores. They have the products to look at. You can touch and feel them but you walk into an Apple store and it’s just like an amazing experience. It is as much the people who are there shopping alongside you.
Again, it is like necktie products. It’s like being in an Apple store says, “here’s how I want you to see me. I’m here. I’m at the genius bar. I’m trying out the products. Look at me: I’m like the other people in the store.”
The user experience is taken all the way from the experience of using the product, to the advertising of how it is presented, to the design of the product. Steve is legendary for his fit and finish requirements on a product. Looking at the radius and parting lines and bezels and all these little details that designers pay attention to.
He will reject something which no one will see as a problem. But because his standards are so high, people sit there and say, “How does Apple do it? How does apple have such incredible products?”
I remember one of the things we talked about, Steve used to ask me: “How did Pepsi get such great advertising?” He asked if it was the agencies that you picked? And I said what it really is. First of all you have to have an exciting product and you have to be able to present it as an opportunity to do bold advertising.
But great advertising comes from great clients. The best creative people want to work for the best clients. If you are a client who doesn’t appreciate great work, or a client who won’t take risks and try new stuff, or a client who can’t get excited about the creative, then you’re the wrong kind of client.
Most big companies delegate it way down in the organization. The CEO rarely knows anything about the advertising except when it’s presented, when it’s all done. That’s not how we did it at Pepsi, not how we did it at Apple, and I’m sure it’s not how Steve does it now. He always adamantly involved in the advertising, the design and everything.

Q: Right. I hear Lee Clow flies up to Apple every week to meet with Jobs.
Sculley: Once you realize that Apple leads through design, than you can start to see, that’s what makes it different. Look at the stores, at the stairs in the stores. They are made of some special glass that had to be fabricated. And that’s so typical of the way he thinks. Everyone around him knows he beats to a different drummer. He sets standards that are entirely different than any other CEO would set.
He’s a minimalist and constantly reducing things to their simplest level. It’s not simplistic. It’s simplified. Steve is a systems designer. He simplifies complexity.
If you are someone who doesn’t care about it, you end up with simplistic results. It’s amazing to me how many companies make that mistake. Take the Microsoft Zune. I remember going to CES when Microsoft launched Zune and it was literally so boring that people didn‘t even go over to look at it… The Zunes were just dead. It was like someone had just put aging vegetables into a supermarket. Nobody wanted to go near it. I’m sure they were very bright people but it’s just built from a different philosophy. The legendary statement about Microsoft, which is mostly true, is that they get it right the third time. Microsoft’s philosophy is to get it out there and fix it later. Steve would never do that. He doesn’t get anything out there until it is perfected.
John Sculley On Steve Jobs, The Full Interview Transcript
Q
: Let’s talk about advertising, which is so important to Apple. In you book you talk about ‘strategic advertising’ – advertising as strategy. That’s a very interesting idea…
Sculley: At the time I came to Silicon Valley there was no advertising… The only one who was really interested in doing advertising was Apple. H-P didn’t advertise in those days. No one advertised in those days on a big brand basis. One of the things that I was recruited to Apple to help do was to bring big brand advertising to Apple.

The Apple logo was multicolor because the Apple II was the first color computer. No one else could do color, so that’s why they put the color blocks into the logo. If you wanted to print the logo in a magazine ad or on a package you could print it with four colors but Steve being Steve insisted on six colors. So whenever the Apple logo was printed, it was always printed in six colors. It added another 30 to 40 percent to the cost of everything, but that’s what Steve wanted. That’s what we always did. He was a perfectionist even from the early days.

Q: That drives some people a little bit crazy. Did it drive you crazy?
Sculley: It’s okay to be driven a little crazy by someone who is so consistently right. What I’ve learned in high tech is that there’s a very, very thin line between success and failure. It’s an industry where you are constantly taking risks, particularly if you’re a company like Apple, which is constantly living out on the edge.
Your chance of being on one side of that line or the other side of the line is about equal. Sometimes… he was wrong tactically on a number of things. He wouldn’t put a hard drive in the Macintosh. When someone asked him about communications, he just threw a little disk across the room and said, “That’s all we’ll ever need.” On the other hand, Steve led the development of what was called AppleTalk and AppleLink. AppleTalk was the communications that enabled the Macintosh to communicate to the laser printer that enabled… desktop publishing.
AppleTalk was brilliant in its day. It was as brilliant as the Macintosh. It was another example of using a minimalist approach and solving a problem that no one else thought was a problem that needed to be solved. Steve was solving problems back in the 80s that turned out 15, 20 years later to be exactly the right problems to be working on. The challenge was we were decades away from when the technology would be homogenized enough and powerful enough to be able to make all those things mass market. He was just, in many cases, he was way ahead of his time.
Looking back, it was a big mistake that I was ever hired as CEO. I was not the first choice that Steve wanted to be the CEO. He was the first choice, but the board wasn’t prepared to make him CEO when he was 25, 26 years old.
They exhausted all of the obvious high-tech candidates to be CEO… Ultimately, David Rockefeller, who was a shareholder in Apple, said let’s try a different industry and let’s go to the top head hunter in the United States who isn’t in high tech: Gerry Roche.
They went and recruited me. I came in not knowing anything about computers. The idea was that Steve and I were going to work as partners. He would be the technical person and I would be the marketing person.
The reason why I said it was a mistake to have hired me as CEO was Steve always wanted to be CEO. It would have been much more honest if the board had said, “Let’s figure out a way for him to be CEO. You could focus on the stuff that you bring and he focuses on the stuff he brings.”
Remember, he was the chairman of the board, the largest shareholder and he ran the Macintosh division, so he was above me and below me. It was a little bit of a façade and my guess is that we never would have had the breakup if the board had done a better job of thinking through not just how do we get a CEO to come and join the company that Steve will approve of, but how do we make sure that we create a situation where this thing is going to be successful over time?
My sense is that when Steve left (in 1986, after the board rejected his bid to replace Sculley as CEO) I still didn’t know very much about computers.
My decision was first to fix the company, but I didn’t know how to fix companies and to get it back to be successful again.
All the stuff we did then were all his ideas. I understood his methodology. We never changed it. So we didn’t license the products. We focused on industrial design. We actually built up our own in-house design organization, which they have to this day. We developed the PowerBook… We developed QuickTime. All these things were built around Steve’s philosophy… It was all about sales and marketing and the evolution of the products.
All the design ideas were clearly Steve’s. The one who should really be given credit for all that stuff while I was there is really Steve.

I made two really dumb mistakes that I really regret because I think they would have made a difference to Apple. One was when we are at the end of the life of the Motorola processor… we took two of our best technologists and put them on a team to go look and recommend what we ought to do.
They came back and they said it doesn’t make any difference which RISC architecture you pick, just pick the one that you think you can get the best business deal with. But don’t use CISC. CISC is complex instructions set. RISC is reduced instruction set.
So Intel lobbied heavily to get us to stay with them… (but) we went with IBM and Motorola with the PowerPC. And that was a terrible decision in hindsight. If we could have worked with Intel, we would have gotten onto a more commoditized component platform for Apple, which would have made a huge difference for Apple during the 1990s. In the 1990s, the processors were getting powerful enough that you could run all of your technology and software, and that’s when Microsoft took off with their Windows 3.1.
Prior to that you had to do it in software and hardware, the way Apple did. When the processors became powerful enough, it just became a commodity and the software can handle all those subroutines we had to do in hardware.
So we totally missed the boat. Intel would spend 11 billion dollars and evolve the Intel processor to do graphics… and it was a terrible technical decision. I wasn’t technically qualified, unfortunately, so I went along with the recommendation.
The other even bigger failure on my part was if I had thought about it better I should have gone back to Steve.

I wanted to leave Apple. At the end of 10 years, I didn’t want to stay any longer. I wanted to go back to the east coast. I told the board I wanted to leave and IBM was trying to recruit me at the time. They asked me to stay. I stayed and then they later fired me. I really didn’t want to be there any longer.
The board decided that we ought to sell Apple. So I was given the assignment to go off and try to sell Apple in 1993. So I went off and tried to sell it to AT&T to IBM and other people. We couldn’t get anyone who wanted to buy it. They thought it was just too high risk because Microsoft and Intel were doing well then. But if I had any sense, I would have said: “Why don’t we go back to the guy who created the whole thing and understands it. Why don’t we go back and hire Steve to come back and run the company?”
It’s so obvious looking back now that that would have been the right thing to do. We didn’t do it, so I blame myself for that one. It would have saved Apple this near-death experience they had.
One of the issues that got me fired was that there was a split inside the company as to what the company ought to do. There was one contingent that wanted Apple to be more of a business computer company. They wanted to open up the architecture and license it. There was another contingent, which I was a part of, that wanted to take the Apple methodology — the user experience and stuff like that — and move into the next generation of products, like the Newton.
But the Newton failed. It was a new direction. It was so fundamentally different. The result was I got fired and they had two more CEOs who both licensed the technology but… they shut down the industrial design. They turned out computers that looked like everybody else’s computers and they no longer cared about advertising, public relations. They just obliterated everything. We’re just going to become an engineering type company and they almost drove the company into bankruptcy during that.
I’m actually convinced that if Steve hadn’t come back when he did — if they had waited another six months — Apple would have been history. It would have been gone, absolutely gone.
What did he do? He turned it right back to where it was — as though he never left. He went all the way back.
So during my era, really everything we did was following his philosophy — his design methodology.
Unfortunately, I wasn’t as good at it as he was. Timing in life is everything. It just wasn’t a time when you could build consumer products and he wasn’t having any more luck at NeXT than we were having at Apple — and he was better at it than we were. The one thing he did do better: he built the better next-generation operating system, which eventually was merged into Apple’s operating system.
John Sculley On Steve Jobs, The Full Interview Transcript

Q: People say he killed the Newton – your pet project – out of revenge. Do you think he did it for revenge?
Sculley: Probably. He won’t talk to me, so I don’t know.
The Newton was a terrific idea, but it was too far ahead of its time. The Newton actually saved Apple from going bankrupt. Most people don’t realize in order to build Newton, we had to build a new generation microprocessor. We joined together with Olivetti and a man named Herman Hauser, who had started Acorn computer over in the U.K. out of Cambridge university. And Herman designed the ARM processor, and Apple and Olivetti funded it. Apple and Olivetti owned 47 percent of the company and Herman owned the rest. It was designed around Newton, around a world where small miniaturized devices with lots of graphics, intensive subroutines and all of that sort of stuff… when Apple got into desperate financial situation, it sold its interest in ARM for $800 million. If it had kept it, the company went on to become an $8 or $10 billion company. It’s worth a lot more today. That’s what gave Apple the cash to stay alive.

So while Newton failed as a product, and probably burnt through $100 million, it more than made it up with the ARM processor… It’s in all the products today, including Apple’s products like the iPod and iPhone. It’s the Intel of its day.

Apple is not really a technology company. Apple is really a design company. If you look at the iPod, you will see that many of the technologies that are in the iPod are ones that Apple bought from other people and put together. Even when Apple created Macintosh, all the ideas came out of Xerox and Apple recruited some of the key people out of Xerox.

Everything Apple does fails the first time because it is out on the bleeding edge. Lisa failed before the Mac. The Macintosh laptop failed before the PowerBook. It was not unusual for products to fail. The mistake we made with the Newton was we over-hyped the advertising. We hyped the expectation of what the product could actually, so it became a celebrated failure.

Q: I want to ask about Jobs’ heroes. You say Edwin Land was one of his heroes?
Sculley: Yeah, I remember when Steve and I went to meet Dr Land. Dr Land had been kicked out of Polaroid. He had his own lab on the Charles River in Cambridge. It was a fascinating afternoon because we were sitting in this big conference room with an empty table. Dr Land and Steve were both looking at the center of the table the whole time they were talking. Dr Land was saying: “I could see what the Polaroid camera should be. It was just as real to me as if it was sitting in front of me before I had ever built one.”

And Steve said: “Yeah, that’s exactly the way I saw the Macintosh.” He said if I asked someone who had only used a personal calculator what a Macintosh should be like they couldn’t have told me. There was no way to do consumer research on it so I had to go and create it and then show it to people and say now what do you think?

Both of them had this ability to not invent products, but discover products. Both of them said these products have always existed – it’s just that no one has ever seen them before. We were the ones who discovered them. The Polaroid camera always existed and the Macintosh always existed — it’s a matter of discovery. Steve had huge admiration for Dr. Land. He was fascinated by that trip.

Q: What other heroes did he talk about?
Sculley: He became very close with Ross Perot.
Ross Perot came and visited Apple several times and visited the Macintosh factory. Ross was a systems thinker. He created EDS (Electronic Data Systems) and was an entrepreneur. He believed in big ideas; change the world ideas. He was another one.
Akio Morita was clearly one of his great heroes. He was an entrepreneur who built Sony and did it with great products — Steve is a products person.

Q: How about Hewlett-Packard? Jobs has said in the early days that HP was a big influence when he worked there briefly with Woz.
Sculley: HP was not a model for Apple. I’ve never heard that. HP had the “HP way,” where Bill Hewitt and David Packard would wander people would leave their work out on their desk at night and they’d wonder around and look at it. So it was very open and it was an engineers company. Apple is a designers company, not an engineers company. HP was never in those days known for great design. It was known for great engineering, not great design. No, I don’t remember HP being a model for Apple at all.

Q: Didn’t Jobs also manage by walking around?
Sculley: He did that. Everyone did that in Silicon Valley. That was what HP contributed to the way Silicon Valley does business. There are certain characteristics that all Silicon Valley startups have and that’s one of them. That clearly came from HP. HP was the father of the walking around style of management. And HP was the father of the engineer being at the top of the hierarchy in companies.

Engineers are far more important than managers at Apple — and designers are at the top of the hierarchy. Even when you look at software, the best designers like Bill Atkinson, Andy Hertzfeld, Steve Capps, were called software designers, not software engineers because they were designing in software. It wasn’t just that their code worked. It had to be beautiful code. People would go in and admire it. It’s like a writer. People would look at someone’s style. They would look at their code writing style and they were considered just beautiful geniuses at the way they wrote code or the way they designed hardware.

Q: Steve Jobs is famous for being a student of design. He’d run around looking intently at all the Mercedes in the Apple car park.
Sculley: Steve was a fanatic on looking at how things were printed: the fonts, the colors, the layouts. I remember once after Steve had left, one of our tasks was to go and build the business in Japan. Apple had a $4 million of turnover and we were being sued by the Japanese FTC and people saying we ought to close the office down — it’s losing money. I remember going over and to make a long story short, four years later we were a $2 billion dollar business and the number two company in Japan selling computers.

A big part of it was that we had to learn to make products the way the Japanese wanted products. We were assembling products in Singapore and sending them to Japan. And the first thing the customer saw when they opened the box was the manual, but the manual was turned the wrong way around – and the whole batch was rejected. In the United States, we’d never experienced anything like that. If you put the manual in this way or that way — what difference did it make?

Well, it made a huge difference in Japan. Their standards are just different than ours. If you look at Apple and the attention to detail. The “open me first,” the way the box is designed, the fold lines, the quality of paper, the printing — Apple just goes to extraordinary lengths. It looks like you are buying something from Bulgari or one of the highest in jewelry firms. At the time, it was the Japanese.
We used to study Italian designers when we were looking for selecting a design company before we selected Hartmut Esslinger from Frog to do what was called the Snow White design. We were looking at Italian car designers. We really did study the designs of cars that they had done and looking at the fit and finish and the materials and the colors and all of that. At that time, nobody was doing this in Silicon Valley. It was the furthest thing on the planet from Silicon Valley back then in the 80’s. Again, this is not my idea. I could relate to it because of my interest and background in design, but it was totally driven by Steve.

At the time when Steve was gone and I took over I was highly criticized. They said, “How could they put a guy who knows nothing about computers in charge of a computer company?” What a lot of people didn’t realize was that Apple wasn’t just about computers. It was about designing products and designing marketing and it was about positioning.

People used to call us a “vertically-integrated advertising agency” and that was a huge cheap shot. Engineers couldn’t think of anything worse to say about a company than to say it was a “vertically-integrated advertising agency.” Well, guess what? They all are today. That’s the model. The supply chain is managed somewhere else.

 http://www.cultofmac.com/63295/john-sculley-on-steve-jobs-the-full-interview-transcript/#bWUgkH1ppomdPMzJ.99

7 Reasons Women Lose Respect For Men

If a woman loses respect for you as a man, she will also lose attraction and begin to fall out of love with you. It might’ve taken you a long time to find “the one” that you’re now in love with, but unless you’re careful about avoiding the following mistakes, she’ll soon be thinking about backing out of the relationship for good. Let's have some clues...

1. Belittling Her in Public Playful teasing each other in private can be a fun aspect to your relationship, especially if it’s kept light and you both have understand each other’s sense of humor. Too often though, some men will belittle their woman in front of their friends or family in a way that she feels is cruel and sincerely harmful to her confidence and sense of pride and comfort in front of others. In an effort to “show off” to his friends or because he believes that some “habit” his girl has is silly, some guys will say hurtful things about their girlfriend/wife. Even if it’s done when she’s not there, what the man says about his woman is probably going to get back to her eventually and she will feel betrayed and lose respect for him when it does.

2. Being Too Bossy Women Like to have their man be the head of the relationship, but when he starts getting too bossy and treating her like a slave or a servant, that’s when she will begin to lose respect for him. Being bossy sets in when it has to do with house chores. If you want your relationship to last, you should let your girl do much of the housework, while you spontaneously help out with the housework, but focus mainly on doing the“manly” jobs around the house, making the big decisions and basically leading the relationship. However, when the man decides that he’s the“boss” and his woman has to do whatever he demands of her as if he “owns” her, she will lose respect for him and want out; especially if their sex life isn’t that fulfilling for her either.

3. Always Letting Her “Win” On the opposite side of being too bossy, some guys will give in to whatever a woman wants because he is too fearful of losing her if he doesn’t yield to her every whim and desire. While it’s true that a woman will usually “test” you to see how much she can “get away with,” what she really wants is reassurance that you are in-charge of their relationship by seeing that you don’t agree to her every request. If it gets to the point where her man agrees with her every request or “demand,” especially out of fear of her leaving him, she will walk all over him until she eventually loses all respect for him. She’ll then fall into the arms of another man who will show her who is truly “in charge” of their relationship. Girls may act like they want to be the boss in this new age of independent women who can do whatever they want, but deep down they all want a man who is a man and who can and will continually take the lead in a relationship. Any bros out there fumbling..., c'mon dude you the man, act up!

4. Being Weak or Submissive Around Other Men This one point you must not toy with. A woman is always watching to see how much of a man a guy really is. One of the best ways a woman can see how strong (mentally and emotionally) a guy is, is to watch him interact with other men. Whether he’s chatting to men at a party or talking to a male shop attendant in a store, the woman is watching to see if he acts submissively and places the other man/men above him in terms of dominance. If he bosses her around at home, but let’s most (if not all) other guys boss him around outside of the home, she will lose respect for him instanta and won’t want to“follow his orders” at home - even akpos no go gree if na you date am! If you want to learn how to be an alpha male who men respect and women love and lust after,please read wide about being an alpha male. You’ll be surprised at how easy it is to be the alpha male in a situation and how much your life will improve, not only with women, but at work (or study) and around friends and family. I no say make you turn commando...abeg na nigeria police go carry you shine! Life is completely different when, everywhere you go, people look up to you and respect you. Good things will just start happening to you all of the time. Doors open up for you and women just naturally want to be with you. There’s no need to try to get a woman attracted – she already is because you’re alpha bravo - just saying smiley

5. Being Suspicious of Her Every Move Trust is essential for the health of a relationship. Without it, all sorts of problems begin to emerge. One of the fastest ways to erode and eventually destroy the trust in a relationship is to become suspicious and overly protective of your woman. Regularly accusing her of wanting to cheat or of doing things behind your back will only lead to a breakdown of trust and a halt to the flow of love in the relationship. Whether she’s legitimately working with a male co-worker on a project, going out with her friends to the movies or to do some shopping or running errands, some guys will find it difficult, if not impossible, to trust their woman unless they are with her. In an effort to control and keep tabs on her, some guys will stay in constant contact with their woman to find out where she is and what she is doing, snoop on her e-mails and phone messages to see if any guys are saying anything that could mean she wants to be more than “just friends” with them and so on. Women find this to be a major turn-off because they aren’t attracted to men who desperately need them for their emotional security and feelings of self-worth. My advice get yourself busy looking for money.

 6. Whining Like a Victim For a variety of reasons, a man might find that his life plans are suddenly in jeopardy (e.g. he loses a job, his shares/stocks/investments plummet and lose tremendous value, he gets caught up in heated disagreements with family or friends, etc.). It’s understandable that when things go wrong like that, a man might want to talk about his problems with his woman, but when he whines and complains like a victim without looking for solutions, a woman’s respect for him will quickly dwindle not every lady though but it good you brace up. Everyone has disappointments and problems that have to be dealt with, but some men will let it destroy them by dwelling on it and acting like a “victim of life.” When a man is in a relationship, he should sometimes seek his woman’s advice to see how she feels and what she thinks might be a good way of tackling a problem. Even if he doesn’t follow her suggestions, but instead weighs them up as a possible solution against his ideas, a woman will greatly appreciate that her opinion matters to him and that he is actively trying to find a way to resolve his problems instead of moping, whining and complaining, but not actively seeking a solution. Boys complain and whine, while men decide and act.

 7. Lying Being able to rely on you to be truthful and live with integrity is one of the most important things to a woman when in a relationship with you. It doesn’t matter if it’s a “little white lie” to “keep out of trouble with her” or a major fib that, if discovered, will have life-altering ramifications, most women won’t tolerate their man routinely being dishonest. In fact, once your woman has caught you lying, she will never be able to fully rely on you again. She will not be able to see you as her “rock” or her man of stone and her respect for you will diminish. Personally speaking, I’ve been able to consistently win arguments with my girlfriends and consistently stop women from putting heat on me about something, simply by saying, “Hey, have I ever lied to you? grin I always tell you the truth, right?” and the woman then has to give in and smile. From there, she can rely on you to lead her with the integrity and strength of a true alpha male. So, as a general rule, I recommend you just tell it how it is with women. Don’t lie, don’t cheat and don’t pretend to be something you’re not. Be the straight up, cool guy that you are and everything will be fine. but some girls like lie lie sha don't fall deep into it least you turn a pathological liar - just learn how to garnish it.. Finally - get money man, bc I have seen some men who are trespassers of the above but bc of how heavy their pockets are they however succeed in sustaining relationship(s). -

http://www.gistplanet.com/2014/02/7-reasons-women-lose-respect-for-men.html?utm_source=feedburner&utm_medium=twitter&utm_campaign=Feed%3A+Gistplanet+%28GISTPLANET%29

the clit tickling capital of the world is now Boulder in Colorado

 

Along with Bikram Yoga, rock climbing during the winter, and guzzling kombucha from biodegradable, BPA-free, fair-trade beer bongs, Boulder residents can now add having 15-minute long orgasms with 20 strangers to their list of pre-dawn activities.

Orgasmic Meditation, or OM, is a not so new, nor surprising, trend in meditation focused on manual clitoral stimulation. Although we could have told you that rubbing the clitoris results in reduced stress and overall life happiness, the folks at TurnON Colorado have successfully turned finger banging into a structured meditation practice, complete with training sessions for beginners and “Master Stroker” status for those who’ve mastered the art of clitoral orgasm.

How does this work you ask? It’s simple, meet up with a TurnON group, find a partner and make a “nest” of bedding to comfortably lie in. Now take your pants off. Only your pants though, they don’t want you to get the wrong impression here. The stroker sets a timer for 15 minutes, lies you down in your nest, and gets to it. After the timer buzzes the partners have a meaningful discussion about the orgasm achieved. Then it’s pants-on time and you’re off to walk your allergy-free dog or hit up Whole Foods for some quinoa. No walk of shame, no post-coital phone call required.







The nest: where the magic happens.

This spiritual sex act got it’s start in San Francisco, big surprise, and is working on making Boulder its bitch. There are more than 400 officially trained strokers here in town, and the sessions, held every Wednesday morning, are regularly attended by about 20 or more people.  So next time you’re feeling a bit anxious you can rest assured that some stranger is willing to rub it out for you in a room full of moaning women you’ve never met and will now awkwardly avoid when you see in the grocery store.

Now that the female orgasm is being taken care of, the next order of business is to start a mediation group centered around fellatio. So we can all get our heads right.

http://www.therooster.com/blog/boulder-now-clit-tickling-capitol-world
This spiritual sex act got it’s start in San Francisco, big surprise, and is working on making Boulder its bitch. There are more than 400 officially trained strokers here in town, and the sessions, held every Wednesday morning, are regularly attended by about 20 or more people.  So next time you’re feeling a bit anxious you can rest assured that some stranger is willing to rub it out for you in a room full of moaning women you’ve never met and will now awkwardly avoid when you see in the grocery store.
Now that the female orgasm is being taken care of, the next order of business is to start a mediation group centered around fellatio. So we can all get our heads right.
- See more at: http://www.therooster.com/blog/boulder-now-clit-tickling-capitol-world#sthash.lAL3EdzM.dpuf

How to be different and ethical?

“Be brave. Even if you’re not, pretend to be. No one can tell the difference. Don’t allow the phone to interrupt important moments. It’s there for your convenience, not the callers. Don’t be afraid to go out on a limb. That’s where the fruit is. Don’t burn bridges. You’ll be surprised how many times you have to cross the same river. Don’t forget, a person’s greatest emotional need is to feel appreciated. Don’t major in minor things. Don’t say you don’t have enough time. You have exactly the same number of hours per day that were given to Pasteur, Michaelangelo, Mother Teresa, Helen Keller, Leonardo Da Vinci, Thomas Jefferson, and Albert Einstein. Don’t spread yourself too thin. Learn to say no politely and quickly. Don’t use time or words carelessly. Neither can be retrieved. Don’t waste time grieving over past mistakes Learn from them and move on. Every person needs to have their moment in the sun, when they raise their arms in victory, knowing that on this day, at his hour, they were at their very best. Get your priorities straight. No one ever said on his death bed, ‘Gee, if I’d only spent more time at the office’. Give people a second chance, but not a third. Judge your success by the degree that you’re enjoying peace, health and love. Learn to listen. Opportunity sometimes knocks very softly. Leave everything a little better than you found it. Live your life as an exclamation, not an explanation. Loosen up. Relax. Except for rare life and death matters, nothing is as important as it first seems. Never cut what can be untied. Never overestimate your power to change others. Never underestimate your power to change yourself. Remember that overnight success usually takes about fifteen years. Remember that winners do what losers don’t want to do. Seek opportunity, not security. A boat in harbor is safe, but in time its bottom will rot out. Spend less time worrying who’s right, more time deciding what’s right. Stop blaming others. Take responsibility for every area of your life. Success is getting what you want. Happiness is liking what you get. The importance of winning is not what we get from it, but what we become because of it. When facing a difficult task, act as though it’s impossible to fail.”

http://at.kkoolook.com/post/50276755334/be-brave-even-if-youre-not-pretend-to-be-no

Tuesday, February 25, 2014

Top Tips to transform your life

Life-changing tip 1: Travel the world

If it’s possible, then you should make sure you fit some travelling in. Okay, so you might not have the time or the funds to go on a round-the-world trip, but it certainly is a truism that ‘travel broadens the mind’. If you can’t manage that backpacking trip around the globe, then consider going to some far away location where the experience will be totally different — perhaps even life-changing — rather than settling for the usual two weeks in the same destination.

Life-changing tip 2: Change your job

If your job is getting you down, then change it. The only thing preventing you finding something that you’ll enjoy more is you. If only people could put as much energy into finding a new job as they do into moaning about it, then they could make a major change to their lives. Your workplace is where you spend a large proportion of your time, so it’s important to try and be as happy there as you can be.

Life-changing tip 3: Sell your house

Your home and affording it might be one of your greatest sources of worry, so a simple solution would be to remove that worry from the equation. Do you really need that spare bedroom when you could quite easily cope in a smaller house? Downsizing and moving to a smaller (and likely cheaper) property will make it a lot easier to manage, will remove one of your major worries, and may free up some funds for you to actually start enjoying yourself a bit!

Life-changing tip 4: Do volunteer work

Volunteering makes us feel good about ourselves while we do something practical to help others. Volunteering also inevitably means having greater opportunities to meet other people. You could think about volunteering for an overseas project in a Third World country — which is bound to have an impact on your outlook — or you could simply give up a few hours a week to help an elderly person do their shopping. In any case, realising you are more fortunate than others while you do your charity work will have a profound and lasting effect on you.

Life-changing tip 5: Change your routine

Having a regular routine can be a safe option, but can make your life a little more exciting as well. Try changing something in your routine, such as taking a different route or method of commuting into work. If you’re one of those people who usually says ‘I can’t do that on Tuesday because I normally do …’, then break that cycle and try to do things in a more spontaneous manner. Just because it’s Friday doesn’t mean you always have to eat fish!

Life-changing tip 6: Have a goal

Always have a goal in mind — whether it is saving up for that new car or that trip around the world, or alternatively realising some career ambition. If you don’t have anything to look forward to, then you can quickly become bogged down and will be effectively just living to work rather than the other way round. Having a target to work towards keeps you motivated and helps prevent you from just drifting along and falling into a rut — so make sure you always have a particular goal in mind.

Life-changing tip 7: Do something that scares you

There’s nothing that quite makes you feel as good about yourself as overcoming a fear by completing a challenge. If there’s something that you’ve perhaps always fancied doing but have been too scared to do it, then just go for it! There are many people out there who have been skydiving, for example, and described leaping out of a plane as a ‘life-changing experience’ — and then have gone on to complete challenge after challenge because of the buzz they get from it.

Life-changing tip 8: Write your autobiography

Putting down in writing your own life will inevitably make you think about it — including those things that have gone right so far and those that haven’t. Although you’ll not necessarily intend to let other people read it (although it might let others understand you better if you do!), it will help you to reassess your life and think about the direction in which you want it to go. It may also be a good way of exorcising some of your demons and reinforcing your beliefs.

Life-changing tip 9: Get more active

If your lifestyle has consisted of coming home from work and slumping in front of the TV every evening, then it might be time for a change of tack. We’re not necessarily talking about becoming an Olympic athlete, of course — but we are suggesting you get more active. You could introduce some exercise into your day simply by walking — for example by taking the stairs instead of the elevator. And if you take some more rigorous exercise, then it’s likely you’ll start feeling a lot healthier in a short space of time.
Get active to change your life

Life-changing tip 10: Get a new image

Your image might be the one thing you feel is holding you back and making you lack confidence. If you’ve had the same old tired look for ages, then it may be time to change your appearance in some way. Spend some money on yourself and get a new hairstyle, buy a new wardrobe of clothes, and just do things to make you feel as though you are special. It amazing how you can feel more comfortable and confident in certain clothes when you make the effort — so make an effort more often!

Life-changing tip 11: Sleep more/less

Some people just don’t get enough sleep, while others have far too much — the end result of which will be a feeling of constant tiredness. Getting the right amount of sleep will leave you more alert and able to relish doing things and get more out of experiences during your waking hours. Plus, one added bonus of sleeping less is that it enables you to fit more things into your day. After all, as they say, ‘you can sleep when you’re dead’

Life-changing tip 12: Change your diet

‘You are what you eat’ is a much-used phrase, and it may be that your diet is making you feel pretty rotten. Just changing a few things can have positive health benefits as well as give you more energy and make you feel better all round. Of course, there’s a lot of advice out there (some of it contradictory!) — but generally, eating everything in moderation is the best way to go. Also, making sure you drink enough water and get your five portions of fruit and veg are two of the golden rules to follow.

Life-changing tip 13: Change your outlook

If you think negative thoughts all the time then that’s exactly how you’ll feel! Smiling a lot and being positive will transform you into a more optimistic person. It has been said that people are only as happy as they allow themselves to be — and if you can put aside negative thoughts and be more optimistic, then that will transfer itself to how you feel about life in general. There is even evidence to suggest that people who smile a lot actually live longer!

Life-changing tip 14: Change your friends

There are some people who can just drag you down or use you as an emotional crutch for their negativity. While we may want to be there for people when they need us, there is no need to be constantly brought down to their level. Some people can be just plain bad for you and surround you with so many negative vibes that you just don’t want to listen to them anymore. If that’s the case, then don’t put yourself through it and get some new friends instead!

Life-changing tip 15: Read more

Books are often a great source of inspiration, and new ideas and can often have a major impact on you. There are people who will swear by certain ideas put forward in a book and actually live their life by them. Autobiographies of people who have overcome insurmountable odds or had that certain stroke of luck that we’re all looking for can often act as a great inspiration — and may even lead you to consider making some life-changing decisions.

Life-changing tip 16: Buy a pet

Owning a pet is thought to have health benefits such as helping lower blood pressure and being good for your general mood. Having a pet — in particular a dog — will lead to increased activity levels because they need to be taken for regular exercise. Pets can also help to relieve your stress and anxiety by promoting laughter and affectionate behavior.
Buy a pet to improve your health and mood

Life-changing tip 17: Have a baby

Many people consider this to be perhaps the most life-changing experience of them all! The birth itself can be such a significant moment in people’s lives — including the mother, father and other relations. Of course, parents often spend much of the rest of their lifetime caring for their children, even when they’ve fled the nest — so you need to recognize the impact it will have on you (emotionally, physically, and financially) before you decide to have a baby. However, the positives of having children far outweigh any negatives.

Life-changing tip 18: Say ‘yes’ more often

Don’t be the sort of person that is always turning an invitation down. If you say ‘no’ that often, then people will eventually stop asking! So, stop looking for excuses not to go out, and make a promise to yourself never to turn an invite down (within reason, of course!). You never really know what is going to happen — and it’s quite often the nights out that you initially have low expectations of that end up being the most enjoyable.

Life-changing tip 19: Watch less television

The number of hours of television being watched by many people these days is so great that, after the time you spend asleep and in work, it is probably the one activity that takes up most of your time. Watching less TV will free you up to follow other (hopefully more healthy) pursuits. Making this change will have a positive and radical impact on your life — and also on your general health.

Life-changing tip 20: Give up alcohol

Too many people rely on alcohol as a means of relaxation or escapism, and while there are some health benefits from drinking alcohol in moderation (red wine being a good example), the benefits of not drinking cannot be stressed enough. Try giving up alcohol — even just for a trial period — to see if you feel any better. Realistically, most of us are not going to become teetotallers, but the there are many people who have given up and not regretted it whatsoever.

Life-changing tip 21: Find a new hobby/enrol on a class

There’s probably something you’ve always wanted to have a go at but keep putting off. But there’s nothing to lose by trying something out — and it may be that if you do enjoy whatever activity you choose, it will become a regular part of your life. Many people become so ‘addicted’ to certain activities that they become obsessive about them — in a good way! — or even end up following a career path connected to that hobby or pastime. So why not check out what classes there are in your area and sign up to one of them?

Life-changing tip 22: Employ the ‘three-minute rule’

Write down three things you have been trying to achieve — whether it’s changing bank, sorting out your photo album or a career change — and give yourself a month to get them done. When you decide to tackle one of your chosen tasks, set your alarm clock to buzz you in three minutes, then concentrate on the task in hand. You’ll find that once you have broken the fear of starting something, you’ll be fired up to get it done.

Life-changing tip 23: Conquer stress

It sounds simple, but if you stop worrying about something then that will eradicate much of the stress. Some people are naturally able to cope better with stress than others, but at the end of the day what good does stressing out about something do you? If you calmly look at the problem and ask yourself, ‘Can I do something about it?’, then there either will or won’t be a solution to a particular problem. Things usually work out in the end, making all the stress that went before it seem so unnecessary — so quit stressing!

Life-changing tip 24: Treat yourself

It’s not always possible to put yourself first, and all too often people actually forget that they deserve to be treated well too. If you keep waiting for others to treat you well, then it might never happen. Make a resolution to treat yourself every now and again by putting yourself first, so that you get what you deserve at regular intervals. It’s the one way of guaranteeing that at least one person is going to be good to you in your life — and that person is you!

Life-changing tip 25: It’s your life, so live it!

Keep reminding yourself that it’s your life and you are the one responsible for making yourself happy. Other people can add to your happiness, but ultimately it comes down to you to get the most out of life, as nobody else can force you into making positive changes which may improve your lot. So, don’t keep waiting for things to happen for you, as life may just pass you by. Instead, take each day by the scruff of the neck, and learn to make the most of the time you have.

http://www.realbuzz.com/articles/top-25-tips-to-change-your-life/#pagination-top

Master Keys to Success

Four Keys to Success


The great keys to success to change your life have always been the same.
  1. Decide exactly what you want and where you want to go.
  2. Set a deadline and make a plan to get there. (Remember, a goal is just a dream with a deadline.)
  3. Take action on your plan; do something everyday to move toward your goal.
  4. Resolve in advance that you will persist until you succeed, that you will never, ever give up.
This formula is your key to success and has worked for almost everyone who has ever tried it. It will require the very most you can give and the best qualities you can develop. In developing and following these keys to personal success, you will evolve and grow to become an extraordinary person.

Learn From The Experts to Change Your Life

You will not live long enough to figure it all out for yourself. And what a waste it would be to try, when you can learn from others who have gone before. Ben Franklin once said, “Men can either buy their wisdom or they can borrow it from others. The great tragedy is that most men prefer to buy it, to pay full price in terms of time and treasure.”
Your greatest goal in life and in personal success should be to acquire as many of them as possible and then use them to help you do the things you want to do and become the person you want to become.

Program Yourself For Personal Success

You will change your life by achieving just one important goal, you create a pattern, a template for personal success in your subconscious mind. You will change your life and be automatically directed, and driven toward repeating that success in other things that you attempt.
By overcoming adversity and achieving one great goal in any area, you will program yourself for success in other areas as well. In other words, you learn to succeed by succeeding. The more you achieve, the more you can achieve. Each of the keys to success, especially the first one, builds your confidence and belief that you will be successful next time and achieve ultimate personal success.

Unlimited Potential

The only real limits on what you can do, have, or be are self-imposed. Once you make a clear, unequivocal decision to change your life by casting off all your mental limitations and throw your whole heart into the accomplishment of some great goal, your ultimate personal success is virtually guaranteed, as long as you don’t stop.

http://www.briantracy.com/blog/personal-success/personal-success-keys-to-success-change-your-life/