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jerryking : long-haul   11

Opinion | Luke Perry Had a Stroke and Died. I Had One and Lived.
March 5, 2019 | The New York Times | By Kara Swisher, Contributing Opinion Writer.

Kara Swisher was 49 years old, healthy and had none of the conditions--symptoms--like high blood pressure that might predict a stroke...yet she had one after arriving in Hong Kong after a long flight...not hydrating or walking around enough on the long flight to Hong Kong, created what the doctor, who immediately started the treatment of anticoagulant drugs and others, called a “hole in one.”.....The idea of death — the absolute nearness of it — has been ever-present for Kara Swisher. Since her dad died, she's lived her life as if she had no time at all or very little, making the kinds of choices of someone who knew that tomorrow might indeed be her last.

[Stanford University in 2005 by the Apple founder and tech visionary Steve Jobs:

For the past 33 years, I have looked in the mirror every morning and asked myself: “If today were the last day of my life, would I want to do what I am about to do today?” And whenever the answer has been no for too many days in a row, I know I need to change something.

Remembering that I’ll be dead soon is the most important tool I’ve ever encountered to help me make the big choices in life. Because almost everything — all external expectations, all pride, all fear of embarrassment or failure — these things just fall away in the face of death, leaving only what is truly important. Remembering that you are going to die is the best way I know to avoid the trap of thinking you have something to lose. You are already naked. There is no reason not to follow your heart.]

.....Sometimes {Steve Jobs'] urgency manifested itself in inspiration, sometimes in meanness, sometimes in humor, sometimes in seriousness. But it was always urgent.......[recast in my words...I have both the privilege to live more days on earth and the awareness that those days are limited.

Be tough-minded going forward--Basically, I don’t have the time to be so careless in what I do and I don’t have the time to not to ask the same of you.].........You get this kind of nudge again and again from death. It is, as the Buddhist teacher Frank Ostaseski noted, “a secret teacher hiding in plain sight.” Luke Perry’s death was yet another lesson from that teacher. ....... Mr. Perry’s Dylan McKay, who was given to saying things like, “The only person you can trust in this world is yourself.”
'90s  actors  hydration  Kara_Swisher  Luke_Perry  midlife  mini-stroke  mybestlife  op-ed  tips  speeches  Stanford  Steve_Jobs  strokes  symptoms  television  travel  It's_up_to_me  urgency  long-haul  deaths 
march 2019 by jerryking
The Top Reader Advice for Surviving Extra-Long Flights - WSJ
By Adam Thompson
Aug. 21, 2018
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I would also add that taking Melatonin - particularly when flying eastwards - can be very helpful in reseting your internal clock.
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Always do serious exercise before a long flight, for me, 1.5 mile swim. Could be a big run for you, or walk, whatever is your thing. To get tired. to help sleep on plane. all other points good, limit alcohol, take a melatonin for sleep; time your meals to new time zone; you should skip a meal, better to arrive hungry. Get in sun as long as possible in new locale, and serious exercise again. and just know you're gonna be physically bad until you can recover. And last, business class or better if possible.
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advice  airline_industry  airports  exercise  long-haul  melatonin  mens'_health  tips  travel 
august 2018 by jerryking
If you want a good PR person, hire a soccer player -
AUGUST 26, 2014 | PRConsultants Group| By Margaret Nathan, Partner at Strategic Communication, Inc.

"...the best PR people are always the ones who know the playing field cold, the ones who know where all the bodies are buried and who can feel the space and timing of a great opportunity or a good story, who know the best people in the company from whom to get information and how not to hide, but to explain.

As Critchley writes, “Soccer is a collective game, a team game, and everyone has to play the part which has been assigned to them, which means they have to understand it spatially, positionally and intelligently and make it effective.” A good PR person or public relations firm operation is the same.

I frequently get asked from clients why isn’t my acquisition, my product, my company front-page news. Well now I can explain it. If you have the “product” and your company runs the “right formations to control the space” and your competitors are in awe, you probably have a great story.

Good PR people should be able to help your company run the “right formations” and structure the right timing and space around the company and then always be able to provide three to four options for the company to run with. While baseball is also a team sport, it is primarily driven by individual achievement. “The team who performs the most individual tasks well will probably win the game,” according to Brooks. But the question is can they win it for the long haul.

“Once we acknowledge that, in life, we are playing soccer, not baseball, a few things become clear. First, awareness of the landscape of reality is the highest form of wisdom. It’s not raw computational power that matters most; it’s having a sensitive attunement to the widest environment, feeling where the flow of events is going. Genius is in practice perceiving more than the conscious reasoning,” said Brooks.

So I would encourage everyone who is hiring a Public Relations firm to ask yourselves are these guys’ soccer players or a baseball team? If the PR firm or the PR person is not constantly re-evaluating your business, introducing you to new ideas and people to drive your business then go find someone who will. Go find a soccer player.
spatial_awareness  soccer  public_relations  wisdom  collective_intelligence  sophisticated  competitive_landscape  generating_strategic_options  professional_service_firms  long-haul  Simon_Critchley 
september 2016 by jerryking
Liberal leadership not much of a prize
Apr. 16 2013 |The Globe and Mail |MICHAEL BLISS.
It took Canada’s conservatives many years, many elections, to learn there was no magic formula for dislodging a well-entrenched governing power. You have to be disciplined, canny, opportunistically principled, ruthless, relentless and in it for the long haul. For Justin Trudeau, the exemplary politician to guide him along the hard road he faces is probably not Pierre Trudeau, who lived in a different Canadian political world. The more important model for a Liberal leader in this century and in the party’s current predicament is Stephen Harper.
Liberals  Justin_Trudeau  politics  leadership  Stephen_Harper  long-haul 
april 2013 by jerryking
Carlyle Group to Make Africa Investment - WSJ.com
November 13, 2012 | WSJ | By PETER WONACOTT.
Carlyle Group to Make Africa Investment
Private-Equity Firm Is Latest to Follow Rush Into Continent With Sub-Saharan Fund; 'We're Here for the Long Haul'
Africa  private_equity  emerging_markets  frontier_markets  Carlyle_Group  long-haul 
november 2012 by jerryking
Building better conservatives to build a better democracy
Sep 14, 2005 |The Globe and Mail. pg. A.21| Preston Manning.

A contemporary political philosophy such as democratic conservatism needs a vehicle -- a party -- to participate effectively in the democratic process. To fly successfully over the long haul, it also needs a multitude of think tanks and links with academia to generate ideas and policy analyses; education and training institutions and programs to train everyone from poll captains to potential cabinet ministers; communications vehicles to link itself to its grassroots and voters; national forums and political trade shows to bring conservatives together from across Canada; and links with interest groups capable of waging issue campaigns on subjects of importance to conservatives and voters. And of course it needs institutions and programs to finance all the above....

The Manning Centre intends to facilitate the development of such conservative democratic infrastructure, with guidance from the Toronto roundtable and follow-up advisory panels. As a "do tank" rather than a think tank, we hope to bridge the gap between conservative idea-generation and the practical implementation of those ideas in the real political world.
Preston_Manning  conservatism  institutions  nonprofit  Manning_Centre  training  think_tanks  activism  ProQuest  political_infrastructure  idea_generation  long-haul 
october 2011 by jerryking
How to Succeed in the Age of Going Solo - WSJ.com
FEBRUARY 8, 2010 | Wall Street Journal | By RICHARD
GREENWALD. Anybody can become a consultant. But not everybody does it
well. Here's what you need to know to thrive. (1) Think Long Term.
think in terms of the long haul, preparing for a marathon, not a
sprint.; (2) Join a Network. successful consultants are in a network or
community of consultants. These networks are important sources of new
clients. ; (3) Have Your Own Space; (4) Think Like an Entrepreneur.
Don't drift from project to project. That's a mistake. Have a business
plan or mission statement.
Be known for the work that you do/ don't do. Organizing your business.
Use invoicing software to track billing, don`t mingle personal &
business finances, and keep good records for taxes or expenses. Think of
cash flows, future investments & downtime.
affirmations  howto  solo  freelancing  entrepreneurship  management_consulting  networking  jck  ksfs  long-term  cash_flows  downtime  long-haul 
september 2010 by jerryking
Seven questions that managers should ask
March 29, 2010 | The Globe and Mail | by Harvey Schachter.

Do you miss opportunities that others spot?

Despite massive investments in information technology and sophisticated data systems, many companies miss market shifts that rivals sense and exploit. To continually identify gaps in the market, you need real-time data, the ability to share it in your company, and the wisdom to supplement that data with direct observations in the field. He notes that Spanish retailer Zara, known for its capability to respond speedily to market shifts, has its designers, marketing managers and buyers work side-by-side in an open office setting that stimulates sharing and discussion.

Are your hydraulics broken?

Organizational hydraulics, Prof. Sull explains, are the mechanisms that senior executives use to translate corporate objectives into aligned actions by individuals across the organization. But in many companies, top executives deluge staff members with multiple, often conflicting, priorities, and everything plugs up. Alex Behring, chief executive officer of Garantia Investment Bank in Brazil in the 1990s, set out to repair the deteriorated organizational hydraulics in a railway bought from the government through such measures as capping the number of corporate priorities at five per year and requiring every employee to meet and negotiate with his or her boss both team and individual priorities for the year, again limited to five.

Do you reward mediocrity and call it teamwork?

In many organizations, he says, executives socialize bonuses in the name of teamwork, believing that differential payouts can stifle co-operation and long-term thinking. Variable pay represents a small portion of overall compensation, with the range of bonuses narrow. He argues instead for rewarding individuals who do what they say they will with outsized bonuses.

Are your core values a joke?

The most agile organization that Prof. Sull studied shared a core set of values: strong achievement ethic; personal responsibility by all employees for results; creativity to challenge the status quo; and integrity, to offset the temptation to cut corners when taking on ambitious goals. "Rather than print posters listing the values that then languish on conference room walls, executives should breathe life into the corporate culture by hiring and promoting individuals on the basis of the adherence to values," he says, noting that Reckitt Benckiser, a consumer goods company, created a pre-screening tool that allows potential employees to assess their fit with the organization.

Are you talking about the wrong things?

Managers spend about three-quarters of their time in discussions, and need to be adept at four different types of conversations that facilitate execution: making sense of volatile situations; deciding what to do, not do, or stop doing [Sounds a lot like Peter Drucker] ; soliciting and monitoring commitments by others to deliver; and making corrections in mid-course. Beware of executives who excel at only one type of discussion, and struggle with or avoid the others.

Have your Vikings become farmers?

Effective executives are like Nordic Vikings, who attacked when they saw an unprotected spot, and retreated when they realized they couldn't win. Do some of your executives have that same instinct, or are they all like farmers, more interested in protecting and tilling their current fields?

Do you rely on heroic leadership?

The economic crisis forced many executives into firefighting mode but, over the long haul, you need leaders who can build up your organization's execution strength in a disciplined way. "Senior executives who dash from crisis to crisis are a sign of organizational weakness, not leadership strength," Prof. Sull warns.
Harvey_Schachter  IT  Donald_Sull  observations  questions  wisdom  conversations  sense-making  real-time  data  mediocrity  overlooked_opportunities  Peter_Drucker  missed_opportunities  long-haul  primary_field_research  core_values  Zara 
march 2010 by jerryking

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