Sunday Silliness - Doubt :o)

Great Day, Great ND Win!

What a great day today.  We tailgated at the ND vs. Air Force game.  A beautiful Indian Summer day, 79 degrees, sunny, wonderful.  We were treated with a Stealth Bomber flyover, and then a great game and a victory for the Irish!

Error!

"Any man worth his salt will stick up for what he believes is right, but it takes a slightly better man to acknowledge instantly and without reservation that he is in error."

  

-Andrew Jackson

Bye Bye Tooth Fairy

Last year, a group of French scientists discovered a tooth treatment that would stimulate regrowth of a natural tooth, obviating the need to drill and fill cavities in the tooth.  The treatment is a gel made from a natural chemical in our bodies, that had recently been found to be an important contributor to bone regeneration - melanocyte-stimulating hormone (MSH) - and it had proven effective at tooth regrowth in mice that had cavities.  Now, British researchers at the University of Leeds report creating yet another kind of gel to enable tooth regrowth....


The British 'magic fluid' was developed in the Leeds' School of Chemistry. The fluid contains a peptide called P 11-4 that has the capacity to develop into fibers.  Under the right conditions, including when the fluid is applied to a tooth, it is drawn into the areas of the tooth that have decayed, establishing scaffolds that attract calcium, thereby, regenerating the tooth's mineral growth from within.
Out of the lab and into the dental chair, a small group of humans with initial signs of tooth decay got to sample the 'magic fluid,' and it was successful at reversing the destiny of their teeth - without drilling and filling!
"The results of our tests so far are extremely promising," said Professor Paul Brunton, who is overseeing the patient testing at the University of Leeds Dental Institute. "If these results can be repeated on a larger patient group, then I have no doubt whatsoever that in two to three years time this technique will be available for dentists to use in their daily practice."


Perhaps the French and the British are not the only countries competing in this potentially lucrative arena, but a Swiss company has been developed to commercialize the Leeds' magic liquid: "a novel enamel/dentin remineralization system which will revolutionize the treatment of small caries lesions and related illnesses and needs, providing dentists with an efficient tool in tooth remineralization and helping patients to protect and regenerate their teeth."

Gordon Ramsey Leadership Lessons :o)

Leadership problems are always the same (and by default, the solutions as well), whether you are in a Restaurant, a Wall Street Firm, or any other profession. I am a huge Gordon Ramsey fan, so what lessons can you learn from him?

1. Without exception, poor leadership is at the heart of every business problem.

The Navy SEALs have a saying: “There are no bad boat crews, only bad leaders.”

They’re right.

We are social animals, like bees, ants and wolves. In order to function properly in crises, we need a leader.

Look at any stalled organization in the world, from a small mom & pop restaurant in Devonshire to a nation the size of the US: Stagnation, uncertainty, lack of direction, these always stem from an absence of clear leadership.

Watch enough Gordon Ramsay shows and you will notice a universal constant: Every restaurant in trouble has a leadership problem.

If a new hire sucks at their job, whose fault is it? (Who hired them? Who hired the person who hired them? Who hired the person who hired the person who hired them?) If a project team is stalled and things aren’t moving forward, whose fault is it? Who owns that project? Who is holding them accountable?

Who sets the example? Who makes sure things get done? Who makes sure things are done right? Who sets expectations for the entire business? Who is in charge here?

A leader in denial isn’t a leader. He’s a drunk driver pretending to be sober, driving his car and everyone in it into a ditch.

2. Passion is the fuel of excellence.

Motivation comes and goes. Motivation is needed at regular intervals, but at some point, if people don’t learn to motivate themselves, “motivating” people in an organization becomes a full time job.  True motivation comes from doing things that are meaningful and yield results.

If you have to motivate someone to do their job every day, why are they here to begin with?

There is no gray area here. Passion vs. no passion. Success vs. no success.

There’s an honest conversation that needs to happen between a boss and an “unmotivated” employee (or between a consultant and a client), and it centers around passion. The question is this: Why are you here? 

Whatever you end up doing, whatever profession you end up pursuing, it’s going to be hell.  It doesn’t matter what the job is: Actors, musicians, copywriters, photographers, salespeople, product managers, engineers, chefs, firefighters, EMTs, if they’re worth a damn, they all bleed for their passion. They suffer for it every day.

The more passionate you are about something, the more you are going to give up for it, the more it’s going to make you bleed. And here’s the key to it all: The more you’re willing to bleed for it, the more you will. It’s just how it works.

The death of passion in any business, from a small restaurant in Devonshire, UK to a global super-brand means the death of forward momentum, the death of quality, the death of every single competitive advantage fought for in the past. If you cannot re-ignite passion in a company’s leader, nothing else you do will yield results. Just like a chef who is not passionate about food can not make a restaurant be successful, a CEO who is not passionate about what they does cannot make their company kick ass.

3. Sugar-coating the truth is for suckers.

When a ship is sinking, every minute counts. This means that every interaction counts. Why sugar-coat the truth? Why perpetuate belief systems that have led to mediocrity or failure? If product quality sucks, it sucks. Say it, own it, try it on for size.

If half the fun of watching Gordon Ramsay’s shows is to watch him rip restaurants apart and yell at incompetent chefs, the real value of his apparent meanness is this: Gordon Ramsay isn’t there to make people feel good about failure. His objective is to fix restaurants in trouble. You don’t do that by wrapping the cold hard reality of failure in a blanket of warm euphemisms. If something sucks, it sucks. If something rocks, it rocks. Honesty, even when it comes across as being brutal, forces people who are living in denial to face the truth. is it a shock to the system? Yes. It is meant to be.

To many TV viewers, it seems that Gordon Ramsay is nothing but a loudmouth, pretentious asshole. The reality of it is that he has figured out that success and positive results are infinitely more valuable to confidence, self esteem and professional pride than platitudes and bullshit. In that context, sugar-coating bad news only prolongs mediocrity, failure and pain.

That’s reality, and if it needs to be brutal, then it needs to be brutal. Deal with it.

Your job, believe it or not, is to do your job. If the client can’t face the truth and wants to fire you, then guess what? Let them. It’s their company going down in flames, not yours.

You have to be willing to be blunt. If the only way honesty will get someone’s attention is to deliver it brutally, then you have to find the courage to be the guy who delivers bad news to the CEO without embellishing or minimizing the bad news. That’s your job.

Here’s the lesson: The faster you get to the truth, the clearer your perspective of where you are and where you need to go will be. It’s that simple. Anything that slows down or otherwise hinders that process is a liability. Get rid of the bullshit. Cut to the chase. The more painful and unpleasant it is to hear, the more valuable it is to you and your organization.

4. Competence is key.

It is not enough to be a critic and point out what’s wrong with a business. Anybody can do that part. Once you identify the problems and make the brass understand what is wrong with their operation though, you also have to know how to fix them.

Theory might be great on paper, but you need to be able to show people how to get their job done.

One of the things Gordon Ramsay does in every show is teach restaurants in trouble how to do things they don’t know how to do. Note that he doesn’t leave his “clients” with a strategic brief or a findings report. He doesn’t just recommend that they revamp their menu or that they improve the quality of their dishes. He gets in the kitchen and teaches their chefs things they need to learn how to do in order to move forward. He shows them stuff that works, stuff he knows will work because he’s used it before.

Competence here makes all the difference in the world.

Competence, defined in only 6 words, boils down to this: Don’t just tell me. Show me.

Poor leadership, the slow death of passion, cultures of denial and the erosion of competence. Everywhere you go, you will find the same thing: The Post Office, your local bank, your favorite software company, a global superbrand, the local steakhouse. Each of these four factors will kill a business, any business, faster than you can say “no customers.” And while Chef Ramsay’s unorthodox style (unapologetically pointing out key problems, confronting those responsible, breaking them down, then dragging them – kicking and screaming – towards resolution) might seem inappropriate for “the real world” of business, while his body language and choice of vocabulary and confrontational style may seem out of place beyond the shock-happy world of reality TV, the guy is spot on. He is there to perform an emergency intervention, to turn a failing business around.

I recommend going to the Source, there is much more there!

New Standards, New Design!

Downshifting Ford's three-cylinder engine is expectedto debut in 2012 or 2013 in the Fiesta hatchback Ford Motors

Carmakers have spent the past few years aggressively downsizing engines throughout their lineups to meet increasingly tight fuel-economy regulations. But with the sole exception of the three-cylinder Smart Fortwo, four cylinders is as low as carmakers have expected Americans to go. Three-cylinders are common in Europe but have been scorned in the U.S., where they're tainted by association with claptrap cars like the mousy Geo Metro. Now, with fuel-economy standards set to rise as high as 56.2 mph by 2025, Ford is planning to bring the three-cylinder to the American mainstream.


Ford's 1.0-liter engine,the latest in the company's cylinder slashing EcoBoost series, will be smaller than the average Harley motor, but with the help of turbocharging and direct injection, it should match the horsepower and torque of a typical 1.6-liter four-cylinder. For an easy comparison, Ford's 2011 Fiesta hatchback wrings 119 horsepower and 40 highway mpg from its 1.6-liter four-cylinder. Drop a turbocharged 1.0-liter in a similar-size car, and you can expect 45 or 46 mpg-within spitting distance of the most frugal hybrids. Brett Hinds, a Ford engine-design manager, says the forthcoming three-cylinder will produce more than 100 horsepower per liter, blowing past a longtime engine-efficiency benchmark.


Such efficiency is the result of many small technical victories. Unlike conventional engines, the new EcoBoost will use an offset crankshaft, which reduces friction and puts more energy into creating motion and loses less to heat. A split-cooling system warms the engine block quickly, making it easier for the engine to pump cold, thick oil, thereby using 1 to 2 percent less fuel. Higher-quality aluminum alloy in the exhaust manifold helps to trim 11 pounds from the engine. And unlike some three-cylinder engines, which require an energysapping balance shaft to counter shake and rattle, Ford says the EcoBoost is inherently balanced.


Ford has withheld most details, but it has said that the engine will eventually replace four-cylinders in millions of small models around the world. Expect other carmakers to follow suit.

Change!

We must become the change we want to see."
 
-Mahatma Gandhi

Burn or Dissolve?

The Resomator BBC

A Florida funeral home has debuted a new alternative to cremation, known as the Resomator, that uses heated alkaline water to dissolve bodies in about three hours. Why do we need an alternative to cremation in the first place? Turns out cremation devices use lots of energy, release a fair amount of carbon emissions, and, in the U.K., are responsible for 16% of mercury emissions.

Created by a Glaswegian company, the Resomator submerges bodies in a potassium hydroxide solution in its steel chamber, then pressurizes (to about ten atmospheres) and heats (to over 350 degrees F) the solution for about three hours. After that, the resulting liquid is simply poured into the regular sewage system--it apparently poses no environmental risk and has passed Florida's undoubtedly strict laws for this sort of bio-disposal. Bones remain and are pulverized to ash in the usual way, and any metal bits (including mercury and any prostheses) are retained to be disposed of or recycled in a more responsible way.

Florida is just one of seven states that has legalized the Resomator, but it may catch on in others. The president of Resomation Ltd, the company behind the device, says it emits a third less greenhouse gas and uses a mere seventh of the energy of a cremation device, let alone the benefits of safe extraction of mercury and other metals. The company seems hopeful that its macabre but useful creation will soon receive approval in its native U.K..

Sunday Silliness - Do It Later!

Who are the world's biggest employers?

ONE of the biggest headaches for policymakers in many rich countries has been how to create jobs during a period of fiscal austerity and anemic growth. The private sector has been slow to generate jobs, and government-spending cuts usually end up cutting jobs. And governments employ a lot of people: in our chart of the ten biggest global employers, below, seven are government-run. America's defense department had 3.2m people on its payroll last year, equivalent to 1% of the country's population. China, the world's most populous nation and a big military spender, employs 2.3m people in its armed forces. And the number of people working for the National Health Service in England is equivalent to over 2.5% of the country's population. The three private companies are Walmart, McDonald's and Taiwan's Hon Hai Precision Industry Company, a subsidiary of which is Foxconn, a secretive electronics manufacturer.


Source