The Apple CEO said he came out four years ago to help young gay people who were being bullied or abused.
Read more: huffingtonpost.com
The Apple CEO said he came out four years ago to help young gay people who were being bullied or abused.
Read more: huffingtonpost.com
Here in the United States and among our northern neighbors of Canada, many are gearing up once again for their annual celebration of freedom. Barbeque grills are being filled with charcoal, apple pies are browning in ovens, and communities are planning parades and firework displays, all accompanied by the fervent fluttering of flags. It’s only […]
Read more: flashfictiononline.com
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The universe is full of fascinating and potentially deadly objects. Pulsars are chief among the weirdest and, under the right conditions, they can give rise to some of the most delicate, beautiful objects in nature. But recently, an old injustice was finally addressed, when one of the pioneers who brought these exotic stars to light received some long overdue kudos:
The discovery of pulsars ended up being “one of the biggest surprises in the history of astronomy, transforming neutron stars from science fiction to reality in a most dramatic way” … When Bell Burnell and her supervisor published a paper detailing their findings in 1968, it attracted international attention. The media didn’t know what to do with a young female scientist who had made a major breakthrough.
Burnell’s critical role is generally known by science insiders and her colleagues, but her male thesis adviser was awarded the Nobel Prize in physics in 1974. This week it was announced that Burnell would receive the Breakthrough Prize, and a complimentary check for $3 million. She plans to use the money to help advance her field of astronomy, and the diversity of researchers within.
Electric car maker Tesla seems to be having some leadership turnover.
Like the zombie that will not die, enthusiastic fascists are calling to all comers anew that life begins at “conception.” This is nonsense, scientifically, and many people have outlined why. Even yours truly took a stab at it in this blast from the past.
Ran across this article from a few years back while thinking about the pain med debate. Since politicians will usually take the easiest way out, and the easiest way to look like you’re doing something about recreational drug abuse is to make life harder on people who lack the resources to fight back, the uninsured and under-insured folks with chronic pain make the perfect, defenseless target:
The very people we expect our leaders, legislators and law enforcement agencies to work for are being sacrificed on the altars of a drug war gone wild. The elderly, the sick and the disabled are suffering because they can’t get the pain medication they need. The paranoia and panic has made it nearly impossible for many seriously ill patients to obtain anything but over-the-counter pain relief medicine.
Read more: feeds.dailykosmedia.com
This is not a great sign.
Verizon being the “exclusive” carrier for the Pixel 3 and Pixel 3 XL is a bit of an annoyance because it reduces the options for getting the phones in a store and with incentives from other carriers. But now it looks like that exclusivity is more restrictive than in the past — Pixel 3s sold by Best Buy are seemingly SIM locked to Verizon. Early units being sold today (the first actual day of retail availability) from Best Buy aren’t working with non-Verizon SIM cards.
To be clear here, Best Buy technically only sells a “Verizon” Pixel 3 and Pixel 3 XL. But if we were to follow the past experience of the original Pixel and Pixel 2, these “Verizon” phones were actually identical to the unlocked models and could be used on any carrier of your choice — the only hurdle was getting Best Buy or Verizon to sell you one without a Verizon account.
But yes, it seems that Pixel 3s sold by Best Buy are SIM locked — its product pages even say so. Compare that to Best Buy’s listing for the “Verizon” Pixel 2 that clearly lists that phone as being unlocked, which it was. I was tipped off to the issue by a reader (thanks, Alex!) who had zero problems walking into a Best Buy and buying a fresh Pixel 3 XL without a Verizon account … but was unable to get it to work with either a T-Mobile or AT&T SIM. Putting a Verizon SIM in it, the phone worked fine — but it complained again as soon as it had another U.S. SIM inserted, so this isn’t just a “first-time setup” requirement.
Typically, the only reason why a Pixel would be SIM locked is if it was being sold by Verizon — or Best Buy as a Verizon reseller — on a multi-month financing plan. When the phone is sold full-price with no contract, Verizon account or financing plan, we would typically expect that SIM slot to be unlocked. At this point, the information we have is that this is not the case when the phone comes from Best Buy.
Verizon can, of course, unlock any phone that has a SIM lock to its network. Whether a Verizon representative (in store, online or on the phone) would be willing to do that for you when you’re not a Verizon customer is another question entirely. Word has it that if you place an active Verizon SIM in the phone for at least 24 hours it will be unlocked (or at least be eligible to be unlocked), but others claim it takes much longer — in either case, that’s not a hurdle most people are willing or able to jump over.
For now, this means you should buy from the Google Store if you intend to use another carrier.
Thankfully, even if this is the by-the-book rule that Best Buy and Verizon are now following, this isn’t a catastrophic problem … so long as you know what to do. You can still buy the Pixel 3 and 3 XL from the Google Store, including with 24-month no-interest financing. Those phones will never be SIM locked — and heck, you can even use it on Verizon if you wish. You’ll just have to accept the trade-off of not being able to get any incentives Best Buy and/or Verizon are offering with purchase.
For now, this means that you should stay away from buying a Pixel 3 or 3 XL from Best Buy or Verizon if intend to use it on a carrier other than Verizon. That is, until we get this whole situation sorted out.
I’m trying to track down the details on this, and have reached out to both Best Buy and Google for clarification on the situation. This story will be updated with any future information as soon as it’s available.
Google Pixel 3 and 3 XL review
Google Pixel 3 and 3 XL: Everything you need to know!
Google Pixel 3 vs. Pixel 3 XL: Which should you buy?
Google Pixel 3 and 3 XL specifications
Join our Pixel 3 forums
Read more: androidcentral.com
Even though it’s out in 10 days.
It would appear that someone recently managed to get their hands on an early copy of Super Mario Party for Nintendo Switch, immediately jumping onto eBay and selling it for $7,100. Where to begin?
Yes, despite the game not being out until 5th October, one lucky person claimed to have found a working cartridge for the game sitting near an airport. On their eBay listing – which has now ended and is unavailable to view properly – the person describes the cartridge as being “in decent shape”, noting that it is “slightly damaged” but works just fine.
Read the full article on nintendolife.com
Read more: nintendolife.com
On Wednesday, Home Depot co-founder Ken Langone appeared on Fox Business Network (FBN) and expressed to host Neil Cavuto his frustration over the anti-Trump movement:
The message of Trump is not Trump, but the decision of the American people to elect Trump [is] their way of saying, “We’re tired, we’re sick of what’s going on. We don’t like the way we’re being treated … “
Read more: dailywire.com
The rise of the social enterprise
Posted by Josh Bersin on April 5, 2018.
After a year of research and another enormous survey of business and HR leaders around the world, we just released the 2018 Deloitte Human Capital Trends, entitled “The Rise of the Social Enterprise.” What we found, after detailed analysis of the data and many interviews with business leaders, is that businesses today are entering a whole new era of management: one that is focusing on the businesses less as a “company” and more as an “institution,” integrated into the entire social fabric of society. I know that sounds a bit high-level, but the detailed trends make it clear and real.
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Consider just a few statistics we found.
65 percent of companies surveyed now rate “inclusive growth” as one of their top three goals, eclipsing strategies like “growing market share” or “being the category leader.”
“Citizenship and social impact” were rated critical or important by 77 percent of our respondents, and this topic was rated the “least ready” issue among the executives we surveyed.
The need to create 21st century careers, improve the relevance of reward systems, focus on employee well-being, and address the issue of longevity in the workforce all rated as top 10 issues in the human capital agenda.
The trends we found, which are listed below, are topics one would have considered “soft” or “nice to do” in a prior age. Today, because of the power of each individual in the world of work, they are urgent.
One of the trends we identified is that companies today must be “social” in a truly external sense. Customers, stakeholders, communities, business partners, and employees all have an enormous impact on a company’s brand, growth, and profitability. Being a “social enterprise” means going beyond a focus on revenue and profit and clearly understanding that we operate in an ecosystem, and all these relationships are equally important.
Interestingly, the biggest challenge we found in this research is that C-suite executives are not operating or organized effectively to deal with this new world. If you think about the trends we highlight in the study, each cannot be addressed without an enterprise-wide, cross-functional approach. So the idea of having a C-suite executive who owns various functional areas alone simply does not work.
In fact what our research found was that a new model, which we call the “Symphonic C-suite,” is key, and companies should take on these issues as a team, creating a model we call “teams leading teams,” instead of the siloed functional ownership we see in the C-suite today.
For me personally this work is always among the most exciting things I do here at Deloitte, and this year’s report speaks to the need to find mission, trust, and value in our lives. We are living in a world of tremendous economic growth and technology revolution, yet also one of income inequality, contentious debate about nationalism, and lots of concerns about diversity, inclusion, fairness, and equity at work. I think our research shows that all these topics are now coming together, and business leaders must address them in an integrated and strategic way.
One more point of introduction. As you read these trends and think about how they impact your organization (whether you are in HR or line leadership), I think you’ll find that there are two real dimensions of transformation taking place.
Figure 1: The Two Dimensions of the Social Enterprise Paradigm
First is the horizontal axis—moving from an organization that operates as functional groups to one that operates as a “network of teams.” I’ve written about this extensively before (last year it was discussed in detail in the 2017 trends) and this trend has accelerated. This year I’ve met with banks, manufacturers, insurance companies, and health care providers who are all moving toward a “networked organization” model.
Second is the vertical axis—where every part of the company (sales, marketing, product strategy, engineering, HR, and finance) looks at the impact of external factors on the company and the company’s footprint in the external world. As one of our clients put it (a consumer goods company), customers now do business with companies that are local, companies that do good things in the community, and companies that do good things for society. This goes far beyond “corporate responsibility” into really being a good citizen, and redefining value propositions in this way. And this means doing a much better job of managing data, by the way, an issue that has become “front page” around the world. (One only has to read the news to see how today even the technology industry is impacted by this trend.)
Highlight of the 10 trends
Let me briefly highlight the trends here (in order of urgency from the research), and I encourage you to read the whole report, download the app, and attend one of our webinars highlighting the research.
The symphonic C-suiteAs I discussed above, the most urgent trend we identified was the need for C-suite executives to operate in a more integrated way (we call that “symphonic”). Today it’s as if each C-suite exec (CEO, COO, CFO, CMO, CHRO, CTO, etc.) is leading their own set of instruments, playing the music they think will contribute best to the overall orchestral performance. Of course in the symphony this would be a disaster, and the analogy plays out well in business as well.Consider the issues of gender pay equity or data privacy, for example. No one C-suite executive can “own” this problem, because it impacts every part of the company. Ditto for problems like “improving well-being” or “reducing attrition” or “improving our employment brand.” The latest survey from The Conference Board found that “attracting and developing talent” is now the No. 1 topic on the minds of CEOs—that issue, along with the others I mentioned, cannot be owned by the CHRO alone.
People data: How far is too far?We are all bombarded with news about AI, autonomous vehicles, and a never-ending discussion of the potential role of computer intelligence in our lives. What our research found is that this enormous issue— that of taking better responsibility for our data— is high on the minds of business leaders.As I was writing this trend, I had the opportunity to interview the head of research for one of the largest technology companies in the world. He told me that we still don’t really know how to make AI “safe,” because all this data we are collecting can predict and recommend actions that might be biased, single-minded, or ultimately just dangerous. Of course tools that predict attrition or recommend new learning programs are useful, but what happens when systems “recommend a salary” or “recommend a performance rating?” That kind of software can change our human behavior and clearly changes our perceptions of an individual.
With the GDPR (General Data Protection Regulation, a new EU regulation) now becoming law, companies must do a much better job of managing, stewarding, and securing data about people. Too many stories have come out about data leaking into the wrong hands, and often the ramifications of this release are not initially known. While the HR profession is very excited about the opportunity to finally use analytics to make better decisions, this year our research shows a need to focus on privacy, security, governance, and “auditing” of these systems in a much bigger way.
From careers to experiences: New pathwaysThis trend, which has accelerated in importance each year over the last four years, is the one I personally think is most important. Everyone in the working world is now concerned about the future of their career in a world of AI, robotics, and ever-changing technologies and jobs.I’ve done many presentations on the Future of Work in the last 18 months, and in every case I find people astounded about the way new jobs are being created at a faster rate than we have seen in decades. Today the jobs of “machine learning engineer” (which didn’t exist three years ago), “social media curator,” or “robotic system trainer” are growing at astounding rates, while all our traditional roles in sales, marketing, finance, and HR are changing as well.
What we found in this research is that companies now understand that their “upward path” career models are often very limiting, so they want to create models for “facilitated talent mobility”—models that give people hope, new skills, and continuous development in areas the company needs. But this is turning out to be harder than they thought, and the tools and systems to make this an institutional process are not quite ready.
The L&D market and new tools for continuous learning are arriving this year, so this trend will be one you want to read—and one you want to put on the top of your list of issues to address this year.
Well-being: A strategy and a responsibilityI was at a recent meeting of HR executives and one of the vendors cited a statistic that blew my mind: one in six Americans now take a psychiatric drug to help with depression, anxiety, or sleep.1 In today’s digital world of work, there’s a new level of stress in the workplace, which in turn creates a variety of issues with sleep and well-being, which in turn creates medical conditions (heart disease, diabetes, overweight, etc.) that reduce our health.The trend is not that health care is an important benefit for employers: rather the trend is that this is now a strategic issue that impacts workforce productivity, profitability, and employment brand. As I’ve surveyed this market and talked with many companies about this issue, I think we’ve reached a point where “employee engagement” is almost a meaningless phrase if it does not embrace the need to “make work healthy” and help people bring their “best selves” to work every day.
I won’t cite all the statistics here, but as you read this trend you’ll see that well-being is now a key corporate strategy and one that must be measured through performance and productivity metrics, not simply those that reduce the cost of insurance.
I think this topic also crosses the boundary into citizenship and responsibility—if you are not building an organization that helps people stay healthy and happy, you are not fulfilling your responsibility as an employer, and that impacts your customer brand.
The leading practices for well-being at work are all being invented now, as our organizations become more “real-time” and demanding by the day. I think you should read this trend as a wake-up call and think hard about whether you are putting the right level of focus and energy into this topic.
The hyper-connected workplace: Will productivity reign?As a professional in my early 60s, who grew up in companies that had no voicemail, no email, and no electronic communications at all (except fax machines), I am particularly sensitive to this trend. Today, whether we like it or not, we are all “over-instrumented” and “overloaded” by messages, communication tools, and more intelligent systems telling us what to do.At this point in time, based on the research we’ve done (and many of my own studies), I believe we work in an environment where technology is ahead of our ability to adapt. As we talked about in last year’s trends, economic productivity has not kept up with economic growth (or salary increases for that matter), and this is a funny paradox when you consider how many successful technology providers there are.
As we discovered in this trend, almost every company now has multiple systems for messaging and communication, we are all implementing internal social networks at work, yet we have very few rules, models, or practices to help people figure out how to use all this “stuff” without wasting their time.
I met with a vendor last week who has developed algorithms to monitor your email traffic and office calendar, and immediately give you recommendations on when to “push out a meeting” or “not respond to a message” in order to give you more thinking time to be productive. Our latest L&D research found that employees have only 24 minutes a week to “learn” on the job, so a new breed of micro-learning tools are emerging to help us time-slice our development.
As we discuss in this trend, this is a problem yet to be solved. I certainly hope that AI and analytics tools will give us smarter suggestions about what to ignore and what to do, but unfortunately, we are all human and we often respond to things in ways we cannot fully understand. (Look at how easy it is to create “clickbait” on social networks). Let’s not let our companies turn into “clickbait” factories for our people, and in this trend we tried to give you some examples of how to deal with this issue.
New rewards: Personalized, agile, and holisticThis trend is one I’ve been wanting to write about for some time, and I think the time has come. As a global business and HR community, there has been a lot done to make jobs more flexible, make careers more agile, and help managers become better coaches and mentors to our people. But what we have not yet done is figure out how to pay, reward, and recognize people in a way that is similarly modern and “digital” in this new world of work.I’m not saying people aren’t paid enough—the trend in compensation is upward and companies are now working very hard to improve fairness, transparency, and completeness in the compensation world. What is missing is a new design for agile, personalized, and holistic rewards, one that is relevant to each individual and gives organizations the flexibility to offer just what is needed at the right point in time.
The compensation and rewards industry is massive, and in most companies salary and benefits are the single biggest expense. But when we asked companies if their compensation strategies aligned to the company’s business priorities, we were shocked to see that only 20 percent of companies answered yes. This has to change.
Today, as we discuss in the trend, organizations need to do a much better job of paying people in ways that matter to them, creating more transparency in the process, and giving people more information about why compensation decisions are made the way they are. Everyone feels personally invested in their pay, bonus, and benefits, so in many ways this is the most powerful lever we have as leaders.
Just to give you a sense of the disruption ahead in this area. One of the larger payroll providers told me in the last few months that they see a trend toward “instant pay”—people getting paid every day for the work they did that day. Bersin recently started providing services for “conjoint analysis” of various pay and benefits programs (letting employees value how much they truly mean to them, rather than evaluate them based on the cost), and found that different segments of employees have vastly different desires for how they want to be rewarded.
These are important issues, along with the topic of fairness, gender pay equity, and generational pay equity, that have to be addressed now—and they fall into the category of “being a good citizen” and “focusing on the employee experience,” not just “being competitive in the market.”
Citizenship and social impact: Society holds the mirrorThis topic, which was rated important by 77 percent of companies around the world, is the one where companies feel the most behind (51 percent feel unready to deal with this issue). Why? Because it’s quite confusing and often unclear what to do.The issue we write about here is the need for CEOs and business leaders in general to take a stronger position on their responsible role in society. While business leaders are not “elected” like politicians, in many ways they are “elected” by their boards and employees, so they must think about everyone in the ecosystem in the interest of the company.Companies themselves, as Larry Fink from BlackRock and Marc Benioff from Salesforce have stated often, are valued based on their responsibility to society, so even CEOs who don’t want to deal with this issue are being asked to be more active in public issues. A recent article describes the conundrum “activist” CEOs face in their jobs and points out that while any position you take on social issues is likely to alienate someone, your employees and shareholders now want you to say something. So it’s not a topic that can be ignored anymore.
I won’t go much further here, but let me cite one more interesting fact. A recent study of product buyers was asked to qualify their buying preferences for vendors that had CEOs that took strong positions on social issues vs. those that did not. They found that random customers were 40 percent more likely to buy from companies who’s CEOs took positions they felt good about than those who did not, so the power of dealing with this issue is high.
AI, robotics, and automation: Put humans in the loop This is a trend we all see every day: companies are now waking up to the fact that nearly every job (including HR) is being impacted by AI and automation, and there are wide variety of new jobs being created. As I like to describe it, AI does not “eliminate jobs” it “eliminates routine work,” which in turn creates new jobs. And as economists have found, only about 6 percent of the jobs in the world are focused on “building machines” (i.e., software engineers) so 94 percent of us have to learn to “use the machines,” again changing how we do what we do.In this trend we highlight how quickly companies have awakened to this trend and how well they understand the topic. What they do not yet know is how to redesign jobs, how to redesign work, and how to build the new skills that are needed. And in the realm of HR, AI and cognitive tools are radically changing the landscape.One of the issues we raise in this trend is the need for business and HR leaders to understand that AI is a technology, not a solution. It may create smarter decisions and higher quality outputs, but it has to be monitored and trained. And AI is dependent on data, so in order for companies to have great cognitive solutions for customers or internal operations there has to be a strong focus on quality data.
I believe we are in the first inning of a lot of job and organizational redesign driven by automation and AI, and this trend highlights some of the issues to consider.
The longevity dividend: Work in an era of 100-year livesThis trend is a fascinating one, and opens up a topic that most of us understand and will live through in our lives. We are living longer, we are working longer, yet all our talent models, pay practices, and cultural values have not yet adapted to the change.Let me highlight this issue with a few facts. In most developed economies the birth rate is below replacement. This means that in order for the economy to grow, we are going to need more people—so the economic incentive for people to work longer is here.At the same time, we still live in a world that highly values youth. We are just coming out of a decade of research on millennials and now the Gen-Z workers are here. This cohort is similarly skilled and ambitious and there is a tendency for business and HR leaders to leverage these groups. I was at a meeting with 200 of the top execs from a large client and the CEO looked around the room and said “there are almost no millennials in here; we need to fix this.”
I absolutely agree. It’s important to build companies that promote, develop, and challenge young people and companies that do this find themselves filled with new ideas, new work practices, and lots of excitement and growth.
At the same time, the baby boomer population is almost as big as the millennial cohort and as baby boomers work into their 70s, 80s, and beyond, they make up a similarly important segment of the workforce. Today I believe we are “negatively biased” against age (the 2018 Deloitte Global Human Capital Trends study found that 41 percent of companies believe “age is a competitive disadvantage” in their organization). Yes, older people might make more money and older people may have older skills, but believe me (spoken as a 62-year-old “young person”), we are just as anxious to learn, contribute, and grow as anyone else.
As we discuss in the report, there are some innovative programs and ideas out there, but generally speaking most corporate talent models do not understand or incorporate this “seasoned workforce” well. I won’t try to solve the problem in this article, but let me simply leave you with the thought that this will become an increasingly urgent problem, and the sooner you think about it the better.
The workforce ecosystem: Managing beyond the enterpriseThe last trend, but by no means an unimportant one, is the recognition that the “workforce” of today is not a set of full-time, salaried people. We live in a world where contingent, gig, and crowd-based workers make up a significant percentage of the workforce and these “alternative work arrangements” are now the fastest growing segment.Our research found, as we have seen in prior years, that companies are not yet ready to deal with this new world and while some embrace these alternative work arrangements well, most are nervous about how to manage this ecosystem well. Companies are concerned about legal issues, intellectual property, proprietary work practices, and a variety of cultural challenges.As we have all seen in the ride-sharing and home-sharing industry, these are problems that can be solved. Once you come to the conclusion that your workforce won’t all be full time salaried people, it’s simply time to sit down and decide how you want to manage this new part of the ecosystem. There aren’t quite enough HR tools and systems to do this easily yet, but as you’ll see from the research, the market is moving fast.
My research shows that most of us still do like to be part of a “team” or organization in our careers, but there are periods of time and many individuals who prefer to work as contractors, agents, or specialists. Thanks to technology this is easier than ever, and our research shows that companies that learn how to manage this ecosystem can create a new, more flexible balance sheet and often move faster, gain deeper skills, and grow at a much faster rate.
Bottom Line: A new paradigm for business is here
As I look back on all we’ve studied for this report and the 10 trends we highlight, I am left with the conclusion that “being a social enterprise” is a paradigm shift in management. Not only must we deal with the 10 trends above, but we have to recognize that business today cannot operate by only considering employees and customers. We now need a set of strategies, investments, and values that reflect the broader role businesses play in our society.
We are not trying to say that every company has to become an activist organization in their industry. But our research does show that over time, companies do have to “do good” in order to “do well.2
In the short run, you can make lots of decisions that optimize revenue, profits, and growth. But over time, as your business grows and the influence of society impacts you more, you will run into the pressures of “being social,” and we believe it’s better to understand this issue earlier rather than later.
I hope our study gives you the insights and perspectives needed to help you understand the “rise of the social enterprise” as well as some new ideas, strategies, and solutions to make your organization thrive.
Josh Bersin is a principal and founder of Bersin, Deloitte Consulting LLP.
2Firms of Endearment, by R. Sisodia, D. Wolf, and J. Sheth (2007)
Read more: hrtimesblog.com
If you’re one of those people who wait in line for sneaker drops, prioritize a flash sale over getting to work on time, or buy cult fashion items just to resell them, then you probably knew that streetwear brand Supreme’s latest drop would make the cover of the New York Post. It was a deal as calculated and lucrative as all of the streetwear brand’s collaborations — in terms of branded content (see also: generic advertising) to launch its fall 2018 collection, at least — but, this time, before contributing to its resale value, it pays to be skeptical.
The limited run of Monday’s newspaper, which sold for $1 when it hit the streets of New York on Monday and is now being hocked on eBay for 85 times its original price, is already sold out. That stat is par for the course when it comes to Supreme — its Louis Vuitton collaboration is one of the most famous brand partnerships in history — but it’s a stark contrast to the NY Post ‘s recent business figures. The newspaper has been profitless for decades under its Rupert Murdoch (News Corp) ownership and has faced the possibility of folding several times. But that’s not its only controversy.
Founded by Alexander Hamilton, a federalist, in 1801 (known then as the New-York Evening Post), the newspaper served as a creative journal of sorts for years, publishing literary and drama reviews, including some political op-eds by William Leggett. Until 1976, when Murdoch purchased the paper from debutante publisher Dorothy Schiff, it remained largely liberal (it was once owned by a founding member of both the NAACP and the ACLU). Murdoch later adopted the British tabloid style of his other newspapers, namely the UK’s The Sun, and, as a result, became the NY Post we know today.
Cue several offensive covers, including a graphic picture of the moment a gunman fatally shot journalists Alison Parker and Adam Ward during a live broadcast (another, a photo of American journalist James Foley being beheaded by ISIS); antagonistic fashion coverage, which pronounces several aspects of the industry as “dead ” and judges red carpet fashion on successes and “failures ” and “winners” and “losers;” and its increasingly conservative reporting. Its bias may be hard to quantify depending on one’s political leanings, but it’s clearer in its opinionated reporting on women.
A post shared by New York Post (@nypost) on Aug 13, 2018 at 7:22am PDT
It’s also no secret that President Donald Trump has strong decades-long ties to the paper. Gossip columnist Cindy Adams aided the real estate mogul during the newspaper’s juiciest era in the 90s – while he was divorcing Ivana Trump (and marrying Marla Maples) and opening up the now-closed Trump Plaza in Atlantic City. Adams served as his messenger, so to speak, as he fed her personal scoops; in his favor, she published them. And let’s not forget Trump’s relationship with Murdoch. Though it’s been reported that Trump and Murdoch have been ‘frenemies ‘ for years (Murdoch seemingly had the money and power Trump never actually had), it was Trump’s senior adviser and son-in-law Jared Kushner who allegedly helped bring the two businessmen to a point of detente.
Maybe none of this matters to both the NY Post and Supreme’s demographics, but it’s worth knowing in case you thought about buying into the hype this time around. Because when it comes to controversy, fashion brands — especially those whose customer base is predominantly men — are, for the most part, untouchable. And, though we’ve tried to boycott them in the past, it’s never really worked. (Remember #BoycottDolce&Gabbana?) On the contrary, if a creative director is caught being racist, they are fired. If a fashion photographer is exposed as someone who harasses models, they are exiled. But the industry is still far from regulated or consistent in its ethics. You can even be an alleged rapist and still sit front row at the biggest show of Paris Fashion Week.
So, who is Supreme trying to entice with its latest advertising stunt? The readership of the NY Post? And what went into the brokering of this deal on the Post ‘s end? Is it an attempt to diversify its readership and boost its street cred? In 2018, the idea of a newspaper needing all of the fresh revenue streams it can get isn’t exactly left-field. But the fact that Supreme, a brand that has remained silent during fashion’s most political era, chose a right-leaning publication as its latest partner speaks volumes. Is it worth giving them a free pass just for the hype? With all this talk of shopping consciously, not just in terms of sustainability and ethics but in terms of values and mission, it’s time we held brands accountable for their affiliations, too.
Sure, Supreme is cool and all — so cool that a $300 price tag for a water bottle with its logo on it is normal — but why not spend $1 on literally anything else?
Like what you see? How about some more R29 goodness, right here?
Read more: refinery29.com
This article was originally published on Paddlechica.com.
With all the Olympic events a few weeks ago, it got me thinking about success and how it is defined. Sure, we talk about gold, silver and bronze medals and the athletes who win them, but is a medal the ultimate symbol of success? Does a gold medal mean that you had more success than the silver medalist? Does simply being on the podium suggest that you are more of a champion?
Success in Racing
Consider the various regattas your team has entered. At some, there is little to no competition and your team easily walks away with a medal. Everyone takes photos of themselves with their medals, celebrating their achievements because there is tangible evidence of the win. Yet at other races, the competition is so stiff your team is elated to have finished in the top 10. There might be considerably less photos taken because, well, how do you document that achievement in a photo? But at which race would you consider your team more successful? Which makes you feel as if your hard work has been rewarded?
Think about the various athletes on your team. For some, athleticism comes naturally. They have been engaging in some sort of athletic endeavor since childhood and are accustomed to the kinesthetic rigors of sports. Others have only recently found themselves pursuing athletic activities. For them fitness, conditioning and flexibility may be much more of a struggle. What one paddler may take for granted in terms of coordination or endurance, another may have had to really fight for. If both are on the race roster, who has had more success in getting there?
I recently read about 2016 Olympian runner Nikki Hamblin who helped Abbey D’Agostino cross the finish line after the two were involved in a mid-race collision in which D’Agostino fell and clipped Hamblin. Helping D’Agostino to her feet, Hamblin encouraged her by saying, “We have to finish!” Hamblin was awarded the rare Olympic Fair Play award that has only been handed out 17 times in Olympic History. Although Hamblin was not on the podium, is she not successful?
Success in Testing
Consider the periodic fitness testing or other type of testing your team may take part in. Most of us aren’t overjoyed at the idea of fitness testing, though we all realize it’s important as a way to document our progress and strengthen our team as a whole. We all get nervous. We all wish it could be over sooner. And in the end we get ranked or somehow ordered. But as a list of numbers, does that list give any insight as to what each person has endured to get where they are? Not long ago, I watched a teammate celebrate her first pull up. Others on the team can do 20 or 30 or likely even more. Who is more successful at that moment? The answer is certainly arguable.
The thing about success, in my mind, is that we will never truly know the path that a person or team has taken to get where they are. The major television broadcasting companies aren’t exactly waiting in line to interview dragon boaters to find out what they’ve had to overcome to get where they are. Sure, we see stories about the Olympic athletes, and the media loves to highlight the unusual or extreme biographies such as the 2016 summer Olympic stars who have conquered adversity: US gymnast Simone Biles, refugee swimmer Yusra Mardini, or Brazilian judo star Rafaela Silva. But what if we each had to write our own story? Or our team’s story? What would be illustrated as your path to success? What struggles would be highlighted?
I’m sure you’ve seen the diagram below. It’s so very true, but if the path didn’t look like that twisted and windy road, would we just take it for granted? Would we even call the end result a “success”? If it were direct and easy, maybe it would be just another task accomplished without much thought.
Determining Your Personal Successes
Think about the personal development you have seen in yourself as an individual paddler. Be completely honest with yourself. What level of effort have you put towards your training and what progress have you experienced thus far as a result? What are your ambitions or intentions as a paddler? How far have you come and how far are you looking to go?
How do you feel about your position within the team? Being near the bottom of the pack gives you quite a lot to strive for and can certainly be a nice motivation to work harder if your goal is to stay on the team or be on the race crew. Being closer to the top of the crew can sometimes backfire because you might see no reason to strive for improvement if the rest of the team isn’t perceived as putting in the effort to advance.
Determining Your Team Successes
And now consider your team as a whole. Whether your team has taken the route of being competitive or all-inclusive, the team’s successes and failures cannot be defined solely in terms of medals. How far has your team come in terms of growth? What goals did your team achieve last year? What goals have you set for this year?
So, whether you’re contemplating your own successes or those of your team, it’s important that your determination isn’t based purely on medals or your personal ranking on the team. Your path towards improvement is a crucial component of your overall success. Don’t discount the journey.
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