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During the 150 years of public transportation operations here in Detroit, there have been numerous locations across the city that have at one time served as either streetcar barns or bus garages, and even both.
When the D.S.R. took over all street railway operations in the city on May 15, 1922, fifteen carhouses came under the control and ownership of the City of Detroit — thirteen of which were obtained through the purchase of the Detroit United Railway (DUR) system.
This web-page will focus on those properties that came under the control of the city-owned Department of Street Railways (DSR), and its successor, the Detroit Department of Transportation (DDOT). Our time-period begins just prior to the 1922 take-over of the DUR company.
For Comments & Suggestions Please Contact Site Owner at: admin@detroittransithistory.info
FORMER CITY-OWNED CAR BARNS AND BUS GARAGES
The former West Jefferson Carhouse was located just east of the Rouge River on the
north side of W. Jefferson Ave.— bordering both sides of Brennan Street. A turning
loop on the property served as the end of the line for the Delray portion of the Fort
Street car line. The carhouse closed on March 1, 1931, but for decades a portion of
the property would serve as the former DSR-DDOT Brennan Loop turn-around. Today,
the Detroit Water & Sewerage Dept's Wastewater Treatment Plant occupies the land.
(Photo source: Dave's Electric Railroads, Bill Volkmer collection)
The Warren Carhouse was located on the south side of W. Warren,
between Lawton and the former Grand Trunk RR spur track. Its large
carhouse building was located just to the left of this photo. The Warren
Carhouse closed on November 16, 1930, and the property is now the
location of the Detroit Fire Dept's Training Academy.
(Walter P. Reuther Library, Wayne State University photos #48427, 48424)
The Baker Carhouse was located on the northwest corner of W. Vernor
and Livernois. The carhouse closed on October 2, 1949. The property is
now the location of the City of Detroit, General Services Department's
Motor Transportation Garage.
FORMER D.U.R. CARHOUSES ACQUIRED BY D.S.R. UNDER 1922 TAKE-OVER PURCHASE
CARHOUSE
.HARPER CARHOUSE
Harper at Mt. Elliott
Carhouse closed on January 29, 1923, lines moved to
Gratiot Carhouse
.CLARK CARHOUSE
Clark north of W. Jefferson
Carhouse closed and converted to bus garage on
December 12, 1925. Clark bus garage closed in 1937
.TRUMBULL CARHOUSE
Trumbull at Stanley
Carhouse closed on March 13, 1926, lines moved to
Woodward Carhouse in Highland Park
.ST. JEAN (KERCHEVAL) CARHOUSE
St. Jean at Kercheval
Renamed Kercheval Carhouse on December 1, 1924.
April 1, 1928, carlines moved to Shoemaker Carhouse
.WARREN CARHOUSE
W. Warren at Lawton
Carhouse closed on November 16, 1930, cars moved
to Coolidge Carhouse
.W. JEFFERSON (FORT) CARHOUSE
W. Jefferson at Brennan
Carhouse closed on March 1, 1931, lines moved to
Baker and Wyoming Carhouses. A portion of property
served as the original DSR–DDOT Brennan Loop
.MICHIGAN CARHOUSE
Michigan Ave. at Military
Carhouse closed on August 8, 1931, cars moved to
Wyoming Carhouse in Dearborn
.BRUSH CARHOUSE
Russell at Ferry
.KERCHEVAL (CONCORD) CARHOUSE
Kercheval at Concord
Renamed Concord Carhouse on December 1, 1924.
Carhouse closed on November 16, 1932
.BAKER CARHOUSE
Livernois at W. Vernor
Carhouse closed on October 2, 1949, lines moved to
the reopened Wyoming Carhouse in Dearborn
.EAST JEFFERSON CARHOUSE
E. Jefferson at St. Jean
Carhouse closed on September 5, 1951, cars moved
to Gratiot Carhouse
.GRATIOT CARHOUSE
Gratiot Ave. at Harper
(former Leesville Carhse.)
to Woodward and Wyoming Carhouses
.WOODWARD CARHOUSE
Woodward at Manchester
(Highland Park)
Carhouse closed on October 16, 1955, lines moved
temporarily to adjacent Highland Park Terminal. All
DSR rail operation discontinued on April 8, 1956
When the "short-lived" Municipal Operation (MO) began operations on February 1, 1921, a temporary carhouse and maintenance shed at Shoemaker and St. Jean streets was used until a permanent Shoemaker Carhouse brick structure was completed. When service began on the MO's Clairmount line on Oct. 25, 1921, a temporary storage yard called Joy Road Car Station (at Wildemere and Joy Rd) was used to store cars on the west-side. Shortly thereafter, the Atkinson (Junction) Carhouse was used after the Clairmount line was extended across Grand River on Jan. 15, 1922. The following is a listing of streetcar barns built by the City of Detroit....
STREETCAR BARNS BUILT UNDER THE CITY-OWNED MUNICIPAL SYSTEM (MO) and D.S.R. OPERATION
.ATKINSON (JUNCTION) CARHOUSE
Junction at McGraw
This temporary carhouse opened on January 5, 1922, to
house cars for the MO's Clairmount line. Carhouse closed
on January 12, 1924, cars moved to Michigan Carhouse
.SHOEMAKER CARHOUSE
Shoemaker at St.
Permanent Shoemaker carhouse opened on July 4, 1922.
Operated as a streetcar barn until the carhouse was
closed and converted into a bus garage on July 3, 1939
.COOLIDGE CARHOUSE
Coolidge Hwy
(Schaefer) near
Opened on February 26, 1928 as a car barn and bus
garage—the first city built transit property built for both.
The Coolidge Carhouse was closed on May 4, 1947 and
the property completely rebuilt into a bus garage
.WYOMING CARHOUSE
Wyoming at
Michigan (Dearborn)
Carhouse opened on March 3, 1930, temporarily closed
on June 20, 1948. Repened on October 2, 1949,
carhouse portion closed on September 7, 1955
STREETCAR BARNS STILL OPERATING AS OF SEPTEMBER 1950 "SCHOOL OPEN" SCHEDULE
DATE CLOSED
RAIL LINES ASSIGNED (SEPT. 1950)
Clairmount
P.C.C. OPERATION: Jefferson
Gratiot Avenue at Harper
Baker, Clarimount, Mack, Mt. Elliott
P.C.C. OPERATION: Gratiot
Wyoming at Michigan Ave.
(Dearborn)
P.C.C. OPERATION: Michigan
Woodward Ave. at Manchester
Oakland, Trumbull
P.C.C. OPERATION: Woodward
D.S.R. BUS STORAGE FACILITIES
The Highland Park Garage was located on Second Avenue in Highland
Park, just north of LaBelle Street. It sat adjacent to the Woodward
Carhouse which was located just to the north. The entire complex,
including bus, streetcar and repair shop facilities made this the DSR's
largest property. The bus terminal closed on December 28, 1970, while
the heavy repair shops closed in December of 1972.
The DSR Shoemaker property — located on Shoemaker and St. Jean
streets — was the first transit facility to be built by the City of Detroit
when it opened as a streetcar barn in 1921. The Shoemaker Garage
later opened on July 3, 1939, when the property was converted into a
bus garage, as displayed in this 1946 photo. Additional storage bays
were added to the property in 1947.
WARREN CARHOUSE
BAKER CARHOUSE
(Photo #29983_1 (left) and #29984 (right) Walter P. Reuther Library, Wayne State University photos)
HIGHLAND PARK GARAGE
SHOEMAKER GARAGE
Click here to return to "THE DSR YEARS" Main Page.
Virtual Motor City Collection photos #29983_1, 29984, 48424 and 48427 are used by permission of the Walter P. Reuther Library, Wayne State
All rights, including those of further reproduction and/or publication, are reserved in full by the Walter P. Reuther Library, Wayne State University. Photographic
reproductions may be protected by U.S. copyright law (U.S. Title 17). The user is fully responsible for copyright infringement.
When the DSR's Motor Coach Division began operations on January 1, 1925, arrangements were made to store the bus fleet temporarily at DSR carhouses and rented garages until more permanent facilities were constructed. The temporary facilities included a rented garage at Woodward and Stevens (just south of Six Mile Road in Highland Park — where the first buses were stored) and a leased garage located at Grand River and Plymouth. The carbarns used included the Shoemaker Carhouse and the Fort (W. Jefferson) Carhouse (W. Jefferson and Brennan).
The following is a listing of bus storage and maintenance facilities in operation beginning in 1925...
D.S.R. BUS GARAGES IN OPERATION BEGINNING FROM 1925 THRU 1950
-AMERICAN GARAGE
Grand River and American
Leased by DSR and opened on April 20, 1925. Buses moved
from temporary leased space at Grand River and Plymouth.
American Garage closed on June 26, 1928, shortly after the
opening of the new Coolidge Garage
-SECOND AVENUE GARAGE
Second Avenue
(Highland Park shop
property)
Built on Second Avenue within Highland Park shop property,
across from Woodward Carhouse in Highland Park. Opened on
August 22, 1925, replacing the rented garage on Woodward
and Stevens. Additional buildings added in 1926 and 1928.
Replaced by the Highland Park Garage on November 1, 1929
-JEFFERSON GARAGE
Opened on October 17, 1925, after western portion of East
Jefferson Carhouse was rebuilt as a bus garage. Buses moved
from temporary storage at Shoemaker Carhouse, Renamed
Kercheval Garage on February 10, 1926. Bus portion closed
and replaced by new Kercheval Garage on April 1, 1928
-CLARK GARAGE
Clark north of W. Jeffeson
Opened on December 12, 1925, after Clark Carhouse was
rebuilt as a bus garage. Buses moved from temporary storage
at W. Jefferson (Fort) Carhouse, Closed on December 5, 1937
-WARD AVENUE GARAGE
Grand River Ave. and Ward
Leased by DSR and opened on August 31, 1926. Garage was
closed on June 26, 1928, shortly after the opening of the new
Coolidge bus and streetcar facility
-FARMINGTON GARAGE
Farmington, Michigan
(PMC-??)
Property and buses acquired from the DUR's People's Motor
Coach Company on July 1, 1926. Grand River Express buses
to Farmington, MI were assigned to this garage after the DSR
acquired route from PMC. Service discontinued July 29, 1928
-GARY GARAGE
Gratiot Avenue at Detroit
Terminal RR crossing
(northeast of French Road)
(PMC 1925)
Coach Company on July 1, 1926. Build by the DUR as an
Interurban Transfer Station and opened on March 19, 1925.
The Gary Garage lease was terminated on November 14, 1930
-COOLIDGE GARAGE
Coolidge Hwy (Schaefer)
near Schoolcraft
Opened on February 26, 1928 as the first property built by the
DSR to house both streetcars and buses. Carhouse closed on
May 4, 1947. Remodeled bus facility completed June 1948
[Property currently undergoing a major renovation by DDOT]
(Facility "temporarily" closed since January 14, 2012)
-KERCHEVAL GARAGE
Opened on April 1, 1928 after Kercheval (St. Jean) Carhouse
was converted into a bus garage. The previous Kercheval bus
garage (located across the street on E. Jefferson Carhouse
property) then moved across the street to this new location.
Kercheval Garage closed on July 3, 1939, with the conversion
of the Shoemaker Carhouse into a bus garage.
-HIGHLAND PARK GARAGE
Second Ave near LaBelle
Opened on November 1, 1929. Built across from the Second
Avenue Garage (which it replaced) on Second just north of
LaBelle. Additions added in 1936 and 1957. The bus terminal
closed on December 28, 1970, while the Highland Park Shops
closed on December 28, 1972, moving to 1301 E. Warren
-DEXTER GARAGE
Dexter Ave. at Doris
(DMB 1924)
Leased from Detroit Motobus Co after the company's license
to operate in the city was revoked effective on January 1,
1932. The lease on the Dexter Garage was cancelled in 1935
-SHOEMAKER GARAGE
Shoemaker at St. Jean
Former Shoemaker Carhouse property converted into a bus
facility on July 3, 1939. Large storage bays added in 1947.
[Property still active under DDOT]
-WYOMING GARAGE
Wyoming at Michigan
Bus facility added to Wyoming Carhouse property on June 21,
1943, Although the carhouse closed in 1955, the Wyoming
bus terminal would remain open until September 30, 1963. A
north portion of the property would remain as the DSR-DDOT
Wyoming Loop turn-around
-GILBERT TERMINAL
Wabash at Stanley
Opened on June 6, 1948, as the first transit facility built by the
City of Detroit solely for bus maintenance and storage. Gilbert
Terminal was the last bus terminal constructed by the city
[Property still active under D-DOT]
The following lists the last bus garages still in operation during the final decades of the DSR era...
D.S.R. BUS TERMINALS STILL OPERATING AS OF SEPTEMBER 1950 "SCHOOL OPEN" SCHEDULE
BUS ROUTES ASSIGNED (SEPT. 1950)
-WOODWARD TERMINAL
Woodward north of
(Lines moved to
adjacent Highland
Park Terminal)
NOTE: After buses began replacing streetcars after World War II,
a number of bus lines were assigned to the Woodward Carhouse
Davison Shuttle, Holbrook, John R North,
John R-Oakland *(Loc/Exp), Oakland Railbus
-WYOMING TERMINAL
Bassett, Crosstown, Grand Belt, Joy Road, Lafayette-Green,
Michigan Shuttle, Tireman, W. Jefferson, Woodmere, Wyoming
-HIGHLAND PARK TERMINAL
Second Ave. north of LaBelle
Conant, Eight Mile East, Hamilton (Loc/Exp), McNichols East,
Oakman, Russell, School, Second Avenue (Loc/Exp),
Seven Mile East, Woodrow Wilson
-SHOEMAKER TERMINAL
STILL ACTIVE
Belle Isle, Cadieux, Cadillac-Harper (Loc/Exp), Chalmers,
Clairmount Railbus, Conner, Crosstown, Conant, Dickerson,
Eight Mile East, Gratiot-Hayes Exp, Harper-Nine Mile Shuttle,
Hoover Shuttle, Kercheval, Mack Railbus, McNichols East,
Plymouth-Caniff, Schoenherr-Redmond, School,
Seven Mile East, Van Dyke-Lafeyette, Vernor, Warren East
-COOLIDGE TERMINAL
Schaefer north of Schoolcraft
Broadstreet, Five Points, Grand River (Loc/Exp), Greenfield,
Hamilton (Loc/Exp), Lahser, Livernois, Meyers, Northlawn,
Plymouth-Caniff, Puritan-Fenkell, Schaefer, School,
Schoolcraft, Six Mile Shuttle, Southfield, Second Avenue
(Loc/Exp), Trumbull Railbus, West Chicago, Wyoming
Wabash at Hudson Street
Buchanan, Claimount Shuttle, Clairmount Railbus, Dexter
(Loc/Exp), Depot, Fort West, Fourteenth, Grand Belt, Linwood,
School, St. Aubin
Information for the above article was compiled from various articles written by Jack E. Schramm on the Detroit Street Railways, including "Detroit's DSR, Parts 1
thru 3" (Motor Coach Age Magazine), and "DETROIT'S STREET RAILWAYS Vol II: City Lines 1922-1956" by Schramm, Henning and Dworman (Bulletin
120 – Central Electric Railfans' Association), and from other miscellaneous sources. The September 6, 1950 DSR Schedule Analysis and Headway Reports information
courtesy of Tom Breeding.
*(Loc/Exp) – Denotes the additional "Express" route associated with the "Local" route listed.
THE COOLIDGE TERMINAL
THE SAMUEL T. GILBERT TERMINAL (coming later)
THE HIGHLAND PARK TERMINAL (coming later)
THE SHOEMAKER TERMINAL / D.S.R. ADMINISTRATION BLDG
THE WYOMING TERMINAL
Preserving the History of Public Transportation in and around the City of Detroit,
...from "Steel Wheels to Rubber Tires."
PRINTER-
(Reformatted 12-22-13)
D.S.R. HIGHLAND PARK TERMINAL
DSR GM "old-look" coach #1454 can be seen in this 1969 photo parked across from one of the last buildings erected on the
Highland Park Terminal property. This narrow (77'–wide x 622'–long) coach storage building could accommodate over eighty
coaches and opened in January 1957, shortly after the streetcars were removed. After the property closed in 1972, the
remaining buildings on the site were demolished in 1974 and the land sold to the City of Highland Park for redevelopment.
[photo courtesy of the Krambles-Peterson archive collection: G.M. Sebree photo]


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text:
Harold Alan Hamersley MC (6 February 1896 – December 1967) was an Australian World War I flying ace credited with 13 confirmed aerial victories. He later went on to serve in the Royal Air Force following the war, serving in India and reaching the rank of group captain before retiring.

World War I service
Hamersely was born on 6 February 1896 in Guildford, Western Australia. His father was Hugh Hamersley. Following the outbreak of World War I, Hamersley volunteered for overseas service, joining the Australian Imperial Force on 18 February 1915. Listing his occupation as a farmer, upon enlistment he was commissioned as a second lieutenant and assigned to the 16th Battalion, with whom he embarked as part of the 5th Reinforcements to leave Fremantle on board HMAT Hororata on 26 April 1915.

He fought with the battalion in the Gallipoli Campaign and suffered a bullet wound to his right thigh in August and was evacuated to Cairo. He returned to his unit in October and remained at the front until November when he contracted influenza and was evacuated to Mudros. He returned to Gallipoli just in time to participate in the evacuation and disembarked in Alexandria in January 1916. In March 1916 he was transferred to the 48th Battalion as part of the expansion of the AIF that occurred at that time. Later that month he was promoted to lieutenant and in June 1916 was transferred to France along with the rest of his battalion, to take part in the fighting in the trenches of the Western Front. In August he was temporarily seconded to the headquarters staff of the 4th Division, with the acting rank of captain.

In November 1916 he was transferred to the Royal Flying Corps and struck off the AIF's strength. After attending the 2nd Royal Flying Corps School of Instruction, he was subsequently posted to No. 60 Squadron on the Western Front to pilot a Royal Aircraft Factory SE.5a in September 1917. On the 16th, he promptly scored his first victory, destroying an Albatros D.III. On the 22nd, he shared a victory as he helped Captain Robert L. Chidlaw-Roberts become an ace by driving down an Albatros D.III out of control. The following day, Hamersley almost became Werner Voss's 49th victim; Voss shot up his SE.5a before being shot down and killed by a patrol from 56 Squadron. Hamersley survived unhurt. He continued to score; on 18 November, he scored his sixth and last win for 1917, again teaming with Chidlaw-Roberts as they destroyed a DFW reconnaissance plane.

Hamersley started again on 25 January 1918, destroying an Albatros D.V. After a couple more wins, on 30 March he destroyed an LVG recce craft and an Albatros D.V and drove down another D.V for a triple win. This rounded off his record at 10 German planes destroyed and three driven down out of control. He returned to England in May 1918 as a captain awarded a Military Cross.

Post World War I
In 1920–1922, Hamersley was once again assigned to 60 Squadron, although by then it was stationed in India. He then became the Avro test pilot for a while; it was during this time that he set an altitude record in an aircraft powered by an Austin 7 motor. On 1 January 1926, he was granted a permanent commission as a Flight Lieutenant.

He was promoted to squadron leader on 1 April 1935; four months later, he was selected for an engineering assignment at RAF Worthy Down. On 1 July 1938, he was promoted to wing commander. That same year, he was named Officer Commanding of the University of London Air Squadron. He moved on to command RAF Hullavington in 1940. On 1 December 1940, Hamersley was promoted to group captain. Later, he became president of the Air Crew Selection Board in Scotland before his retirement.

Honours and awards
Military Cross (MC)

Notes

References

.

1896 births
1967 deaths
Australian Army officers
Australian military personnel of World War I
Australian World War I flying aces
Royal Air Force personnel of World War II
People from Perth, Western Australia
Recipients of the Military Cross
Royal Air Force officers
Royal Flying Corps officers
Australian aviation record holders

redpajama_set_name: RedPajamaWikipedia


remarkable how much change can happen when you're sharing strengths and opportunities for improvement in a transparent way." The budget discipline came with the creation of a Worldwide Legal Spend Dashboard, aligned with business objectives; and the implementation of life-of-matter and annual budgets on all litigated matters, to which outside counsel are held accountable.
Leveraging legal operations and technology to improve efficiency. Eaton created a Legal Operations Specialist position in 2017, which helps to identify and drive cost savings opportunities across practice areas. The department also created a Cost-Out Team as one of its pillars; improved reporting efficiency, reducing cycle time by 40 percent; and invested in a state-of-the-art contract management platform.
Backstage Pass: Promoting diversity through mentoring. Underscoring Eaton's commitment to inclusion and diversity, the law department introduced a unique mentorship program, which invites diverse associates from strategic law firms to gain a behind-the-scenes perspective of Eaton's law department.
• Eaton really did it all, using a wide array of value practices, from convergence to enhanced budgeting, dashboards and metrics, after-action reviews, two-way feedback with outside counsel and process improvement to hit all of the value levers.


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One of your responsibilities as a property owner is to file and prove your claim to the insurance company – it is not the insurance company's job to prove the claim to themselves. Therefore, it is important that you accurately document the damage done to your property in a detailed manner by taking photographs in the aftermath to submit to help prove your case.
Every property insurance policy comes with its exclusions. If the cause of your property damage is excluded from coverage in your policy, then you can expect your claim to be denied.
Following a property loss, the policyholder is required to protect the property from further damage and to mitigate the extent of loss. Leaving the property exposed to additional loss and not taking reasonable steps to reduce the extent of the loss, could be grounds for a denial.
Notify your insurer promptly of any loss and understand the requirements time limits for filing a claim.
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Property damage claims can be time consuming and difficult for those who are not familiar with the ins-and-outs of a property claim. Hiring a professional such as a public adjuster to help file your claim, document damages, and negotiate with your insurance company can be essential and beneficial to your settlement.


text:
Pacers finish strong, beat Celtics 103-98
Former Oregon basketball players sue after rape accusations
Jackson puts past behind him as No. 1 seed UNC enters NCAAs
CHAPEL HILL, N.C. (AP) North Carolina's Justin Jackson knows he's been guilty of overthinking on the court and letting past struggles or outside criticism get to him.
How well he manages to let go and move on could determine how far the Tar Heels go in the NCAA Tournament.
The Tar Heels played their best ball last season when the 6-foot-8 wing found a groove late in his freshman year. Now the East Region's top seed, UNC again needs Jackson to carry late-season momentum into the NCAAs to reach the Final Four.
''Honestly that's kind of a love-hate relationship because you've got people that say, `When Justin's playing like this, they're a really good team,''' Jackson said in an interview with The Associated Press. ''And if I'm not playing like that, I'm this or that, I'm failing my team and stuff like that.
''For me, at the end of the day, it's not just me, but everybody has to step up. And that's what I'm trying to do right now.''
The Tar Heels - who play Thursday against the Fairleigh Dickinson-Florida Gulf Coast winner in nearby Raleigh - have All-America candidate Brice Johnson inside, Marcus Paige showing signs of emerging from a long shooting funk and Joel Berry II as MVP of the Atlantic Coast Conference Tournament.
But they need Jackson to provide reliable perimeter scoring, too.
The Tomball, Texas native has started all but two games while averaging 12.1 points, and stepped up to average 14.3 points on 51-percent shooting over the final eight games as UNC (28-6) closed out the ACC regular-season title.
Before scoring six in the win against Virginia for the ACC Tournament title, Jackson had a career-best 10 straight double-figure scoring games.
''He has a floater that's unbelievable,'' Virginia's Anthony Gill said. ''He can it hit it from the free-throw line or even farther than that. . Every time that we've played him, he's been a big part of it because he can do so many different things (with his size) that most guards can't do.''
Jackson ended last year by reaching double figures in 11 of 12 games as UNC reached the NCAA Sweet 16. The difference now is he said he's better at getting past a bad outing, though it's taken work.
When his shot wavered to start ACC play, Jackson said he often thought of hitting the gym to shoot more. Yet he continued to struggle, making 2 of 22 3-pointers through the first 10 games.
He even deleted the Twitter app from his phone to avoid reading negative comments that can get ''ingrained in your mind.''
''That's kind of my weakness in life, honestly - I overthink a lot,'' Jackson said. ''On the court, it's whether we can get a better shot instead of me just taking the shot. On defense, it's what spot should I be in instead of just guarding my man or just going and helping.
''And then a lot of the thinking was, `I've been struggling. I've missed the past 20 3s that I've shot, I've got to make this one' instead of just `This is going in.'''
Jackson broke out at Boston College with 20 points on 9-for-11 shooting off the bench while looking more assertive after coach Roy Williams juggled the lineup.
''He's a perfectionist,'' said his mother, Sharon. ''When things aren't going the right way of the way he thinks they should be, he does tend to think about it a lot trying to figure out how to fix those situations. That's kind of how he's always been.
''He finally had to reach that point of, `OK, I've got to forget about the ones in the past' and just keep going as opposed to trying to think about it.''
Williams also points to Jackson's defensive improvement. UNC's coaches have named Jackson defensive player of the game six times compared to once last year.
''It's just try to have fun,'' Jackson said. ''It's easy to say but obviously I was struggling a lot and I was so bent on getting out of those struggles instead of just forgetting everything in the past and just going out there and playing how I know I can. I feel like I said the same exact thing last year. That's all it is: if I miss a shot, move on to the next one.''
AP Sports Writer Stephen Whyno in Washington contributed to this report.
Follow Aaron Beard on Twitter at http://www.twitter.com/aaronbeardap and the AP's college basketball site at http://collegebasketball.ap.org
North Carolina Fans Get Their Prize
The wait is over, UNC faithful. Your billboard has landed smack dab in Durham, North Carolina, for all Duke fans to see.
Andy Katz's Tiers: Alabama Cruising in SEC
Alabama is dominating the SEC, and Michigan is continuing its rise. Check out Andy Katz's latest college hoops outlook.
Andy Katz's Tiers: Michigan Makes Its Move
The Wolverines are undefeated and taking the Big Ten by storm. But are they in the same class as Gonzaga and Baylor?
Colin's All-Time Can't Miss Prospects
Colin Cowherd lays out his all-time, can't miss, amateur-to-pro prospects, adding Trevor Lawrence to the exclusive group.
Shaka Smart & His Magnificent Superpowers
According to Mark Titus, there's only one logical explanation for the Longhorns' incredible start to the season ... Shaka Smart's hair.

redpajama_set_name: RedPajamaCommonCrawl


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These videos show the basic causes and possible signs of arthritis in dogs. Take the quiz at the bottom to see if your pet might be at risk. If in any doubt, make an appointment with us at Willoughby Vet Hospital by calling us on 9958 8775 or make an appointment online.


text:
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	'jquery',
	'Global/SQ',
	'SQ/Broadcaster',
	'SQ/Util',
	'underscore',
	'text!./template/classrooms_table.tmpl',
	'datatables'
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	$,
	SQ,
	Broadcaster,
	Util,
	_,
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	'use strict';

	return function ClassroomsTable() {

		var _me = this;
		var _util = new Util();
		var _$classrooms_table = null;
		var _classrooms_table = null;

		SQ.mixin(_me, new Broadcaster());

		(function _init() {
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		this.initialize = function($e) {
			_$classrooms_table = $e;
			_$classrooms_table.append(_.template(ClassroomsTableTemplate));
			_classrooms_table = _$classrooms_table.find('#classrooms-table').DataTable({
				bProcessing: true,
				fnDrawCallback: function(oSettings) {
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		this.populate = function(classrooms) {
			var _table_data = [];
			$.each(classrooms || [], function(index, classroom) {
				var _teachers = [];
				$.each(classroom.classroom_teacher || [], function(index, ct) {
					_teachers.push('' + ct.teacher_first_name + ' ' + ct.teacher_last_name + '');
				});
				_table_data.push(
					[
						'<input type="checkbox" name="check-classroom[]" value="' + classroom.id + '" />',
						classroom.id,
						classroom.name,
						classroom.classroom_grade.name,
						_teachers.join(', '),
						_util.addCommas(classroom.student.length),
						(classroom.active) ? 'Active' : 'Inactive',
						'Edit'
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				);
			});
			_classrooms_table.rows.add(_table_data).draw();
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});

redpajama_set_name: RedPajamaGithub


text:
Hungry for knowledge: Whitehorse cooking school attracting new chefs
This January, Cat McInroy fulfilled a dream by opening the Well Bread Culinary Institute in Whitehorse. She's offering evening cooking classes and the interest is astounding her.
Cat McInroy opened Well Bread Culinary Institute this month and is astounded by the interest
Meagan Deuling · CBC News · Posted: Jan 13, 2019 8:30 AM CT | Last Updated: January 13
Cat McInroy is the owner of the Well Bread Culinary Institute Inc. in Whitehorse. She says there is a wait-list for some of her classes. (Submitted by Cat McInroy)
Cat McInroy is the youngest of seven kids, and if she wanted to see her mom when she was growing up, she says she had to hang out in the kitchen.
"So I spent a lot of time there," she said. "Making pasta, breads, everything. Everything was homemade in our house."
McInroy has noticed that each generation seems to be losing culinary skills because "we're not in the kitchen as much anymore."
So, after retiring from a 20-year career with the RCMP, this month McInroy fulfilled a dream by opening the Well Bread Culinary Institute Inc. in Whitehorse. She wants to keep the skills that she learned from her mom alive by passing on her knowledge to anyone who wants to learn how to cook.
The cooking school is now open and classes started this month. (Submitted by Cat McInroy)
The institute is in downtown Whitehorse in a building covered with graffiti and corrugated steel, which used to house the Boys and Girls Club and, before that, an industrial steel supply store.
But now, open the door and behold a chef's paradise — height-adjustable marble tables with conductive hot plates, stainless steel sinks, fridges and an oven, and storage units on wheels. The room isn't that big, but everything has its place.
There's food for thought in the Whitehorse library's edible garden
"I've been thinking about this place for years," she said.
McInroy and her husband bought the building a few years back. Last January they started renovating.
Students pay close attention as they learn how to make pasta. (Submitted by Cat McInroy)
"It's taken me almost a year of very much sweat equity," said McInroy. "We were jack hammering the floor to put in new sewer pipes, the whole bit. So it's pretty special."
This January, McInroy is offering evening cooking classes. So far, she's done pasta making, pastry making, cocktails and appetizers.
'I put the 'warm' in shawarma': Summer's gone, but this Whitehorse food truck is still cooking
The interest astounds her. The upcoming dairy class filled in three days, and there's a 15-person wait-list.
"I knew there was a foodie community," McInroy said, "but I didn't realize how big of a gap there is that needs to be filled."
Products of the pasta class. (Submitted by Cat McInroy)
The gap, as she sees it, is teaching people how to be home cooks with food that is grown in and around Whitehorse. For example, coleslaw is great, says McInroy, but she wants to teach people what else they can do with a cabbage.
High housing, food costs drive up Whitehorse's living wage: report
She also wants people to be smarter about how they use food, and not to waste so much.
"We chefs need to teach people," said McInroy. "We quite literally need to put that information in their mouths."
She mentions the floods in 2012 that closed the Alaska Highway, shutting the Yukon off from the rest of the world. Grocery shelves were bare. "People freaked out … that's not something that has to happen," said McInroy.
Cheese squeezing in a fridge. Cat McInroy aims to teach people how to make basic food with equipment they already have at home. (Submitted by Cat McInroy)
The culinary institute has only been open for a few weeks, but McInroy has enough plans to keep busy for years.
She wants to bring in a whole pig to teach butchering and using the entire animal, and smoking and curing meats. She'll have a series of classes to teach kids cooking basics, and another about how to plan, pack, and cook for a backcountry trip.
This Yukon family ate 100% local for a year
Bear ravioli, slow-braised lynx on the menu at Yukon game meat banquet
"I'm going to be building a greenhouse," McInroy said. "We'll be dining in the greenhouse on the things that the people are making for themselves."
The more classes she offers, the greater chance McInroy says she has to "light that fire" in someone.
Once you start learning about food, she says, it opens even more doors.
"You never know everything, and there's always something new to taste."
Whitehorse greenhouse to sell hydroponic greens, a first in Yukon
Whitehorse company pitches off-grid hydroponics to improve Northern food security


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It's been five long, difficult (and fun) years since starting Foundr, and I can hardly believe it. It seems like just yesterday I was looking at this image, giddy about making $5.50.
I will never forget that feeling of excitement from seeing the first day's sales after launching a digital magazine in 2013. The fact that even two people believed in me enough to spend their cold, hard-earned cash on something that I had built with my own two hands was astounding to me.
That's especially true considering the magazine was built by someone who, at the time, had basically no knowledge on the topic of entrepreneurship. Not even any knowledge on magazines, for that matter. All I had was a hunger to learn, and to make something.
I remember the first day I came back home after work and showed my housemate at the time and his girlfriend that we made $5 on our first day, and she laughed at the meager sum. I remember thinking to myself that she had no idea how important that $5 was to me, and still is.
It's been a wild ride since that day. I can say with confidence that these past five years have been the best of my life! I started a magazine out of thin air, then a year later I quit my 9-to-5 job. I've spoken to and interviewed some of the greatest entrepreneurs of our generation (Richard Branson, Mark Cuban, Arianna Huffington, the list goes on!), and went on to build Foundr into a multimillion-dollar business with an amazing team of 15+ people around the world. We're well on our way to building a household name entrepreneurial brand that impacts tens of millions of people on a monthly basis. This is now the vision for the brand that we obsess over at Foundr.
Over the past five years, I've been fortunate enough to see the world of entrepreneurship, magazines, content, publishing, and business through a different lens than most. The lens of a newcomer-turned-CEO, and one that was more or less blind not that long ago.
With that in mind, I wanted to write up a blog post about what this journey has been like. I'll be sharing random thoughts, learnings, reflections, and conclusions that I carry around with me, and insights into how I approach building startups, given everything I've picked up over the past five years.
Please note that the items you read below are not necessarily my ideas. These are the lessons I've learned from being lucky enough to speak to a lot of insanely successful people, along with being in the trenches myself and learning the hard way.
I hope you enjoy this post as much as I enjoyed writing it!
1. Focus is so incredibly important. If you can focus down on one thing and get it completely dialed in, that's so extremely powerful. Throughout the past five years, we've taken on too much at times, and it's really pulled us in different directions. If I knew what I knew now I would've just doubled down on one thing at a time whenever possible.
2. Try to master and become the best in the world at one or two things MAX. At one point, Foundr was trying to master too many things at once, and it's too difficult, especially if you have a small team. Right now, our biggest focuses are the magazine, and producing what we call "10x courses" taught by influencers (better than anything else out there by 10x).
3. You can literally start a business not knowing anything at all. Like be literally and utterly clueless with what you're doing and still do OK and survive. I'm living proof. When I started Foundr, the front cover for the first issue was a stock image! It was ridiculous—I had no idea about apps, publishing, design, editorial, not even the subject matter (entrepreneurship), and I still somehow was able to work things out. If you don't know know the answer to something, you can always work it out, or find someone that has and can help you.
4. Your biggest problems can turn into your greatest blessings. Getting sued can even be a blessing in disguise. In the early days, the magazine wasn't called Foundr, but I had to rename it due to a trademark infringement lawsuit. This ended up being the best thing that could have happened to us, because Foundr is a much better name compared to what we had previously. Everything happens for a reason.
5. Working out your vision and your "why" isn't necessary at the start. When I first started, to be frank, I just wanted to create a new job for myself. I hated working in IT support, crawling under desks and fixing people's computers. But as time went on, after a few months of creating the magazine, I fell in love with the business and the space we were serving. Your vision and "why" can always come later.
6. Having a magazine builds a tremendous amount of influence for a brand. When you align yourself with influencers in your industry and have them on the covers of your magazine, people respect your brand, and it builds ridiculous amounts of trust.
7. Your best ideas are the ones that keep coming back to you. You're not going to come up with a genius idea on the spot. It has to keep coming back to you, and you have to mull over it like a good glass of red wine and let it sit with you before you execute on it.
8. Investing in great design delivers one of the biggest ROIs you can get when first starting up your company.
9. Time reserved for thinking by yourself is extremely underrated. Set aside allocated thinking time. I know this might sound weird, but this is where next-level company strategies are created.
10. Print isn't going anywhere. I was wrong when I once predicted digital would replace print, and it's becoming a lost art form that many are rediscovering. We plan to do many more print projects (magazines, books etc.). When someone gets a physical product in their hands from us, it changes the relationship the person has with the brand, and that's very powerful.
11. Having a brand is EVERYTHING. No matter what you do, your reputation is built on your company's brand—not a personal brand, a business brand. Protect your brand at all costs. This is your engine and your safety net, and it gives you the ability to launch many different creative projects under one roof.
12. It takes 7-10 years to build anything of true worth and significance. Any company that you truly admire took over a decade to build. I'm prepared to play the long game with Foundr.
13. Never build on rented land. When we started the magazine, we published on the iTunes and Google Play store, and I managed to game the app search function (ASO, which is like SEO for Google, but for Apple). We were getting thousands of downloads per day, but eventually it caught up with us and Apple changed the rules. This caused us to lose 25% of our app downloads, which meant a loss in readers and new subscribers. If you do not own the platform you're building on, NEVER rely on it as your sole source of income, or you will get burnt.
14. Never rely on one single customer acquisition channel. At Foundr, I'm always extremely cautious of dominating one channel, and always work to layer in more over time. For us, first it was Instagram, then it was email, then it was podcasts, then it was organic SEO and blog, now it's PPC (pay-per-click advertising) and soon YouTube. The more channels we can use to generate a significant amount of traffic, the less risk we face.
15. It's never enough. Once you get to one goal, you want to move to the next, so it's important to reflect when you can and appreciate the journey as much as possible. Even if you're the founder of one of the top 50 websites in the world, you can't have it all.
16. Look to similar industries and markets for inspiration and ideas. Success leaves clues (something Tony Robbins taught me), so you should always model yourself after the best wherever you can. But do not steal!!
17. Storytelling is everything when it comes to producing content that cuts through. The more you can focus on the stories, the better.
18. Your business lives and dies by cash flow. It's the oxygen of your startup, especially if you're bootstrapping and not using someone else's money to survive. You always need to make this a focus in order to build a sustainable business.
19. Just because you can do something to make money doesn't mean you should always do it.
20. Everyone wants to be an entrepreneur, but most people are just way too comfortable with their current situations and don't want it bad enough. Humans choose the path we're least afraid of, so you will only make the decision to start a company if you're more afraid of what will happen if you don't.
21. The best kind of marketing is the stuff that really stands out to you. The stuff that makes you take a second look, that is cool and funky and fresh.
22. Your team is absolutely everything. The way you scale a company is by having amazingly talented people around you who are aligned with your vision and believe in what you're trying to build. You literally cannot get to the next level without them. If you can, find people with previous experience doing the thing you need done.
23. The only way to cut through is to be different, unique, remarkable and create cool stuff for your market. Probably cribbing from Gary Vee here, but attention is what we're all fighting for right now.
24. Being consistent is one of the most powerful things you can do to fuel growth. Since we first started the magazine, we've shipped a new issue every single month for the past five years. Since we started the podcast, we've shipped a new episode every Thursday for the past three years. Since we started the blog, we've produced at least one new blog post every single week. And the list goes on…this is how you build serious momentum. It's like building a house one brick at a time.
25. When hiring, try to find people you can relate to and who hold similar values to you. This will help you start to build a great culture and the kind of company that you want to build.
26. The smartest entrepreneurs reduce risk and maximize upside however they can. One thing my mentor Mitch Harper taught me is to always reduce risk however you can. This is something I obsess over now when it comes to making critical business decisions. How can I stack the deck in our favor on both sides of the table?
27. Revenue doesn't mean everything and isn't always a true reflection of the current growth/success/status/accomplishments. You can be generating millions of dollars and not be profitable. Revenue can purely be a vanity metric, and I'm guilty of getting caught up in this. At the end of the day, as a bootstrapped business, being profitable is what allows you to grow and reinvest for growth.
28. It's much harder to acquire a new customer than it is to sell something to an existing customer. This is a common piece of advice, but an easy one to forget.
29. Serve first and ask later. These words couldn't be truer when it comes to to building relationships with anyone, but also maintaining great friendships and an amazing network.
30. Try to create recurring revenue for your business however you can. One thing I've learned is that selling your products and services day in day out is difficult, and when every new month comes along you have to start again at $0. Recurring revenue allows you to bank on that money and calculate future revenue with a great amount of predictability, minimizing risk for your business. My goal is for Foundr to have much more recurring revenue in our business model in the years to come, not just from the magazine and memberships.
31. It is possible to build a startup without venture funding and grow it controllably and slowly (we're living proof of this). Could we raise a ton of capital, triple the size of our team and grow faster? Of course, but that doesn't mean we should. I want to be able to control our growth and grow Foundr in a sustainable way. What's important is to be patient on this journey. It will come.
32. Have a clear and detailed vision for your company. Not only for your own purpose and what drives you, but also for your team and the people you want to convince to come join you on your crazy mission to conquer the world. You can use this to your advantage once you know what it is, but use it with caution. If you're communicating a crazy outrageous vision, you better be able to execute on it or people will lose trust in your judgement.
33. Shipping (publishing projects) can be blessing and a curse. One thing we pride ourselves on at Foundr is our ability to ship, and boy do we move fast and ship things. But sometimes that isn't always great, because we move onto the next thing once we've shipped it. The big lesson here is to always go back and optimize once it's been shipped.
34. The way to build influence in this online world is a content volume game. That's it. Obviously the content has to be great, but the person or brand that produces the most quality content at scale over a long period of time that is solid and consistent wins, that's how you build influence.
35. The successful founders you look up to are no smarter than you, they've just worked harder and have had some element of good timing. But here's the thing with timing, you don't know it unless you're in it. There is hope for everyone.
37. To build a successful business, it has to be an obsession. You have to want it so badly and you have to be prepared to do the work.
So there you have it, these are the key lessons that I've collected along my business journey so far. Super excited to share this with you and to celebrate our 5th birthday together! Here's to many more years!
Now let's hear from you Foundr family! What's your favorite Foundr moment from our first five years? What do you want to see from us in the next five years?
Some great insights Nathan and congrats on hitting the 5 year mark!
Thanks Meryl, glad you enjoyed it !
Great post. Too many lessons to short list my favourite. Will go back and read it monthly!
EPIC list of lessons. Thanks for sharing these, Nathan! It won't be long before Foundr IS a household name. Keep up the great work.
Thanks Tyler! Hope all is well my man, we've got a lot of work to go but we will get there!
Congrats on the 5 years milestone ! Great insights. Thank you.
Insanely good article! Congratulations Nathan on 5 years of Foundr. Favorite moment would be the announcement of online courses and how it will build and grow over the next 5 years. Thank you!
Thank you so much Joel, glad you enjoyed it! We've got so many amazing courses coming out, I'm excited to share our truly unique offering with the world!


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ABOUTCASTREFERENCEARCHIVELINKS
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I have a simple car model, which has steering joints and wheel joints.
So the problem is, I simply try to make the car move straight by setting steering angle to zero with Steering_Joints->SetPosition(0, 0). Then I apply force either to joints, or simply to chassis to make the car move, so it moves.
Then, while moving, for the wheel joints I print the following: joint->GetVelocity(0), but for the front wheels, which has steering joints that had already been set to be 0, I get 0 although they move as the rear wheels do.
If I do not set steering joints to 0, then I observe the non-zero velocity from each of wheel joints but this is not what we want because we have to control the steering joint angle.
Is this a bug? I think this should be fixed, this does not seem very realistic for a physics simulator.
Can you post your SDF model along with the code you are using and step to reproduce what you are seeing?


The Cadet & Junior Nationals is the pinnacle event for players up to the age of 18.
The Cadet & Junior Nationals are sponsored by PG Mutual.
The best young players in the country compete in singles and doubles at events at Cadet (U15) and Junior (U18) levels.
You can download the prospectus for this year's competition below.


text:
is a Japanese long-distance runner. She was born in Wakasa, Fukui. Her twin sister is Takami Ominami, also a world class marathon runner with a personal best of 2:23:43.

Achievements
All results regarding marathon, unless stated otherwise

Personal bests
3000 metres - 9:09.72 min (2000)
5000 metres - 15:20.75 min (2004)
10,000 metres - 31:35.18 min (2005)
Half marathon - 1:08:45 hrs (2004)
Marathon - 2:23:26 hrs (2004)

References

 Profile at marathoninfo.free.fr
 Profile at World Marathon Majors

1975 births
Living people
Japanese female long-distance runners
Japanese twins
Twin sportspeople
Asian Games medalists in athletics (track and field)
Athletes (track and field) at the 2002 Asian Games
Athletes (track and field) at the 2006 Asian Games
Japanese female marathon runners
Asian Games bronze medalists for Japan
Medalists at the 2002 Asian Games
Medalists at the 2006 Asian Games
20th-century Japanese women
21st-century Japanese women


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Recovering from addiction may provoke short-term withdrawal symptoms such as headaches, nausea and anxiety. However, addiction can have a much more significant impact on health if sustained for a long period of time.
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Please note this article has been provided as information only and should not be regarded as specific advice to your needs.


White Sox 5, Tigers 4: For want of some leather, the empire was lost. Or something like that. The Tigers now find themselves three back of the White Sox with no more head-to-head games. This is pretty dire for the Tigers.
Braves 7, Marlins 5: Dan Uggla continues to kill his old team. He hit a three-run homer and actually had a nice defensive game too. Martin Prado went 4 for 4 while filling in for Chipper Jones at third.
Red Sox 5, Rays 2: What's a better way to tell that the Rays are playing out the string, the fact that Evan Longoria was being rested when every game is do-or-die or the fact that they're playing listless baseball anyway? Jacoby Ellsbury homered and drove in three.
Phillies 3, Mets 1: Cliff Lee looked great — ten strikeouts while allowing one run in eight innings — but every pitcher looks good against the Mets these days. R.A. Dickey fails again to move toward 20 wins which, based on how that's all that is mentioned in every game story after he pitches, is what everyone has apparently decided for some reason is necessary for his season to be successful. He still pitched pretty good baseball. The Mets just can't score and Cliff Lee is still friggin' good.
Orioles 10, Mariners 4: Nate McLouth hit a leadoff homer. Matt Wieters hit one too. No, not a leadoff homer. That would be ridiculous because you can't have two of those. Oh, and Adam Jones and Chris Tillman each had great games too, which has to make the Mariners a little unhappy. I'm sure they have an Erik Bedard poster up someplace, though.
Giants 2, Rockies 1: Brandon Crawford doubled, tripled and scored on Wilin Rosario's 20th (20th!) passed ball of the season. Madison Bumgarner walked five dudes but Colorado just couldn't capitalize.
Pirates 3, Cubs 0: A nearly four hour rain delay because (a) the Pirates are still technically in contention; and (b) there is no room in baseball's hastily-constructed schedule this year to play a makeup game if necessary. That led to everyone wanting to go home, which led to Kevin Correia striking out six and pitching seven shutout innings. Folks, if your game starts after 10:30 at night, you're doing something wrong.


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text:
> The Lean Post> Let Joy Power Your Organization's Flight
Sharing how the world is making things better through lean.
Let Joy Power Your Organization's Flight
by Richard Sheridan
December 4, 2019 | Comments (1)
1 Comment | Post a Comment | Permalink
Achieving sustainable and controllable flight has been a pursuit of man since the first time we looked up in the air and witnessed birds flying so effortlessly. In ancient days, man attempted flight by strapping feathered wings to their arms and flapping with all their might and many of these failed flights ended in disaster for the aspiring pilot.
After centuries of trying and failing, we then discovered the relevant principles of powered flight and, in just a few short years, we were able to fly to heights and distances that were previously unimaginable, even for those who invented the airplane.
Companies and teams want to fly
My managerial and leadership career that began in my 20's and 30's felt like the equivalent of strapping feathered wings to my arms every day while trying to get the teams I was leading off the ground. I would come home tired from the effort and mentally exhausted from the lack of results.
But by my mid-30's I was burning out, and was convinced there had to be a better way. Some amazing authors like Tom Peters and Peter Drucker described some relevant principles that led me to believe that getting my teams off the ground and flying was actually possible. My optimism was fueled by these authors. Their books convinced me that the pursuit of joy in business was worthy and practical pursuit.
Joy is a powerful word in life and, as it turns out, in business too. A company that discovers the relevant principles of organizational flight can also fly to heights and distances that were previously unimaginable. And, in doing so, can experience the business value of joy.
By simple analogy, an airplane whose weight exceeds its lift capacity will never get off the ground. The weight of a human organization can be measured in disengagement statistics. If 80% of a company's workforce is disengaged, the remaining 20% cannot lift the organizational aircraft off the ground.
If we could swap those numbers ... imagine the possibilities. The same people, the same expense load, the same buildings and parking lots, the same paychecks. Yet, results that achieve those similar to the aforementioned 747.
Your Why is essential, but the How is a close second
Simon Sinek famously exhorted Start with Why, but after you understand your Why, you must consider your How. And this is where organizational design is so important.
I believe the Wright Brothers had a more powerful Why than their rivals, especially the well-funded team of Samuel Pierpont Langley. Langley wanted to build an airplane. The Wright Brothers wanted to fly.
Yet, even the most powerful Why cannot get your organizational plane off the ground and safely and sustainably kept in the air if the plane itself is not designed properly, and the pilot is not properly skilled. The Wright Brothers experimented their way to sustainable flight.
The Principles
Let's take a look at a plane and compare the forces and principles of flight to those of a human organization.
A plane has four basic forces at work: Lift, Weight, Thrust and Drag.
The positive forces of Lift and Thrust are what get the airplane off the ground and flying towards the destination. The counter forces of weight and drag are unavoidable as they have everything to do with the utility of the aircraft itself. In other words, we cannot eliminate them. We can, through proper design, minimize them. If we think of our human organizations in this same way, we can understand what lifts our team, what weighs them down, what propels us to a worthy destination and what produces drag.
Let's look at each of these individually.
The Thrust of Purpose
People are naturally inclined to work together in teams, particularly when that work is focused on a worthy external goal. When we speak of joy at my company, we believe that joy comes to teams by having great and authentic answers to these questions:
Who do we serve?
What would delight look like for them?
By focusing on the delight of others, we derive a deep sense of satisfaction and thus feel a meaningful sense of worth about our hard work. It's amazing how much we will put up with if the goal is worthy enough. We won't worry as much about creature comforts, the quality of snacks in the lunchroom, and whether the company-supplied coffee is the best they ever had.
Our job as leaders is to fully communicate the shared sense of worthy purpose of our organization. Everyone in the company should be able to clearly answer the two questions above. Intriguingly, the answer for us is not our customers, our employees nor our investors. Yes, of course, we want to serve them too. But as a custom software design and development firm, our answer is to delight the people who will one day use the software our team is designing and building. We may never meet them; they certainly won't pay us for what we do; yet our attention is focused on delighting the people who will use the work of our hearts, our hands and our minds every single day.
Our Thrust of Purpose is defined by our Why.
Lift of Human Energy
In our earliest days at Menlo Innovations, we were invited in to visit with a technical team at a local governmental agency. As we described our company, our approach, our purpose and our methods, we could tell we just weren't connecting with this group. They were lifeless and listless and had almost no questions at all afterward.
Their boss, who had invited us in, connected with us after the presentation and thanked us enthusiastically telling us he had never seen them so excited!
We must consider as leaders that the human energy of our teams is something that should be guarded, protected and nurtured. At our company, we do many things to lift the energy of our team. Our open space, the laughter and the fact that we avoid overtime as much as humanly possible are all a good start. We cut our team off from electronic communications when they vacation so they can actually enjoy the time away. There is no expectation of work from home. We expect people to have another life outside of work. One team member started a Tuesday lunch jam session and anyone who plays an instrument or sings is invited to join some very talented musicians.
Our work processes do not expect multi-tasking and program it out of the equation. You and a pair partner (yes we work in pairs) are allowed to focus on a single task until you get it to done. If you get stuck, you can suspend that work and move on to another task already outlined. In this way, two elements of our culture feed the energy of our team:
Sufficient time is provided to get meaningful things DONE.
An elimination of the waste of waiting.
One of the most unusual benefits of working for our company is that we allow newborns to come to work with their parents. This isn't daycare; the child is with the parent. They come in all day, every day from about three months old to six months old. We recognize this is unusual and not practical for most companies and teams, but the energy and delight that a baby brings in beyond anything we ever expected. Even our customers behave better when we bring the babies to meetings. And the kids love the buzz of verbal communication and laughter (and attention!).
All teams can get work done, whether energized or not. Most would agree that high- energy teams get more and better work done and feel more pride in both their work and their company and that is a powerful force of positive leadership.
The Weight of Bureaucracy
If every decision requires a meeting, a committee, an approval or a policy check, your organizational plane will never get off the ground. Each day people will be waiting for a decision to be made, or an approval to be granted. Whoever the granting authority is, the team will not move faster than them. The weight of this approach will counter any other human energy you have mustered.
Eventually this weight will destroy any motivation to fly because it will be clear to everyone that flight isn't possible because no one has ever seen it occur.
Meeting loads (calendars filled with back-to-back-to-back meetings), email boxes impossibly filled with URGENT messages, multi-step approval systems for even trivial purchases will add a weight to a team that cannot be overcome. This weight will be felt on the shoulders of your teams and they will weary of the unnecessary burden. The lack of trust these systems portray is evident to everyone.
Bob Chapman, CEO of Barry-Wehmiller, was confronted on just such a topic when one of his high-performing workers questioned the company's policy of having to go through a security checkpoint to use tools that helped him do his job. Effectively this worker was asking Bob why he was trusted to do so many things for the company, but when he needed a tool to increase his effectiveness he was treated as if his main aim was to steal from the company. To Bob's credit, he had that system dismantled immediately. Bob's company is a shining example of a company that feeds human energy.
How many companies have purchased books to inspire their teams and then locked them in a file cabinet with a gatekeeper and careful tracking system? How many of those books are ever read?
As leaders we must consider the standard processes and procedures we use to "manage" our teams and ask the questions:
Is it necessary, really necessary?
Does it slow things down?
Does it communicate that we don't trust our people?
While recording the audio version of my latest book, the audio engineer who was listening to me over two days got caught up in the message of my writing. At a break, he related a story to me about a time he worked in the mechanical end of a bowling alley where the automatic pinsetters needed regular intervention to keep the bowlers happy. He noticed one day that the owner had padlocked the exit doors at that end of the bowling alley, fire escapes that would only be needed by the workers themselves. When he challenged this policy, the owner told him he was worried the workers would steal valuable equipment. The young man protested to no avail. He quit as he didn't want to work for someone who was going to employ such a lack of trust as to endanger his workers.
The Drag of Fear
I was taught to lead in my earliest days by trying to motivate others with fear. It didn't work for me when I was being led in this way, and it never worked when I was elevated into leadership. It was, however, the only example I knew, so I mimicked it in my early leadership days. I had one boss who taught me that if I ever saw two people chatting in the hallway that I should walk up to the pair and just stand there.
"They'll get back to work," he taught me.?This is hilarious to me now, because we pair our workers, so I have now institutionalized two people talking to one another ALL DAY LONG.
Fear is present in so many management systems it is likely hard to imagine its absence:
The dreaded annual performance review
Cutting the lowest 10% of the forced ranked workforce
Most in the company only "Meeting Expectations" when given a review
A zero-sum game economic reward system where the more I give to one person, the less I give to another.
The public elevation of individual heroes over team achievement
Courtyards, palaces and high-floors in office towers for top leaders
Gatekeepers for bosses who have declared they have an open-door policy
As leaders, avoiding invoking the FEAR card when leading our teams may be the hardest single change any of us can make. Yet, it is the most important. Fear steals away the most human part of us because when we are afraid we scale back our humanity to our primitive reptile brain and then we lose the most important element of our teams, the part where we can express the most human qualities: Creativity, Innovation, Invention and Imagination.
If our organizational aircraft is properly balanced and designed, we can fly to heights and distances that were previously unimaginable. In doing so, the amazing benefit is that the work of leadership is lessened dramatically. A properly balanced aircraft, (heaviest at takeoff due to full fuel) is easily lifted off the ground by the pilot with the slightest tug on the yoke. When the pilot pulls back on the yoke just a little bit, the nose of the aircraft tilts up in what is called a Positive Attitude and at the right speed the aircraft itself simply lifts off the ground and flies.
The research is now clear and readily available. We have discovered the relevant principles that cause human teams to fly. We can begin designing organizations that can fly and fly fast and far to amazing destinations.
With joy as your fuel, I wish you a safe and happy flight to wherever you are going.
(A previous version of this article appeared in Leader to Leader magazine.)
Keywords: knowledge management, leadership, Purpose, value, work
The Fearless Organization
By Amy Edmondson
The Work of Management
By Jim Lancaster
How Menlo's Virtual Teams Are Lighting the Way Forward
Pursuing Dreams, Facing Reality
Lean Thinkers Are Systems Thinkers
August 7, 2019 | 5 Comments
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Henry Couture December 27, 2019
The three letter word JOY can certainly provide that underlying motivation for us all in our fields of work...tied with enthusiastic zest for improvement, Joy is a fundamental for success. I try to breakdown problem into manageable chunks -- each step an opportunity for improvement. I gain joy from the process itself....there is no shortage of this phenomena...good article.
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